Greg and Ian are service management practitioners for Legal and Insurance services and members of the BCS Service Management Specialist Group, who both self–funded their trip to the ITSMF Estonia conference.
Following his presentation on “problem management challenges and critical success factors” at the 8th annual itSMF Estonia conference in December, Tõnu Vahtra, Head of Service Operations at Playtech (the world’s largest publicly-traded online gambling software supplier) gives us his advice on understanding problem management, steps to follow when implementing the process, and how to make it successful.
Problem management is not a standalone process
Incident management and event management
It cannot exist without the incident management process and there is a strong correlation between incident management maturity and problem management efficiency/results. Incident management needs to ensure that problems are detected and properly documented (e.g. the basic incident management requirement that all requests need to be registered). Incident management works back-to-back with the event management process, if both of these processes are KPI managed then any anomalies in alarm or incident trends can be valuable input to problem management. Incident management also has to ensure that in parallel to restoring service during an incident it has to be ensured that relevant information is collected during or right after resolution (e.g. server memory dump before restart) so that there would be more information available to identify incident root cause(s).
Critical incident management
Problem management at Playtech gains a lot from the critical incident management function, which is carried out by dedicated Critical Incident Managers who have the widest logical understanding of all products and services and years of experience with solving critical incidents. They perform incident post mortem analysis following all major incidents, and they also start with initial root cause analysis (RCA) before handing this task over to problem management. RCA is handed over to Problem Managers within 24 hours from incident end time during which the Critical Incident Manager is collecting and organizing all information available about the incident. Critical Incident Managers usually do not have any problems with allocating support/troubleshooting resources from all support levels as critical incident troubleshooting and initial preventive measures are considered the highest priority within the mandate from highest corporate management. All the above ensures high quality input for problem management on a timely manner.
Change management and knowledge management
In Error Control phase the two most important processes for problem management are change management and knowledge management. Most action items identified during RCA are implemented through change management, the stronger the process the less problem management has to be involved directly in change planning (providing abstract goals VS concrete action plan or task list for implementation) and the smaller the risks of additional incidents during change implementation. Change management also needs to have the capability and documented process flow to implement emergency changes in an organized way with minimum impact to stop reoccurring critical incidents as fast as possible.
Knowledge management is vital for incident management for ensuring that service desk specialists would be able to quickly find and action specific workarounds for known errors until their resolution is still in progress by problem management. Regular input and high attention is needed from problem management to ensure that every stakeholder for known error database (KEDB) would be able to easily locate information relevant to his/her role, all units would be aware of information relevant to them and that all the information in KEDB would be relevant and up to date. In Playtech problem management is also managing process errors identified from root cause analysis and process improvements only last when properly documented, communicated to all relevant stakeholders and additional controls are put in place to detect deflections from optimal process. Local and cross-disciplinary knowledge management for process knowledge has an important role here.
Problem management has to go beyond ITSM processes in a software development/services corporation like Playtech and also integrate to software development lifecycle (SDLC). For this purpose in Playtech a separate defect management sub-process has been established under problem management. Defect management is managing the lifecycle of all significant software defects identified from production environments and aligning defect fixing expectations between business and development departments. Defect Managers ensure a consistent prioritized overview of all significant outstanding software defects, which warrants optimal usage of development resources and minimizes overall business impact from defects. They act as a single point of contact for all defect related communication and ensure high transparency of defect fixing process and fix ETA’s. Defect Managers define the defect prioritization framework between business and development key stakeholders and govern the agreed targets.
Software problem management
Problem management is leading the software problem management process through defect management. Under the software problem management process (which is usually being ran by a quality assurance team in relevant development units) development teams are performing root cause analysis for defects highlighted for RCA by problem management or raised internally. Every defect is analyzed from two aspects: firstly why the defect was created by development and secondly if the defect was created then why was it not identified during internal QA and reported from production environment first. Root causes and action items are defined from both questions and tracked with relevant stakeholders. This process ensures that similar defects will not be created or will be identified internally in the future. Even more importantly there is a direct feedback channel from the field to the respective developer or team who created the defect so that they get full understanding of the business implications in relation to their activities.
