Company XYZ Company XYZ Peer Group Desktop Support Benchmark
Company XYZ
Company XYZPeer Group Desktop Support Benchmark
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
1
Report Contents
Project Overview and Objectives Page 2
Industry Background Page 37
Performance Benchmarking Summary Page 51
Best Practices Process Assessment Page 78
Interview Themes and Quotes Page 92
Conclusions and Recommendations Page 102
Detailed Benchmarking Comparisons Page 134
Price Metrics Page 135
Productivity Metrics Page 142
Service Level Metrics Page 155
Quality Metrics Page 164
Technician Metrics Page 171
Ticket Handling Metrics Page 184
Workload Metrics Page 191
About MetricNet Page 200
© MetricNet, LLC, www.metricnet.com
Project Overview and Objectives
2
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Project Objectives
Review and assess the performance of Company XYZ’s desktop
support function
Benchmark the performance of Company XYZ against a peer group
of comparable desktop support organizations
Recommend strategies to optimize performance
Achieve world-class levels of performance
Maximize customer satisfaction
3© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
4© MetricNet, LLC, www.metricnet.com
Project Approach
Module 1: Company XYZ Baselining / Data Collection
Module 2: Benchmarking and Gap Analysis
Module 3: Balanced Scorecard
Module 4: Best Practices Process Assessment
Module 5: Strategies for Optimized Performance
Module 6: Report Development and Presentation of Results
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
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Module 1: Company XYZ Baselining/Data Collection
Core Topics
Project Kickoff
Data Collection
Interviews
© MetricNet, LLC, www.metricnet.com
Sample Report Only. Data is not accurate.Company XYZ Peer Group Desktop Support Benchmark
Project Kickoff Meeting
Company XYZ
6© MetricNet, LLC, www.metricnet.com
Key Objectives: Project Kickoff Meeting
• Introduce the MetricNet and Company
XYZ project teams
• Discuss the project schedule
• Distribute the data collection document
• Answer questions about the project
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
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Data Collection
© MetricNet, LLC, www.metricnet.com
Sample Report Only. Data is not accurate.Company XYZ Peer Group Desktop Support Benchmark
Interviews
8© MetricNet, LLC, www.metricnet.com
Interviews
• Technicians, team leads, supervisors
• QA/QC, Workforce schedulers, trainers
Company XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Module 2: Benchmarking and Gap Analysis
Core Topics
Peer Group Selection
Benchmarking
Comparison
Gap Analysis
© MetricNet, LLC, www.metricnet.com 9
Sample Report Only. Data is not accurate.Company XYZ Peer Group Desktop Support Benchmark
Benchmarking Peer Group Selection
Read MetricNet’s whitepaper on Benchmarking Peer Group Selection. Go to www.metricnet.com to get your copy!
Scope
Complexity
Scale
Geography
IDEAL PEER
GROUP
10© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Dynamic Peer Group Selection
Scope
Complexity
Scale
Geography
Scope refers to the services offered by Desktop Support. The broader the scope of
services, the broader the skill set required by the technicians. As scope increases,
so too does the cost of providing support. Desktop Support groups selected for
benchmarking comparison must be comparable in the scope of services offered.
Scale refers to the number of tickets handled by Desktop Support. Virtually
everything in Desktop Support is subject to scale economies. This is particularly
true when it comes to the volume of tickets handled. The approximate scale effect
for volume is 5%. What this means is that every time the number of transactions
doubles, you should expect to see the cost per ticket decline by 5%. For this
reason, it is important to select benchmarking peer groups that are similar in scale.
The complexity of transactions handled will influence the handle time, and hence the
cost per ticket. For example, a system reboot is a simple transaction that takes very
little time, and costs very little to resolve. By contrast, a complete system reimaging
takes much longer and costs much more to resolve. MetricNet uses a proprietary
algorithm to determine a weighted complexity index based upon the mix of tickets
handled by Desktop Support. The companies chosen for a benchmarking peer
group will have similar complexity factors.
The main factor that is affected by geography is cost; specifically labor cost. Since
labor accounts for 65% of desktop support operating expense, it is important to
benchmark desktop support groups that have a common geography. Even within a
particular geography, wage rates can differ significantly, so MetricNet makes
adjustments to ensure that each Desktop Support organization in a benchmarking
peer group is normalized to the same wage rate.
© MetricNet, LLC, www.metricnet.com 11
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Key Questions
How is your Desktop Support
group performing?
How does your Desktop Support
group compare to other
comparable support groups?
What are the strengths and
weaknesses of your desktop
support group?
What are the areas of
improvement for your
Desktop Support?
How can you enhance Desktop
Support performance and
achieve world-class status?
Desktop
Support Benchmark
Gap Analysis
Improvement
Recommendations
Realized
Performance Gains
Company XYZ
Peer Group
Desktop
Support Data
MetricNet’s
Benchmarking
Database
Desktop Support Benchmark: Key Questions Answered
© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
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Company XYZ Peer
Group Desktop
Support Performance
Performance of
Benchmarking Peer
Group
Determine How Best in Class
Achieve Superiority
Adopt Selected Practices of
Best in Class
Build a Sustainable Competitive Advantage
The ultimate
objective of
benchmarking
COMPARE
The Benchmarking Methodology
© MetricNet, LLC, www.metricnet.com
Read MetricNet’s whitepaper on Desktop Support Benchmarking. Go to www.metricnet.com to download your copy!
