Support Org

1
gedas USA Creating a Virtual Service
Desk 11/07/04
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Customer Scope

• Objective
• Virtual Service Desk Model
• Roles and Responsibilities
• Process Engineering
• Technology Requirements
• Communication Plan
• Training
• Process Auditing/Improvements

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Objective

• Objective Creation of a virtual Service Desk
• Benefits
• Potential for External Business opportunities
• GOAL Around the sun support
• Operational efficiency

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Virtual Service Desk Model

• The gedas Virtual Service desk Model (gVSD)

gVSD

• GOAL Around the Sun support provided through
  multiple locations

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Roles Responsibilities

• Use a proven Project Management methodology to
  deliver the solution
• Clearly define roles responsibilities of all
  parties
• Assign a project manager
• Creation, sign off on Operating Level Agreements
  and Underpinning Contracts
• Use 1 ITIL based Incident Management Process,
  One Owner!
• Human Change Management a must! Technology is
  usually not the challenge, cultural differences,
  communication skills often are!

PHASE I
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Process Engineering

• Single Point of Contact (SPOC)-
• Leverage 1 SPOC through Multiple locations
• One Incident Management Process-
• Incident Detection Recording, Classification,
  Severity/Priority, Escalation, Verification,
  Resolution, Closure
• One Incident Reporting Tool only
• Proper timeline vital for success of process
  training, technology implementation
• In-depth pilot program to ensure seamless
  support

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Technology Requirements

• Establish Domain Trust
• Access to files, folders, tools. All systems
  vital to perform the service

• Incident Management Tool
• Web interface makes this a manageable reality

• Remote Control capability
• Different cultures have different
  Security/Network restrictions

• Telephony
• Dont assume

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Time Line of Virtual Service Desk Project

• Phase I Transfer of E-mails
• Training January and February 2004
• Go Live Middle of February
• gedas Brazil handles approximately 1000 E-mails
  monthly
• Zero impact to the customer
• Phase II Transfer of Calls
• Training March 2004 June 2004
• Still active with supporting E-mail during this
  time
• Go Live was End of July 2004
• Project Closeout August 2004
• gedas Brazil handles approximately 1800 Calls
  Monthly

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Before Virtual Service Desk
Call Associates 18 U.S.A 0 International Custom
ers 3,287 Corporate and 1,044 Dealerships
(Multiple customers per dealership) Monthly Call
volume Approximately 7,000 Inputs
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After Virtual Service Desk
Call Associates 12 U.S.A 4 International Custom
ers 3,287 Corporate and 1,044 Dealerships
(Multiple customers per dealership) Monthly Call
volume Approximately 7,000 Inputs
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Communication
The Communication Plan
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Training
Training to be conducted on all supported
applications including the Incident Tracking Tool
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Americas Service Desk Consolidation - VASC
Customer Breakdown
Customer/Business Impact Training

• Training will focus on
• Who the customer is
• The business impact of issues
• Systems and applications used

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Process Auditing/Improvements
Continuous Improvement Process
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Customer Satisfaction Results
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Lessons Learned

• Challenges
• Visa Acquisition
• Communication
• Common language barrier
• Common Protocol
• Global Process
• Project Management
• 4 different TLRs are being utilized
• Incident Management
• Change Management
• No agreements

• Successes
• Highly motivated and committed teams
• Timely information about changes
• Project management on site, on time
• Successful relocation of people
• Business Case Proactive, dynamic information
  gathering
• Project financed by the customer as a cost
  saving initiative