In an en increasingly world, the branches and business departments are asking CIOs to “abandon” the support function posture that meets a need, to become a true “business partner” offering innovative solutions, to get ahead of their needs..
It is important to note that this change in posture must take into account the budgetary constraints of the ISD, i.e.,at constant scope to reduce the budgetary share allocated to the maintenance (MCO), ITDs must “do better with as much.”
In this context, it is essential for CIOs to find and implement all possible levers possibles to ensure an ever better and constant budget service offering.
en Within recurrent operational maintenance (MCO) charges, incident management is a major part because it consumes resources and is generally poorly optimized..
What is an incident and “incident management”?
According to the definition of the Information Technology Infrastructure Library (ITIL), an incident refers to “Any event that is not part of the standard operation of a service and that causes, or may cause, an interruption or decrease in the quality of these services. and in this context,incident management is characterized by a goal that aims to “restore as quickly as possible the normal functioning of services, the negative impact on business activities and thus ensure that the highest levels of quality of service and availability are maintained”
Reading this definition,it en is clear that the process and tooling have changed little since the introduction of IT services. .
Today,following the finding of an incident by a user,(customer, a trade correspondent, other person…) The incident is declared by hand in the form of a ticket allowing it to enter the resolution process. .
Then, this ticket is sent to a technician in charge of carrying out an initial analysis of the situation in order to understand the cause to redirect this ticket to the technical resolution team (dev, network,…) who seems most competent to solve the anomaly..
This very expensive process en in “man time” is no longer optimized adapted in a world where man,is getting more and more help, by machines and applications ever more efficient and fast. It is becoming clear that a transition to AI-based robotics to optimize certain low-value-added tasks needs to take place..
How to optimize this process with artificial intelligence
The concept of artificial intelligence was born in the 1950s, and consists of implementing a number of techniques to enable machines to imitate a form of real intelligence. .
In strong development since the 2000s, there is no doubt that Artificial Intelligence is now an important lever in optimising the costs of MCO and the quality of services of the IS, including a automation of the ticket creation part and incident analysis. analyse
This trend is constantly increasing thanks to the constant evolution of AI as it moves towards a so-called “strong” AI that will be able to learn on its own based on its own experience.
The power of the intervention of a “strong” AI analyzing the unstructured fields of the base of incidents / tickets and interconnecting with the server logs or network, allows to make a correlation of the symptoms reassembled and thus define the accidental points of the applications studied or the IS analysed to optimize the redirection of tickets to the right interlocutors (i.e. those with capacity of solve the incident)without a flat reduce the number of callers and thus the time to process incidents or in the longer term to preventive maintenance in advance.
In addition, thanks to the en exponential development of deep learning (an in-depth and automatic learning method based on learning data models), the efficiency of the analysis done by the machine will be constantly increasing so that after a certain period of time, no human intervention will be necessary in the resolution of incidents.
This method automates up to 80% of a company’s tickets/incidents, which would allow men to be repositioned on higher value-added tasks.
Add to this that machines work faster, 24/7 and with a much lower rate of failures and errors than humans, the productivity gains that can be induced by the use of AI are not negligible and significantly increase the quality of IS services with an improvement in the quality of IS services of up to 40% (according to a study conducted by the US economic and financial news channel CNBC).
This deployment of AI is already engaged in the optimization of CIOs, start-up such as HypeSense have embarked on this promising market segment. .
The AI today is in the acceleration phase, each year the cost of setting up decreases, while the ability to understand, learn, compute. It therefore becomes impossible not to be interested in the subject and not to see it as a leading performance tool.
With 67%(according to a study by TNP Consultants) of CIOs who now think that AI can help them grow,the question is not whether we should turn to this new assistant but when Will we have to take the plunge?
Authors – Amaury de Gonneville (Senior Consultant) and Guillaume Savry (Consultant)