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Summary of Included Desktop Support Metrics
Price per Ticket
Price per Incident
Price per Service Request
Price Productivity Service Level
Quality
Technician
Mean Time to Resolve
Incidents (hrs)
% of Incidents Resolved in
24 Hours
Mean Time to Fulfill Service
Requests (Days)
% of Service Requests
Fulfilled in 72 Hours
Tickets per Technician per
Month
Incidents per Technician
per Month
Service Requests per
Technician per Month
Technicians as a Percent
of Total FTE's
Technician Utilization
Customer Satisfaction
Incident First Visit Resolution
Rate
% Resolved Level 1 Capable
Annual Technician Turnover
Daily Technician Absenteeism
New Technician Training
Hours
Annual Technician Training
Hours
Technician Tenure (months)
Technician Job Satisfaction
Average Incident Work
Time (minutes)
Average Service Request
Work Time (minutes)
Estimated Travel Time per
Ticket (minutes)
© MetricNet, LLC, www.metricnet.com 14
Ticket Handling Workload
Tickets per Seat per Month
Incidents per Seat per Month
Service Requests per Seat
per Month
Incidents as a % of Total
Ticket Volume
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
15© MetricNet, LLC, www.metricnet.com
Benchmarking KPI Performance Summary
Average Min Median Max
Price per Ticket $79.98 $124.74 $50.49 $99.69 $325.06
Price per Incident $62.13 $109.24 $39.38 $96.35 $301.55
Price per Service Request $82.84 $161.32 $51.71 $134.55 $446.50
Tickets per Technician per Month 138.4 99.1 32.3 93.5 183.9
Incidents per Technician per Month 19.2 69.8 19.2 56.9 144.8
Service Requests per Technician per Month 119.3 29.2 7.1 17.8 119.3
Technicians as a Percent of Total FTE's 87.5% 88.9% 79.6% 88.1% 97.1%
Technician Utilization 82.9% 58.3% 47.1% 55.5% 82.9%
Mean Time to Resolve Incidents (hrs) 77.29 11.79 3.00 6.30 77.29
% of Incidents Resolved in 24 Hours 30.1% 69.9% 30.1% 75.3% 86.7%
Mean Time to Fulfill Service Requests (Days) 6.40 3.04 1.20 3.10 6.40
% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% 33.5% 51.8% 80.7%
Customer Satisfaction 92.0% 84.9% 66.5% 86.6% 98.5%
Incident First Visit Resolution Rate N/A 84.5% 67.0% 85.3% 95.1%
% Resolved Level 1 Capable N/A 18.8% 6.9% 19.1% 29.0%
Annual Technician Turnover 62.3% 30.6% 9.6% 28.5% 62.3%
Daily Technician Absenteeism 11.0% 4.6% 0.6% 3.9% 11.0%
New Technician Training Hours 80 59 0 61 146
Annual Technician Training Hours N/A 10 0 3 56
Technician Tenure (months) 14.6 43.9 14.6 37.4 88.0
Technician Job Satisfaction 78.6% 78.3% 69.9% 78.1% 85.4%
Average Incident Work Time (minutes) 35.0 21.1 11.1 19.2 40.6
Average Service Request Work Time (minutes) 50.0 48.7 21.0 45.0 108.0
Estimated Travel Time per Ticket (minutes) 10.0 34.5 10.0 30.0 99.0
Tickets per Seat per Month 0.33 0.52 0.19 0.46 1.01
Incidents per Seat per Month 0.05 0.39 0.05 0.27 0.85
Service Requests per Seat per Month 0.28 0.12 0.04 0.11 0.28
Incidents as a % of Total Ticket Volume 13.8% 70.7% 13.8% 75.4% 93.4%
Ticket Handling
Peer Group StatisticsKey Performance Indicator (KPI)Metric Type
Price
Company
XYZ
Workload
Technician
Productivity
Quality
Service Level
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Price vs. Quality for Company XYZ Peer Group Desktop
Support
© MetricNet, LLC, www.metricnet.com
Lower PriceCost (Efficiency)
Qualit
y (
Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
Higher Price
Lower
Quality
Higher
Quality
Company XYZ
Desktop
Support
Global
Database
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
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Module 3: Balanced Scorecard
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Core Topics
Metrics Selection
Metric Weightings
Scorecard Construction
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Desktop Support Scorecard: An Overview
Desktop Support scorecard employs a methodology that provides
you with a single, all-inclusive measure of your Desktop Support
performance
It combines price, service level, productivity, and quality metrics into
an overall performance indicator of your Desktop Support
Your Desktop Support score will range between 0 and 100%, and
can be compared directly to the scores of other Desktop Support
Groups in the benchmark
By computing your overall score on a monthly or quarterly basis, you
can track and trend your performance over time
Charting and tracking your Desktop Support score is an ideal way to
ensure continuous improvement in Desktop Support!
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Step 2
Each metric has been
weighted according to its
relative importance
Company XYZ Peer Group Desktop Support Scorecard*
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for
each metric is then
calculated: (worst
case – actual
performance) /
(worst case – best
case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
19
Step 3
For each performance
metric, the highest and
lowest performance levels
in the benchmark are
recorded
*Peer group averages were
used for Incident First Visit
Resolution Rate since
Company XYZ does not
track this metric
Worst Case Best Case
Price per Incident 15.0% $301.55 $39.38 $62.13 91.3% 13.7%
Price per Service Request 15.0% $446.50 $51.71 $82.84 92.1% 13.8%
Customer Satisfaction 25.0% 66.5% 98.5% 92.0% 79.7% 19.9%
Incident First Visit Resolution Rate 10.0% 67.0% 95.1% 84.5% 62.4% 6.2%
Technician Utilization 15.0% 47.1% 82.9% 82.9% 100.0% 15.0%
% of Incidents Resolved in 24 hours 5.0% 30.1% 86.7% 30.1% 0.0% 0.0%
% of Service Requests Fulfilled in 72 hours 5.0% 33.5% 80.7% 42.0% 18.0% 0.9%