Important steps to take problem management to the next level
The problem management unit has to become more proactive, to get more involved in service design and service transition phases to identify and eliminate problems before they reach production environments. Problem management needs resources to accommodate contributing to pre-production risk management and even more importantly this involvement has to be valued and enforced by corporate senior management as it may take additional resources and delay time-to-market in some situations.
The Problem Management Team itself can get more resources for proactive tasks by reducing their direct participation in reactive Problem management activities. This has to be done via advocating the Problem management mindset across the entire corporation (encouraging people to think in terms of cause and effect with the desire to understand issue causes and push their resolution for continuous improvement) so each major domain would have their Problem Coordinators and identify root causes/track action items independently and problem management could take more a defining and governing role. To assert the value created from problem management and enlist more people to spread the word about problem management ideas for them to go viral, it is essential to visualize the process and explain the relations between incidents, root causes and action items to all stakeholders for them to understand how their task is contributing to the bigger picture.
There is a high number of operationally independent problem management stakeholders in Playtech and implementing KPI framework that would be fit to measure and achieve problem management goals and be applicable to all major stakeholders individually and cross stakeholders seems almost impossible a task. The saying ”You get what you measure“ is very true in problem management and no stakeholder wants to be measured by problems that involves other stakeholders and are taking actions to remove such problems from their statistics instead of focusing on the problem and its solution. At the same time problem management tends to be most inefficient and difficult for problems spreading across multiple division. A Problem Manager’s role and assertiveness in facilitating a constructive and systematic process towards the resolution of such problems is crucial. And still problem management needs to find a creative approach to reflect such problems in KPI reports to present then as part of the big picture and sell them to executive management to get their sponsorship for major improvement tasks that compete with business development projects for the same resources while the latter has a much clearer ROI.
No problem exists in isolation and the problem records in KEDB can be related to specific categories/ domains and also related hierarchically to each other (there can be major principal problems that consist of smaller problems), also specific action items can contribute to the resolution of more than one problem. Problem categories cannot be restricted to fixed list as it can have multiple triggers and causes, it should be possible to relate a problem record to all interested stakeholders, for this dynamic tagging seems to be a better approach than limited number of categories (for example list of problems that are related to a big project). Instead of looking into each problem in isolation each problem should be approached and prioritized in the right context fully considering its implications and surroundings. No ITSM tool today provides the full capabilities for problem tagging or creating the mentioned relations without development, not to mention the visualization of such relations that would be a powerful tool in trend or WHAT-IF analysis and problem prioritization. Playtech is still looking for the most optimal problem categorization model and the tool that would enable the usage of such model.
Advice to organizations that are planning to start the implementation of the problem management process
For organizations starting the implementation of problem management process my advice is don’t take all the process activities from the ITIL book and start blindly implementing them, this is not the way to start the implementation of this process or any other. Problem management success depends mostly on a specific mindset and in an already established organization it may take years for the right mindset to be universally accepted. Problem management formal process should be initially mostly invisible to all the stakeholders outside of the Problem Management Team to avoid the natural psychological tendency to resist change.
It is essential to allocate dedicated resources to problem management (Playtech assigned dedicated person to problem management in 2007, and any problem management activities prior to that were ad-hoc and non-consistent). The problem management unit should start from performing root cause analysis and removing the root causes of present major incidents that have the highest financial and reputational impact on the organization. If such incidents are being closely monitored by senior management and key stakeholders, solving them can earn the essential credits for problem management to get attention and resources for solving problems elsewhere. Secondly problem management should look at the most obvious reoccurring alarm and incident trends that result in a high support/maintenance cost. By resolving such problems they gain the trust of support and operational teams whose workload is reduced and they are more willing to contribute and cooperate in future root cause analysis. Problem final review before closure is a task often neglected but to improve the process it is essential to assess if the given problem was handled efficiently and to give feedback about problem solution to all relevant parties. Proactive problem management or KPI’s are not essential to start with and Problem Managers should concentrate on activities with highest exposure and clear value.