Technician Job Satisfaction 10.0% 69.9% 85.4% 78.6% 56.3% 5.6%
Total 100.0% N/A N/A N/A N/A 75.2%
Performance Metric
Metric
Weighting
Performance Range Your
Performance Metric Score
Balanced
Score
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Balanced Scorecard Summary
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Bala
nced
Sco
res
Desktop Support
High 90.5%
Average ----- 58.6%
Median 58.0%
Low 11.5%
Company XYZ 75.2%
Desktop Support Scores
Key Statistics
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
21© MetricNet, LLC, www.metricnet.com
Scorecard Performance Rankings
Overall
Ranking
Desktop
Support
Number
Price per
Incident
Price per
Service
Request
Customer
Satisfaction
Incident First
Visit
Resolution
Rate
Technician
Utilization
% of Incidents
Resolved in
24 hours
% of Service
Requests
Fulfilled in 72
hours
Technician
Job
Satisfaction
Total
Balanced
Score
1 18 $61.57 $51.71 98.5% 92.7% 73.6% 83.5% 50.9% 85.4% 90.5%
2 8 $39.38 $110.15 96.5% 94.8% 68.1% 74.8% 56.7% 75.2% 79.7%
3 17 $85.66 $106.80 96.3% 95.1% 65.1% 82.4% 48.8% 78.1% 77.6%
4 Company XYZ $62.13 $82.84 92.0% N/A 82.9% 30.1% 42.0% 78.6% 75.2%
5 15 $99.37 $102.16 93.0% 89.1% 57.1% 80.0% 64.2% 84.4% 74.4%
6 7 $128.02 $169.89 96.9% 94.7% 50.5% 75.1% 49.6% 83.5% 69.9%
7 4 $96.35 $134.55 90.2% 93.5% 55.5% 80.0% 59.7% 76.1% 66.2%
8 16 $133.95 $179.05 91.6% 81.0% 60.5% 75.3% 80.7% 78.7% 64.6%
9 10 $111.08 $126.17 86.6% 86.3% 55.4% 83.1% 48.5% 75.2% 58.8%
10 1 $99.48 $236.48 83.7% 86.1% 48.9% 67.8% 77.0% 84.7% 58.0%
11 9 $87.04 $162.61 86.0% 82.8% 58.2% 61.9% 51.8% 76.3% 57.4%
12 2 $41.29 $79.98 75.0% 80.6% 63.6% 78.9% 59.0% 70.5% 54.6%
13 5 $138.93 $206.74 92.4% 86.3% 47.1% 63.3% 42.8% 77.4% 54.3%
14 6 $114.93 $161.24 79.5% 84.5% 47.3% 86.7% 42.0% 83.7% 52.8%
15 3 $52.04 $132.24 69.4% 73.9% 72.1% 42.3% 75.8% 77.9% 52.1%
16 13 $84.97 $120.15 66.5% 76.2% 48.6% 80.4% 46.2% 78.1% 39.8%
17 12 $301.55 $315.61 80.6% 81.5% 49.9% 85.0% 68.8% 80.6% 37.8%
18 11 $77.02 $140.15 70.4% 75.6% 52.7% 53.9% 33.5% 73.7% 37.5%
19 14 $260.84 $446.50 68.8% 67.0% 50.5% 43.2% 78.7% 69.9% 11.5%
Average $109.24 $161.32 84.9% 84.5% 58.3% 69.9% 56.7% 78.3% 58.6%
Max $301.55 $446.50 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%
Min $39.38 $51.71 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%
Median $96.35 $134.55 86.6% 85.3% 55.5% 75.3% 51.8% 78.1% 58.0%
Scorecard Metrics
Key Statistics
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Module 4: Best Practices Process Assessment
Core Components
Company XYZ Self Assessment
MetricNet Maturity Ranking
Process Assessment Rollup
© MetricNet, LLC, www.metricnet.com 22
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Six-Part Model for Desktop Support Best Practices
Proactively Managing
Stakeholder Expectations
Stakeholder Communication
A Holistic Approach to
Performance
Measurement
Performance Measurement
Leveraging People and
ProcessesTechnology
Expeditious Delivery of
Customer ServiceProcess
Proactive, Life-cycle
Management of
Personnel
Human
Resources
Defining Your Charter
and MissionStrategy
DefinitionModel
Component
Customer
Enthusiasm
Strategy
Human Resources
ProcessTechnology
PerformanceMeasurement
Stakeholder Communication
23© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Ranking Explanation
1 No Knowledge of the Best Practice.
2 Aware of the Best Practice, but not applying it.
3 Aware of the Best Practice, and applying at a rudimentary level.
4 Best Practice is being effectively applied.
5 Best Practice is being applied in a world-class fashion.
Best Practices Evaluation Criteria
24© MetricNet, LLC, www.metricnet.com
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25© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support Self
AssessmentBest
Practice
Company
XYZ's Score
Peer Group
Average
Total Score 15.5 18.9
Average Score 2.21 2.70
3.16
2.66
2.052.0
Summary Statistics
7
3.0
3.0
Desktop Support has OLA's (Operating Level Agreements) with other support groups in the organization (e.g.,
Level 1 support, field support, etc.). The OLA's clearly define the roles and responsibilities of each support
group, and the different support groups abide by the terms of the OLA's.
Desktop Support has SLA's that define the level of service to be delivered to users. The SLA's are documented,
published, and communicated to key stakeholders in the organization.
3.03
2.942.5
2
Desktop Support actively seeks to improve Level 1 Resolution Rates, Incident First Contact Resolution Rate, and
key Service Levels by implementing processes, technologies, and training that facilitate these objectives.
2.0
5
4
6
3
1
2.751.0
Strategy Best Practices Defined
Desktop Support has an action plan for continuous improvement. The plan is documented and distributed to key
stakeholders in the organization, and specific individuals are held accountable for implementing the action plan.
Desktop Support is well integrated into the information technology function. Desktop Support acts as the "voice
of the user" in IT, and is involved in major IT decisions and deliberations that affect end users. Desktop Support
is alerted ahead of time so that they can prepare for major rollouts, or other changes in the IT environment.
Desktop Support has a published Service Catalog, including a Supported Products List, that is distributed and
communicated to key stakeholders including end users. The Service Catalog is available on-line.
Desktop Support has a well-defined mission, vision, and strategy. The vision and strategy are well-documented,
and communicated to key stakeholders in the organization.
2.322.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
26© MetricNet, LLC, www.metricnet.com
Best Practices Process Assessment Summary
2.21
3.77
1.94
2.50 2.54
1.64
2.70
2.432.55 2.53 2.61
2.25
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
Av
era
ge
Sc
ore
Company XYZ
Peer Group
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
27© MetricNet, LLC, www.metricnet.com
Best Practices Process Assessment Summary
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00
Bala
nced
Sco
re
Process Assessment Score
Average = 58.6%
Avera
ge =
180.2
Company XYZ
Global
Database
Wo
rld
-Cla
ss =
288.0
Process Assessment Score 160.8
Balanced Score 75.2%
Company XYZ Performance
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Module 5: Strategies for Optimized Performance
Core Components
Conclusions and
Recommendations
Roadmap for World-
Class Performance
© MetricNet, LLC, www.metricnet.com 28
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Conclusions and Recommendations
Conclusions and Recommendations fall into six
categories
1. Strategy
2. Human Resource Management
3. Call Handling Processes and Procedures
4. Technology
5. Performance Measurement and Management
6. Stakeholder Communication
© MetricNet, LLC, www.metricnet.com 29
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
KPI Correlations Drive Conclusions
Price per Ticket Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
SL’s
MTTR
Work/
Travel TimeTechs/
Total FTE’s
Absenteeism/
Turnover
% Resolved
Level 1
Capable
Scheduling
Efficiency
Service
Levels: MTTR
© MetricNet, LLC, www.metricnet.com 30
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
31
Price vs. Quality for Global Desktop Support
Lower PricePrice (Efficiency)
Qu
ality
(E
ffecti
ven
ess
)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
World-Class
Desktop
Support
Peer Group
Higher Price
Lower
Quality
Higher
Quality
© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Performance Targets will be Established
Achieving the performance targets recommended above will result in a desktop support
balanced score of 81.7%, and elevate Company XYZ to second place in the benchmark
© MetricNet, LLC, www.metricnet.com
Performance Metric Current Performance Target Performance
Incident First Visit Resolution Rate N/A 85.0%
% Resolved Level 1 Capable N/A 15.0%
Technician Job Satisfaction 78.6% 80.0%
Mean Time to Resolve Incidents (hrs) 77.3 12.0%
% of Incidents Resolved in 24 hours 30.1% 70.0%
Mean Time to Fulfill Service Requests (Days) 6.4 3.0%
% of Service Requests Fulfilled in 72 hours 42.0% 60.0%
Annual Technician Training Hours N/A 20
Balanced Score 75.2% 81.7%
32
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Module 6: Report Development and Presentation of Results
Core Topics
Conclusions and
Recommendations
Report Development
Presentation of
Benchmarking Results
© MetricNet, LLC, www.metricnet.com 33
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Write Benchmarking Report
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Sample Report Only. Data is not accurate.Company XYZ Peer Group Desktop Support Benchmark
Presentation of Results
Company XYZ
35© MetricNet, LLC, www.metricnet.com
The results of the benchmark will be presented in a live webcast
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Summary of Deliverables
Deliverables include…
Project Participation Kit:
Project Schedule
Data collection questionnaires
Project Kickoff Meeting
Telephone Interviews
Comprehensive Assessment and Benchmarking Report
Project Overview and Objectives
Industry Background
Benchmarking Performance Summary
Balanced Scorecard
Best Practices Process Assessment
Conclusions and Recommendations
Onsite Presentation of Results
© MetricNet, LLC, www.metricnet.com 36
Industry Background
37
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
25 Years of Desktop Support Benchmarking Data
More than 1,100 Desktop Support Benchmarks
Global Database
30 Key Performance Indicators
Nearly 60 Industry Best Practices
© MetricNet, LLC, www.metricnet.com 38
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Then and Now: The Evolution of Desktop Support
Desktop Support
KPI’s
North American Averages
1988 Last Year
Monthly Desktop Tickets
per Seat0.53 0.78
Price per Ticket $29 $62
Average Incident
Work Time (min:sec)17:40 32:15
Incidents Resolved on
First Contact74% 68%
% Resolved
Level 1 Capable54% 22%
Starting Technician
Salaries (current dollars)$37,050 $43,627
Desktop Cost per
Seat per Year$184 $580
© MetricNet, LLC, www.metricnet.com 39
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
So What’s Going on Here?
Industry MegaTrends: The Drivers
Increasing awareness and understanding of Support TCO (Total Cost of Ownership)
End-User Support evolving from a support to a strategic role in the enterprise
The growing importance of Desktop Support in shaping end-user opinions on IT
© MetricNet, LLC, www.metricnet.com 40
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And What are the Implications?
Industry MegaTrends: The Result
Increased Emphasis on First Contact Resolution (FCR),
and Mean Time to Resolve (MTTR)
Strategic Application of Key Performance Indicators (KPI’s)
Investments in Technician Development
New Models for Measuring Desktop Support Value
Renewed Emphasis on Internal Marketing
Increased Starting Salaries for Technicians
© MetricNet, LLC, www.metricnet.com 41
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Tickets, Incidents, and Service Requests
Incident Volume + Service Request Volume = Ticket Volume
Tickets
Incidents Service Requests
Unplanned work that requires a physical touch to a device
Hardware break/fix
Device failure
Connectivity failure
Planned work that requires a physical touch to one or more devices
Move/Add/Change
Hardware or software upgrade
Device refresh
Device set-up
© MetricNet, LLC, www.metricnet.com 42
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Characteristics of World-Class Desktop Support