There will definitely be setbacks in problem management and in order to make a real difference with this process and increase the process maturity over time it has to have at least three things. A strong and assertive leader who is persistent in advocating the problem management; a continuous improvement mindset throughout the organization; and the ability to find a way forward from dead-end situations with out of the box thinking. When there is no such leader then involving external problem management experts may also help as a temporary measure to get the focus back on the most important activities. However, this measure is not sufficient in the long-term as the problem management process constantly needs to evolve with its organization and adjust with significant operational changes to be fit for purpose and remain relevant.
You can download Tõnu’s presentation in full here.
As 2013 begins to draw to a close, I thought it would be nice to finish off the year with a final article that’s an overview of what has happened at the ITSM Review over the last 12 months. That’s right, this will be our last post for 2013 because the entire team is heading off to fill their faces with mince pies and sherry. But don’t worry we’ll be back in 2014 with slightly bigger waistlines and lots of exciting plans for 2014 (insight into which you can find at the end of this article).
Ironically I like neither mince pies nor sherry.
Visits and Growth
- We have had nearly 230,000 page views this year, an increase of a whopping 210% from 2012!!! A huge thank you to the circa 120,000 of you for coming to read our content.
- Visits to our site increased by an astounding 58% between the end of June and end of July alone, and then continued to grow on average by 5.5% every month.
- Our Twitter followers increased by 193%.
One thing that I think it’s worth pointing out here as well is that the bulk of our readers are not actually situated in the UK (which is what a lot of people presume given that this is where we are based). In 2013, 17% of our readers were from the UK, but an impressive 30% were actually from the USA. Perhaps we should open a US office?! A large proportion of visitors also came from India, Germany, Australia, Canada, The Netherlands, France and Sweden, as well as plenty of other countries too.
Owing to us attracting more and more visitors year-on-year from outside of the UK and America, we are increasingly being asked to produce region-specific content. We are therefore looking for practitioners, consultants or analysts based in Asia, South America, Africa, and Europe who would be interested in writing about their experiences of ITSM in other countries. If you are interested please get in touch.
What was popular?
The top 3 most-viewed articles of the year were:
- 7 Benefits of using a Known Error Database (by Simon Morris)
- Gartner Magic Quadrant for IT Service Support Management Tools (Martin Thompson)
- AXELOS: Capita and ITIL joint venture lift lid on new brand (Martin Thompson)
Of those articles only number 3 was actually written and published in 2013.
I have to say congratulations specifically to Simon Morris here as well, because his KEDB article was not only the most-read article of the year, but it achieved 37% more hits than the second most popular article of the year! (And that’s not counting the hits it originally got in the year it was published).
Of the articles written and contributed in 2013, the top 3 were:
- Future of ITIL workshop – a little insight (Stuart Rance and Stephen Mann)
- Four Problem Management SLAs you really can’t live without (Simon Higginson)
- 7 golden rules for getting the most from the Service Catalogue (Yemsrach Hallemariam)
Is there a specific topic that you would like us to write about? Are there are practical pieces that you would like to see us cover to help you in your day-to-day job? Please let us know.
In 2013, we were pleased to welcome 3 new, regular content contributors to the ITSM Review. These are people who now write for us on a regular basis (roughly once a month), so you can expect to see a lot more great content from them in 2014. They are:
We also published content for the first time from the following companies: Cancer Research UK; EasyVista; Fruition Partners; GamingWorks; LANdesk; Macro4; Oregon Department of Transportation; Service Management Art Inc; and xMatters.
A great big thank-you to all of our regular and ad hoc contributors for helping supply with us with such fantastic content.