Desktop Support consistently exceeds customer expectations Result is high levels of customer satisfaction (> 93%)
MTTR is below average for Incidents and Service Requests < 0.7 days for Incidents
< 3.8 days for Service Requests
Costs are managed at or below industry average levels Price per Ticket, per Incident, and per Service Request is below
average
Minimizes Total Cost of Ownership (TCO)
Desktop Support follows industry best practices Industry best practices are defined and documented
Desktop Support follows industry best practices
Every transaction adds value A positive customer experience
Drives a positive view of IT overall
© MetricNet, LLC, www.metricnet.com 43
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
World-Class Desktop Support Defined
Price per Ticket
Cu
sto
mer
Sati
sfa
cti
on
HigherLower
HigherWorld-Class Desktop Support
“Average” Desktop Support
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
© MetricNet, LLC, www.metricnet.com 44
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
World-Class Desktop Support organizations recognize and
exploit three unique sources of leverage:
1. Minimizing Total Cost of Ownership (TCO)
2. Improving End-User productivity
3. Driving High Levels of Customer Satisfaction for
Corporate IT
World-Class Desktop Support: Three Sources of Leverage
© MetricNet, LLC, www.metricnet.com 45
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Cost of Resolution: North American Averages
Support Level Price per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22
© MetricNet, LLC, www.metricnet.com 46
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
The Tao of SPOC (Single Point of Contact)
User CommunityLevel 1:
Service Desk
Level 2:
Desktop
Support
Field
Support
Level 3:
IT Support
Vendor
Support
© MetricNet, LLC, www.metricnet.com 47
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
The Tao of SPOC (Continued)
Key SPOC Principles
Enterprise takes an end-to-end view of user
support
User/Customer has a single point of contact
for all IT-related incidents, questions,
problems, and work requests
The Level 1 Service Desk is the SPOC
Level 1 is responsible for:
Ticket triage
Resolution at Level 1 if possible
Effective handoffs to n level support
Resolution coordination and facilitation
Ticket closure
Desktop “Drive-bys”, “Fly-bys”, and “Snags”
are strongly discouraged
© MetricNet, LLC, www.metricnet.com 48
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
0
10
20
30
40
50
60
70
0 1 2 3 4 5
Pro
du
cti
ve H
ou
rs L
ost
per
Em
plo
yee p
er
Year
Quality of Support Drives End-User Productivity
1 (top) 2 3 4 (bottom)
Customer Satisfaction 93.5% 84.5% 76.1% 69.3%
First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%
Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0
Customer Satisfaction 94.4% 89.2% 79.0% 71.7%
First Contact Resolution Rate 89.3% 85.6% 80.9% 74.5%
Mean Time to Resolve (hours) 2.9 4.8 9.4 12.3
Service Desk
Desktop Support
Performance QuartileSupport Function Key Performance Indicator
37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9
Performance Quartile n = 60
© MetricNet, LLC, www.metricnet.com 49
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
84%
47%
31%29%
22%19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
% S
ayin
g V
ery
Im
po
rtan
t
n = 1,044
Global large cap companies
Survey type: multiple choice
3 responses allowed per survey
84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
47% cited desktop support as a very important factor in their overall satisfaction with corporate IT
Support Drives Customer Satisfaction for All of IT
© MetricNet, LLC, www.metricnet.com 50
Performance Benchmarking Summary
51
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
52© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support Overview
Tickets
Incidents
Service Requests
Desktop Support
Tech Level 12.0 Trouble Ticket System BMC, Remedy ITSM V7.5.0
Desktop Support
Tech Level 24.0 Customer Information System BMC, Remedy ITSM V7.5.0
Desktop Support
Tech Level 31.0 Automatic Call Distributor (ACD) CISCO, 8.6.2
Operations Manager 1.0Workforce Management/Scheduling
System/SoftwareCCModeler, CCModeler
Total 8.0 Interactive Voice Response (IVR) CISCO, 8.6.2
Knowledge Management BMC, Remedy ITSM V7.5.0
Labor Reporting Systems CISCO, 8.5
Remote Control Software Logme In, Remotely Anywhere
134
835
FTE Headcount Technology Profile
Monthly Contact Volume
969
Desktop Support Location Washington, DC
Hours of Operation 7:00 am - 7:30 pm ET, Monday through Friday
$929,953Annual Price Paid
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Summary of Included Benchmarking Metrics
Price per Ticket
Price per Incident
Price per Service Request
Price Productivity Service Level
Quality
Technician
Mean Time to Resolve
Incidents (hrs)
% of Incidents Resolved in
24 Hours
Mean Time to Fulfill Service
Requests (Days)
% of Service Requests
Fulfilled in 72 Hours
Tickets per Technician per
Month
Incidents per Technician
per Month
Service Requests per
Technician per Month
Technicians as a Percent
of Total FTE's
Technician Utilization
Customer Satisfaction
Incident First Visit Resolution
Rate
% Resolved Level 1 Capable
Annual Technician Turnover
Daily Technician Absenteeism
New Technician Training
Hours
Annual Technician Training
Hours
Technician Tenure (months)
Technician Job Satisfaction
Average Incident Work
Time (minutes)
Average Service Request
Work Time (minutes)
Estimated Travel Time per
Ticket (minutes)
© MetricNet, LLC, www.metricnet.com 53
Ticket Handling Workload
Tickets per Seat per Month
Incidents per Seat per Month
Service Requests per Seat
per Month
Incidents as a % of Total
Ticket Volume
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Benchmarking KPI Performance Summary
54© MetricNet, LLC, www.metricnet.com
Average Min Median Max
Price per Ticket $79.98 $124.74 $50.49 $99.69 $325.06
Price per Incident $62.13 $109.24 $39.38 $96.35 $301.55
Price per Service Request $82.84 $161.32 $51.71 $134.55 $446.50
Tickets per Technician per Month 138.4 99.1 32.3 93.5 183.9
Incidents per Technician per Month 19.2 69.8 19.2 56.9 144.8
Service Requests per Technician per Month 119.3 29.2 7.1 17.8 119.3
Technicians as a Percent of Total FTE's 87.5% 88.9% 79.6% 88.1% 97.1%
Technician Utilization 82.9% 58.3% 47.1% 55.5% 82.9%
Mean Time to Resolve Incidents (hrs) 77.29 11.79 3.00 6.30 77.29
% of Incidents Resolved in 24 Hours 30.1% 69.9% 30.1% 75.3% 86.7%
Mean Time to Fulfill Service Requests (Days) 6.40 3.04 1.20 3.10 6.40
% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% 33.5% 51.8% 80.7%
Customer Satisfaction 92.0% 84.9% 66.5% 86.6% 98.5%
Incident First Visit Resolution Rate N/A 84.5% 67.0% 85.3% 95.1%
% Resolved Level 1 Capable N/A 18.8% 6.9% 19.1% 29.0%
Annual Technician Turnover 62.3% 30.6% 9.6% 28.5% 62.3%
Daily Technician Absenteeism 11.0% 4.6% 0.6% 3.9% 11.0%
New Technician Training Hours 80 59 0 61 146
Annual Technician Training Hours N/A 10 0 3 56
Technician Tenure (months) 14.6 43.9 14.6 37.4 88.0
Technician Job Satisfaction 78.6% 78.3% 69.9% 78.1% 85.4%
Average Incident Work Time (minutes) 35.0 21.1 11.1 19.2 40.6
Average Service Request Work Time (minutes) 50.0 48.7 21.0 45.0 108.0
Estimated Travel Time per Ticket (minutes) 10.0 34.5 10.0 30.0 99.0
Tickets per Seat per Month 0.33 0.52 0.19 0.46 1.01
Incidents per Seat per Month 0.05 0.39 0.05 0.27 0.85
Service Requests per Seat per Month 0.28 0.12 0.04 0.11 0.28
Incidents as a % of Total Ticket Volume 13.8% 70.7% 13.8% 75.4% 93.4%
Ticket Handling
Peer Group StatisticsKey Performance Indicator (KPI)Metric Type
Price
Company
XYZ
Workload
Technician
Productivity
Quality
Service Level
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
KPI Gap Summary
55© MetricNet, LLC, www.metricnet.com
Price per Ticket $79.98 $124.74 35.9%
Price per Incident $62.13 $109.24 43.1%
Price per Service Request $82.84 $161.32 48.6%
Tickets per Technician per Month 138.4 99.1 39.7%
Incidents per Technician per Month 19.2 69.8 -72.6%
Service Requests per Technician per Month 119.3 29.2 308.6%
Technicians as a Percent of Total FTE's 87.5% 88.9% -1.6%
Technician Utilization 82.9% 58.3% 42.2%
Mean Time to Resolve Incidents (hrs) 77.29 11.79 -555.6%
% of Incidents Resolved in 24 Hours 30.1% 69.9% -57.0%
Mean Time to Fulfill Service Requests (Days) 6.40 3.04 -110.4%
% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% -25.9%
Customer Satisfaction 92.0% 84.9% 8.3%
Incident First Visit Resolution Rate N/A 84.5% N/A
% Resolved Level 1 Capable N/A 18.8% N/A
Annual Technician Turnover 62.3% 30.6% -103.7%
Daily Technician Absenteeism 11.0% 4.6% -139.7%
New Technician Training Hours 80 59 36.1%
Annual Technician Training Hours N/A 10 N/A
Technician Tenure (months) 14.6 43.9 -66.8%
Technician Job Satisfaction 78.6% 78.3% 0.4%
Average Incident Work Time (minutes) 35.0 21.1 -65.8%
Average Service Request Work Time (minutes) 50.0 48.7 -2.6%
Estimated Travel Time per Ticket (minutes) 10.0 34.5 71.0%
Tickets per Seat per Month 0.33 0.52 36.9%
Incidents per Seat per Month 0.05 0.39 88.4%
Service Requests per Seat per Month 0.28 0.12 -129.7%
Incidents as a % of Total Ticket Volume 13.8% 70.7% -80.4%
Service Level
Quality
Technician
Ticket Handling
Workload
Performance GapPeer AverageMetric Type Key Performance Indicator (KPI) Company XYZ
Price
Productivity
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
56© MetricNet, LLC, www.metricnet.com
KPI Gap Ranking
Service Requests per Technician per Month 119.3 29.2 308.6%
Incidents per Seat per Month 0.05 0.39 88.4%
Estimated Travel Time per Ticket (minutes) 10.0 34.5 71.0%
Price per Service Request $82.84 $161.32 48.6%
Price per Incident $62.13 $109.24 43.1%
Technician Utilization 82.9% 58.3% 42.2%
Tickets per Technician per Month 138.4 99.1 39.7%
Tickets per Seat per Month 0.33 0.52 36.9%
New Technician Training Hours 80 59 36.1%
Price per Ticket $79.98 $124.74 35.9%
Customer Satisfaction 92.0% 84.9% 8.3%
Technician Job Satisfaction 78.6% 78.3% 0.4%
Incident First Visit Resolution Rate N/A 84.5% N/A
% Resolved Level 1 Capable N/A 18.8% N/A
Annual Technician Training Hours N/A 10 N/A
Technicians as a Percent of Total FTE's 87.5% 88.9% -1.6%
Average Service Request Work Time (minutes) 50.0 48.7 -2.6%
% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% -25.9%
% of Incidents Resolved in 24 Hours 30.1% 69.9% -57.0%
Average Incident Work Time (minutes) 35.0 21.1 -65.8%
Technician Tenure (months) 14.6 43.9 -66.8%
Incidents per Technician per Month 19.2 69.8 -72.6%
Incidents as a % of Total Ticket Volume 13.8% 70.7% -80.4%
Annual Technician Turnover 62.3% 30.6% -103.7%
Mean Time to Fulfill Service Requests (Days) 6.40 3.04 -110.4%
Service Requests per Seat per Month 0.28 0.12 -129.7%
Daily Technician Absenteeism 11.0% 4.6% -139.7%
Mean Time to Resolve Incidents (hrs) 77.29 11.79 -555.6%
Key Performance Indicator (KPI) Company XYZ Peer Average Performance Gap
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
57© MetricNet, LLC, www.metricnet.com
Quartile Rankings: Price and Quality Metrics
Quality Metrics
Quartile Your Desktop
Support
Performance1
2 3
4
(Bottom)(Top)
Customer Satisfaction98.5% 92.7% 86.6% 77.3%
92.0%92.7% 86.6% 77.3% 66.5%
91.8% 85.3% 80.7% 67.0%
80.7%
N/A
% Resolved Level 1 Capable6.9% 14.2% 19.1%
Incident First Visit Resolution Rate95.1% 91.8% 85.3%
14.2% 19.1% 22.7% 29.0%
22.7%
N/A
Price Metrics
Quartile Your Desktop
Support
Performance1
2 3
4
(Bottom)(Top)
Price per Ticket$50.49 $85.33 $99.69 $134.39
$79.98$85.33 $99.69 $134.39 $325.06
$69.58 $96.35 $121.48 $301.55
$121.48
$62.13
Price per Service Request$51.71 $108.48 $134.55
Price per Incident$39.38 $69.58 $96.35
$108.48 $134.55 $174.47 $446.50
$174.47
$82.84
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
58© MetricNet, LLC, www.metricnet.com
Quartile Rankings: Productivity Metrics
Productivity Metrics
Quartile Your Desktop
Support
Performance1
2 3
4
(Bottom)(Top)
Tickets per Technician per Month183.9 120.0 93.5 73.1