If you’re reading this and think you might be interested in contributing content (we welcome content from all, including) please get in touch.
Given that we had over 230,000 pages view this year, I thought that many of you might be interested to see what it was that people were searching for on our site. The top 20 searches of the year were as follows:
- Known Error Database
- Issue Log
- Proactive Problem Management
- ITSM Software
- Gartner ITSM
- What is Service Management
- Cherwell Software Review
- Gartner ITSM Magic Quadrant
- ServiceNow Review
- ITSM Software Review
- ITSM News
- Major Incident Management Process
- Free ITIL Training
- RemedyForce Review
- BMC Footprints
- KEDB in ITIL
- Process Owner
Are there any search terms that you are surprised to see on there? Or anything that you would have expected to see that isn’t?
Our aim was not only to spread the word about The ITSM Review, but to spend time with delegates to find out what things they are struggling with and how we might be able to help them.
Next year you can expect to see us the PINK conference in Las Vegas, and we hope to announce some other new, exciting partnerships for 2015 in the New Year!
In May we launched the ITSM Review App (Search ‘ITSM’ in the Apple App Store).
Then there is the ITSM Tools Universe, which we launched at the end of November. The Tools Universe hopes to shed light on the emerging ITSM players (as well as the major competitors) and, over time, the changes in the position of the companies involved and moves in market share. Most importantly it is free to participate and unlike any Magic Quadrant or Wave, the ITSM Tools Universe is open to ALL ITSM vendors. 9 vendors are already confirmed.
If you are a Vendor and are interested in learning more the ITSM Tools Universe please contact us.
Additions to the team
As of 1st January 2013 the ITSM Review was still simply just the man you all know and love Martin Thompson (he tried desperately to get me to remove what I just said there… modest and all that jazz).
However, ITSM Review finished 2013 with an additional 3 employees:
- In January 2013 Glenn Thompson (you’d be right to suspect that they might be related) joined full-time as the company’s Commercial Director. For some reason there was no official announcement (we’ll blame Martin) so for some of you this might be the first you’ve heard of it! Without Glenn we’d struggle to continue to offer all of our content to readers free of charge, so despite the fact that he’s a Chelsea fan, you’ve got to like him.
- In July, for some reason Martin decided it would be a good move to hire some strange blonde lady who liked penguins (that would be me) as the Marketing and Community Manager.
- Finally, in October Rebecca Beach joined as a Research Analyst. Famous for being a “gobby midget”, Rebecca will be writing most of our ITSM research and reviews in 2014. Rebecca also spends time (in conjunction with me) making fun of Martin and Glenn on a regular basis (it’s not our fault they make it so easy).
So then there was 4.
If you’re interested in any upcoming job opportunities at the ITSM Review (or ITAM Review), then please let us know. We certainly plan on increasing that number 4 in 2014.
What’s planned for 2014?
Next year we are hoping to broaden our coverage of the ITSM space even further by securing new content contributors; participating in more industry events; launching new products (such as video product reviews, webinars, and case studies); and more.
We’re also looking very seriously at the possibility of running regular ‘social meet ups’ like we recently did with the Christmas get-together.
In addition to the publication of our ITSM Tools Universe in the Spring we will also be continuing our Group Tests, and a full list of topics for the Group Test series will be published early January.
In addition to the above we also have some planned changes in the works for our website. Nothing too major (it will still look like the ITSM Review that you know and love), just some cosmetic updates to make it easier on the eye and increase your ability to easily find what you are looking for.
Watch this space and we’ll keep you updated of our plans throughout 2014!
Oh and if you’re interested in the 2013 review and plans for 2014 from the ITAM Review, you can read them here.
Is there anything you would like to see us doing in 2014 that we’re not doing currently? Are there any changes that you would like to suggest to the website? Would you be interested in a tooling event or social get-togethers? Are you a Vendor who is interested in our Group Tests? We welcome your feedback, so please get in touch.