138.4120.0 93.5 73.1 32.3
82.1 56.9 48.7 19.2
48.7
19.2
Service Requests per Technician per Month119.3 38.6 17.8
Incidents per Technician per Month144.8 82.1 56.9
38.6 17.8 13.3 7.1
13.3
119.3
91.7% 88.1% 86.5% 79.6%
86.5%
87.5%
Technician Utilization82.9% 64.4% 55.5%
Technicians as a Percent of Total FTE's97.1% 91.7% 88.1%
64.4% 55.5% 50.2% 47.1%
50.2%
82.9%
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
59© MetricNet, LLC, www.metricnet.com
Quartile Rankings: Service Level Metrics
Service Level Metrics
Quartile Your Desktop
Support
Performance1
2 3
4
(Bottom)(Top)
Mean Time to Resolve Incidents (hrs)3.00 4.90 6.30 12.00
77.294.90 6.30 12.00 77.29
30.1%% of Incidents Resolved in 24 Hours
86.7% 81.4% 75.3%
3.10
81.4% 75.3% 62.6% 30.1%
62.6%
2.00 3.10 3.70 6.40
3.70
6.40
% of Service Requests Fulfilled in 72 Hours80.7% 66.5% 51.8%
Mean Time to Fulfill Service Requests (Days)1.20 2.00
66.5% 51.8% 47.4% 33.5%
47.4%
42.0%
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
60© MetricNet, LLC, www.metricnet.com
Quartile Rankings: Technician Metrics
Technician Performance Metrics
Quartile Your Desktop
Support
Performance1
2 3
4
(Bottom)(Top)
Annual Technician Turnover9.6% 25.2% 28.5% 35.3%
62.3%25.2% 28.5% 35.3% 62.3%
Daily Technician Absenteeism0.6% 2.4% 3.9%
2.4% 3.9% 5.7%
5.7%
11.0%11.0%
86 61 22 0
22
80New Technician Training Hours
146
Annual Technician Training Hours56 15 3
86 61
15 3 0 0
0
N/A
88.0 48.8 37.4
48.8 37.4 33.2 14.6
33.2
14.6
Technician Job Satisfaction85.4% 82.1% 78.1%
Technician Tenure (months)
82.1% 78.1% 75.7% 69.9%
75.7%
78.6%
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
61© MetricNet, LLC, www.metricnet.com
Quartile Rankings: Ticket Handling Metrics
4
(Bottom)
1
2 3
Average Service Request Work Time (minutes)21.0 32.0 45.0
32.0
(Top)
Ticket Handling Metrics
Quartile Your Desktop
Support
Performance
14.9 19.2 25.6
25.6
35.040.6
45.0 63.0 108.0
63.0
50.0
Estimated Travel Time per Ticket (minutes)10.0 16.0 30.0
Average Incident Work Time (minutes)11.1 14.9 19.2
16.0 30.0 45.0 99.0
45.0
10.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
62© MetricNet, LLC, www.metricnet.com
Quartile Rankings: Workload Metrics
Workload Metrics
Quartile Your Desktop
Support
Performance1
2 3
4
(Bottom)(Top)
Tickets per Seat per Month0.19 0.32 0.46 0.73
0.330.32 0.46 0.73 1.01
0.05Incidents per Seat per Month
0.05 0.20 0.27
0.11
0.20 0.27 0.57 0.85
0.57
0.08 0.11 0.14 0.28
0.14
0.28
Incidents as a % of Total Ticket Volume93.4% 84.3% 75.4%
Service Requests per Seat per Month0.04 0.08
84.3% 75.4% 63.0% 13.8%
63.0%
13.8%
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
63© MetricNet, LLC, www.metricnet.com
Desktop Support Scorecard: An Overview
The Desktop Support scorecard employs a methodology that
provides you with a single, all-inclusive measure of your Desktop
Support performance
It combines cost, service level, productivity, and quality metrics into
an overall performance indicator for your Desktop Support
Your Desktop Support score will range between 0 and 100%, and
can be compared directly to the scores of other Desktop Support
Groups in the benchmark
By computing your overall score on a monthly or quarterly basis, you
can track and trend your performance over time
Charting and tracking your Desktop Support score is an ideal way to
ensure continuous improvement in Desktop Support!
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Step 2
Each metric has been
weighted according to its
relative importance
Company XYZ Peer Group Desktop Support Scorecard*
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for
each metric is then
calculated: (worst
case – actual
performance) /
(worst case – best
case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
64
Step 3
For each performance
metric, the highest and
lowest performance levels
in the benchmark are
recorded
*Peer group averages were
used for Incident First Visit
Resolution Rate since
Company XYZ does not
track this metric
Worst Case Best Case
Price per Incident 15.0% $301.55 $39.38 $62.13 91.3% 13.7%
Price per Service Request 15.0% $446.50 $51.71 $82.84 92.1% 13.8%
Customer Satisfaction 25.0% 66.5% 98.5% 92.0% 79.7% 19.9%
Incident First Visit Resolution Rate 10.0% 67.0% 95.1% 84.5% 62.4% 6.2%
Technician Utilization 15.0% 47.1% 82.9% 82.9% 100.0% 15.0%
% of Incidents Resolved in 24 hours 5.0% 30.1% 86.7% 30.1% 0.0% 0.0%
% of Service Requests Fulfilled in 72 hours 5.0% 33.5% 80.7% 42.0% 18.0% 0.9%
Technician Job Satisfaction 10.0% 69.9% 85.4% 78.6% 56.3% 5.6%
Total 100.0% N/A N/A N/A N/A 75.2%
Performance Metric
Metric
Weighting
Performance Range Your
Performance Metric Score
Balanced
Score
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
65© MetricNet, LLC, www.metricnet.com
Balanced Scorecard Summary
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Bala
nced
Sco
res
Desktop Support
High 90.5%
Average ----- 58.6%
Median 58.0%
Low 11.5%
Company XYZ 75.2%
Desktop Support Scores
Key Statistics
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
66© MetricNet, LLC, www.metricnet.com
Peer Group Scorecard Summary Data
The next two pages illustrate the benchmarking peer
group performance for each KPI in the scorecard
Page 67 ranks each Desktop Support group from best
performer (#18) to worst performer (#14) based upon
their balanced scores
Page 68 ranks each KPI in the scorecard from best (top
row) to worst (bottom row)
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
67© MetricNet, LLC, www.metricnet.com
Scorecard Performance Rankings
Overall
Ranking
Desktop
Support
Number
Price per
Incident
Price per
Service
Request
Customer
Satisfaction
Incident First
Visit
Resolution
Rate
Technician
Utilization
% of Incidents
Resolved in
24 hours
% of Service
Requests
Fulfilled in 72
hours
Technician
Job
Satisfaction
Total
Balanced
Score
1 18 $61.57 $51.71 98.5% 92.7% 73.6% 83.5% 50.9% 85.4% 90.5%
2 8 $39.38 $110.15 96.5% 94.8% 68.1% 74.8% 56.7% 75.2% 79.7%