2013 is drawing to a close. Our success and growth throughout the year has made everybody here happy bunnies; but most importantly we hope that our content / site / presence this year has made YOU a bunch of happy bunnies. The whole purpose of the ITSM Review is to help ITSM practitioners, and everything we do has that end goal in mind. Even if we only gain an additional 5 readers in 2014, so long as our content aids those 5 people and makes their work lives easier then these bunnies will continue to have smiles on their faces.
So with that image of turning the entire ITSM industry into smiley rabbits, I bid you all a Merry Christmas and a Happy New Year! Thanks for reading throughout 2013; without you… the ITSM Review doesn’t exist.
On Wednesday 11th December, in a very cold and snowy Tallinn, President of itSMF Estonia, Kaimar Karu kicked off the annual itSMF Estonia conference by introducing all of the speakers and encouraging delegates to ask questions of them throughout the day.
Kaimar had managed once again to raise attendance of the conference (by 10%), with representation from 10 different countries, and with a very good female representation in the audience too.
— Oded Moshe (@OdedMoshe) December 11, 2013
Delivering Service Operations at Mega-Scale – Alan Levin, Microsoft
First speaker was Alan Levin of Microsoft whose presentation talked through how Microsoft deal with their vast number of servers and how, built into all of Microsoft products, is the ability to self-heal.
On the subject of Event Management Alan spoke about ensuring that alarms are routed to the correct people and how, in your business, any opportunity you have to reduce alerts should be taken.
Enabling Value by Process – Viktor Petermann, Swedbank
Viktor opened his presentation by saying that 4 out of 5 improvement processes fail because people are not robots. You cannot just expect them to know what you want and how you want things to work.
He continued by saying that having the right culture, processes and learning from relevant experiences will enable you to do the right things the right way.
Viktor warned that like quitting smoking, change will not happen unless you really want it to. Before embarking on any change make sure that you are willing to give it 100%.
Benchmarking and BI, Sat Navs for Service Desks – Oded Moshe, SysAid Technologies Ltd.
After having to rest his voice for 24hrs due to contracting the dreaded man-flu Oded still managed to show how to use Benchmarking to improve your Service Desk.
His presentation contained useful guidance on what areas to look at and how to benchmark yourself against them.
He also explained how you can use SysAid and it’s community to gather global service desk metrics to measure yourself against.
Presentation words of wisdom from Oded: Don’t become fixated with metrics and benchmarking as they are not the only way to measure.
— Rebecca Beach (@gobbymidget) December 11, 2013
Service-Based Public Sector – Janek Rozov, Ministry of Economic Affairs and Communications
In contrast to the other presentations “Service-Based Public Sector” was presented in Estonian. Although I do not speak Estonian I could tell how passionate Janek was about the subject and it was one of the most talked about presentations that evening in the bar.
The presentation covered how the Ministry of Economic Affairs and Communication are using ICT to fulfill their vision of supporting Estonians as much as possible, while they are using their rights but bothering them as little as possible in the process. Perhaps we could pay for Janek to spend some time with the UK Government in the hopes that some of this common sense might rub off?
#itSMFEstonia in Estonia registering birth of a child, voting on elections, filing taxes, starting a company etc.can be done online. wow.
— Roman Jouravlev (@jour_civil) December 11, 2013
If you would like to know more about Estonian ICT success in the public sector you can read Janek’s pre-conference article “Standardizing the delivery of public services”.
Service Desk 2.0 – Aale Roos, Pohjoisviitta Oy
Aale spoke profusely about how service desk’s and the mentality of “break fix” is old fashioned and flawed. He described how the service desk needs be brought kicking and screaming into the 21st century, concentrating on proactive measures and outcomes.
— Patrick Bolger (@patb0512) December 11, 2013
He continued to say that ITIL has been outdated for over a decade and that unlearning ITIL and moving to a “Standard + Case” approach is the way of the future.
There was lots of opportunity for networking across the event, and at lunch I got the opportunity to speak to a few of the delegates and presenters to find out what they thought of the conference.
Quote from Oded Moshe:
I think the first session by Alan Levin from Microsoft was a great chance for us all to see the insides of one of the largest operational support organizations in the world! They are in charge of providing more than 200 cloud business services to more than 1 billion people with the help of more than 1 million servers. So Problem Management, Incidents, Monitoring – everything is on a HUGE scale – it is easy to understand why you must have your service processes properly tuned otherwise you are in a master-mess…
Adapt or die was the message in Patrick’s session with references to high street names that didn’t and paid the price.
Comparing how we in IT think we are viewed and how the business actually views us was sobering but mentions of SM Congress and Arch SM show that the industry is ready to change and we are not doing this alone.
— Vladimirs OptimusPrime (@vivanovs) December 11, 2013
Problem & Knowledge, The Missing Link – Barclay Rae, Barclay Rae Consulting
Presenting on the missing links in ITSM, Barclay hammered home why Problem and Knowledge Management are so fundamentally important.
Using his ITSM Goodness model Barclay showed how to move away from the process silo’s we so often find ourselves in and which processes to group together for maximum effectiveness i.e. Incident, Problem, Change.
— Patrick Bolger (@patb0512) December 11, 2013
Barclay also held well-attended workshops pre-conference in conjunction with itSMF Estonia.
DevOps, Shattering the Barriers – Kaimar Karu, Mindbridge
Kaimar’s message is unorthodox: Don’t play it safe, try to break things, don’t mask fragility and plan for failure, for this is the road to increased quality and innovation.
He advised that we need to not forget that developers are human and not unapproachable cowboys riding round on horses shooting code. Get to know them over a drink so that everyone can relax and say what’s on their mind without the fear of repercussion.
But most of all remember that “Sh*t happens”. Stop the blame, it doesn’t help…EVER.
Problem Management Challenges and Critical Success Factors – TÕnu Vahtra, Playtech
The penultimate session of the day was from TÕnu on how Playtech are working through Problem Management and the issues they have encountered.
— Vladimirs OptimusPrime (@vivanovs) December 11, 2013
The major difficulties TÕnu has found is the lack of practical information on how to actually do Problem Management, and Playtech have found themselves having to teach themselves learning from their own mistakes as they go.
It was a very useful case study with helpful pointers to information and literature such as Apollo Route Cause Analysis by Dean L Gano for others struggling with Problem Management.
The Future for ITIL – Peter Hepworth, AXELOS followed by Forum
Following on from the publication of AXELOS’ roadmap, and the announcement that they would be partnering with itSMF International, Peter talked through the progress AXELOS has made and its hopes for the future.
The forum was well attended and many useful suggestions were made for ways that ITIL and PRINCE2 could be improved.
You can learn more about AXELOS’ plans by reading our interview with Peter.
#itSMFEstonia is over. After-party by Peter Hepworth followed his official presentation and left rather good feeling. They seem to try hard.
— Real ITSM (@realitsm_portal) December 11, 2013
Considering the cost of a ticket to the conference I wasn’t expecting the content and presentations to be at the very high level it was. I haven’t yet attended any of the other non-UK itSMF conferences but the bar has now been set incredibly high.
My main observation from the conference and the discussions that took place after is that the majority of delegates knew how very important Problem Management is, but are still struggling with implementation and making it work. In the AXELOS workshop the main feedback seemed to be the need for ITIL to cut down on the number of processes available as standard and concentrate on the core areas that the majority of organizations have, or are trying to put in place.
Well done to Kaimar and team for the fantastic job and thank you for the wonderful hospitality. In addition to the conference I particular enjoyed the entertainment on the Tuesday evening, when some of the organisers, speakers, delegates and penguins ventured out in the snow for some sightseeing and a truly delicious meal at a little restaurant called Leib in the Old Town.
I highly recommend to anyone to attend the itSMF Estonia 2014 conference next December. With flights from most places in Europe less than £150, a hotel/venue that is less than £100 per night, and an amazing ticket price of less than £40, it is extremely great value for money. With outstanding content (90% in English), brilliant networking opportunities and excellent hospitality, it’s too good of an event to miss. I certainly look forward to being there again.
As a final note, thank -you to itSMF Estonia for having us involved as the Official Media Partner. We are hoping to work with other international itSMF chapters in 2014, as well as on other worldwide ITSM events. Watch this space 🙂
The Ministry of Economic Affairs and Communications in Estonia has taken the lead in standardizing the delivery of public services. Can you please explain why this initiative has been undertaken and what is the value for the Public Sector and for citizens?
One reason is that satisfaction about public e-services that are provided by different authority’s varies from 37% – 91% (e-service) and awareness about public e-services is very low (approximately 30%). We have very a complicated overview about how many services are provided by authorities and right now we don’t have a (much-needed) structure to describe the meaning of public service in the same language for all service providers. The primary benefits of standardizing the delivery of public services would be for:
- Citizens – increasing awareness and satisfaction.
- Public Sector – understand that kind of services is necessary to change
What kind of guidance for the Public Sector have you already created and published?
To date, we have created:
- Green Paper – Organisation of Public Services – it was approved on 16th May this year in the Government Cabinet meeting. It was a one and a half year-long process before approving. We ran lot of workshops and discussions with public authority representatives as well as with organisations representing different clients groups.
- Public sector business processes – Process Analysis Handbook – We published this in summer; it is a handbook based on public sector practice in the field of process analysis. 5 departments and 1 local government agency were involved in its creation.
- Creating preconditions to improve quality of public services by ICT means – Approved in October 2013, this program consists of three primary parts: awareness in field of new e-solutions and principals in public sector (trainings and information days); analyses and conceptions (e.g. information governance vision (documents management vs information governance)); and Pilot projects.
There can be many challenges when coordinating Service Management activities between various Public Sector organisations. Any advice on how to overcome these?
The main principal that our departments try to follow is “think big do small”, anything we want to implement is first test in ‘pilot project’ mode. Pilot projects help us to achieve collaboration and trust between our team and the people from different authorities. It also helps us work out what works and what doesn’t.
How does Public Sector Service Management differ from the Private Sector?
In my opinion there are no differences in its management. You need to understand the clients need and provide them with services to fit these needs regardless of whether it’s in the Private Sector or the Public Sector.
Can public sector organisations from other countries learn from your achievements?
Yes we continously share information about our experience in public service development at different conferences and via our ministry web page.
How do you see the future of the initiative – what does the roadmap for the next few years look like and what are the main outcomes you are hoping to deliver?
- Publish “public sector e-service design handbook”, which will be based on “Road authority pilot project in summer – autumn 2013”
- Cannel strategy for providing public services
- Public services portfolio management model
- Pilot project in field of public e-services design (teaching, analysis (AS-IS –ToBi), e-service design)
Janek will present at itSMF Estonia on 11th December at 14.25. His presentation will be in Estonian with slides/translation in English. An overview of his session is as follows:
Estonia is a country where most of the interactions citizens need to have with the government can be done online – submitting applications and notices, registering the birth of a child, voting on local government council and parliamentary elections, filing taxes, starting a company, etc. The public sector is focused on making these experiences as smooth as possible and the results have been well received by both the citizens and the entrepreneurs, and noticed by the countries.
The Department of Information Society Services Development within the Ministry of Economic Affairs and Communications is leading the standardisation of the delivery of public services and ensuring the development of customer centric physical and virtual environments based on available IT solutions. They have recently published the Green Book on Management of Public Services, which covers the main challenges of delivering public services and provides a set of proven solutions. The models described in the Green Book have already been successfully applied to several projects. This presentation describes the these models and shows how the public sector and potentially the private sector can use this BoK when designing and improving their services.