3 17 $85.66 $106.80 96.3% 95.1% 65.1% 82.4% 48.8% 78.1% 77.6%
4 Company XYZ $62.13 $82.84 92.0% N/A 82.9% 30.1% 42.0% 78.6% 75.2%
5 15 $99.37 $102.16 93.0% 89.1% 57.1% 80.0% 64.2% 84.4% 74.4%
6 7 $128.02 $169.89 96.9% 94.7% 50.5% 75.1% 49.6% 83.5% 69.9%
7 4 $96.35 $134.55 90.2% 93.5% 55.5% 80.0% 59.7% 76.1% 66.2%
8 16 $133.95 $179.05 91.6% 81.0% 60.5% 75.3% 80.7% 78.7% 64.6%
9 10 $111.08 $126.17 86.6% 86.3% 55.4% 83.1% 48.5% 75.2% 58.8%
10 1 $99.48 $236.48 83.7% 86.1% 48.9% 67.8% 77.0% 84.7% 58.0%
11 9 $87.04 $162.61 86.0% 82.8% 58.2% 61.9% 51.8% 76.3% 57.4%
12 2 $41.29 $79.98 75.0% 80.6% 63.6% 78.9% 59.0% 70.5% 54.6%
13 5 $138.93 $206.74 92.4% 86.3% 47.1% 63.3% 42.8% 77.4% 54.3%
14 6 $114.93 $161.24 79.5% 84.5% 47.3% 86.7% 42.0% 83.7% 52.8%
15 3 $52.04 $132.24 69.4% 73.9% 72.1% 42.3% 75.8% 77.9% 52.1%
16 13 $84.97 $120.15 66.5% 76.2% 48.6% 80.4% 46.2% 78.1% 39.8%
17 12 $301.55 $315.61 80.6% 81.5% 49.9% 85.0% 68.8% 80.6% 37.8%
18 11 $77.02 $140.15 70.4% 75.6% 52.7% 53.9% 33.5% 73.7% 37.5%
19 14 $260.84 $446.50 68.8% 67.0% 50.5% 43.2% 78.7% 69.9% 11.5%
Average $109.24 $161.32 84.9% 84.5% 58.3% 69.9% 56.7% 78.3% 58.6%
Max $301.55 $446.50 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%
Min $39.38 $51.71 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%
Median $96.35 $134.55 86.6% 85.3% 55.5% 75.3% 51.8% 78.1% 58.0%
Scorecard Metrics
Key Statistics
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
68© MetricNet, LLC, www.metricnet.com
KPI Scorecard Data in Rank Order
Desktop
Support
Number
Price per
Incident
Price per
Service
Request
Customer
Satisfaction
Incident First
Visit
Resolution
Rate
Technician
Utilization
% of Incidents
Resolved in
24 hours
% of Service
Requests
Fulfilled in 72
hours
Technician
Job
Satisfaction
Total
Balanced
Score
Company XYZ $62.13 $82.84 92.0% N/A 82.9% 30.1% 42.0% 78.6% 75.2%
Ranking 5 3 7 N/A 1 19 17 8 4
Quartile 1 1 2 N/A 1 4 4 2 1
1 $39.38 $51.71 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%
2 $41.29 $79.98 96.9% 94.8% 73.6% 85.0% 78.7% 84.7% 79.7%
3 $52.04 $82.84 96.5% 94.7% 72.1% 83.5% 77.0% 84.4% 77.6%
4 $61.57 $102.16 96.3% 93.5% 68.1% 83.1% 75.8% 83.7% 75.2%
5 $62.13 $106.80 93.0% 92.7% 65.1% 82.4% 68.8% 83.5% 74.4%
6 $77.02 $110.15 92.4% 89.1% 63.6% 80.4% 64.2% 80.6% 69.9%
7 $84.97 $120.15 92.0% 86.3% 60.5% 80.0% 59.7% 78.7% 66.2%
8 $85.66 $126.17 91.6% 86.3% 58.2% 80.0% 59.0% 78.6% 64.6%
9 $87.04 $132.24 90.2% 86.1% 57.1% 78.9% 56.7% 78.1% 58.8%
10 $96.35 $134.55 86.6% 84.5% 55.5% 75.3% 51.8% 78.1% 58.0%
11 $99.37 $140.15 86.0% 84.5% 55.4% 75.1% 50.9% 77.9% 57.4%
12 $99.48 $161.24 83.7% 82.8% 52.7% 74.8% 49.6% 77.4% 54.6%
13 $111.08 $162.61 80.6% 81.5% 50.5% 67.8% 48.8% 76.3% 54.3%
14 $114.93 $169.89 79.5% 81.0% 50.5% 63.3% 48.5% 76.1% 52.8%
15 $128.02 $179.05 75.0% 80.6% 49.9% 61.9% 46.2% 75.2% 52.1%
16 $133.95 $206.74 70.4% 76.2% 48.9% 53.9% 42.8% 75.2% 39.8%
17 $138.93 $236.48 69.4% 75.6% 48.6% 43.2% 42.0% 73.7% 37.8%
18 $260.84 $315.61 68.8% 73.9% 47.3% 42.3% 42.0% 70.5% 37.5%
19 $301.55 $446.50 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%
Average $109.24 $161.32 84.9% 84.5% 58.3% 69.9% 56.7% 78.3% 58.6%
Max $301.55 $446.50 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%
Min $39.38 $51.71 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%
Median $96.35 $134.55 86.6% 84.5% 55.5% 75.3% 51.8% 78.1% 58.0%
Scorecard Metrics
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
69© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: Price per Incident
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
$160.00
$180.00
$200.00
$220.00
$240.00
$260.00
$280.00
$300.00
$320.00
Pri
ce p
er
Incid
en
t
Desktop Support
High $301.55
Average ----- $109.24
Median $96.35
Low $39.38
Company XYZ $62.13
Key Statistics
Price per Incident
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
70© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: Price per Service Request
$0.00
$50.00
$100.00
$150.00
$200.00
$250.00
$300.00
$350.00
$400.00
$450.00
$500.00
Pri
ce p
er
Serv
ice R
eq
uest
Desktop Support
High $446.50
Average ----- $161.32
Median $134.55
Low $51.71
Company XYZ $82.84
Key Statistics
Price per Service Request
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
71© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: Customer Satisfaction
62.0%
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
90.0%
92.0%
94.0%
96.0%
98.0%
100.0%
Cu
sto
mer
Sati
sfa
cti
on
Desktop Support
High 98.5%
Average ----- 84.9%
Median 86.6%
Low 66.5%
Company XYZ 92.0%
Key Statistics
Customer Satisfaction
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
72© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: Incident First Visit Resolution Rate
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
90.0%
92.0%
94.0%
96.0%
Incid
en
t F
irst
Vis
it R
eso
luti
on
Rate
Desktop Support
High 95.1%
Average ----- 84.5%
Median 85.3%
Low 67.0%
Company XYZ N/A
Key Statistics
Incident First Visit Resolution Rate
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
73© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: Technician Utilization
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
Tech
nic
ian
Uti
lizati
on
Desktop Support
High 82.9%
Average ----- 58.3%
Median 55.5%
Low 47.1%
Company XYZ 82.9%
Key Statistics
Technician Utilization
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
74© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: % of Incidents Resolved in 24 hours
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
90.0%
95.0%
% o
f In
cid
en
ts R
eso
lved
in
24 H
ou
rs
Desktop Support
High 86.7%
Average ----- 69.9%
Median 75.3%
Low 30.1%
Company XYZ 30.1%
Key Statistics
% of Incidents Resolved in 24
Hours
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
75© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: % of Service Requests Fulfilled in 72 hrs
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
% o
f S
erv
ice R
eq
uests
Fu
lfille
d i
n 7
2 H
ou
rs
Desktop Support
High 80.7%
Average ----- 56.7%
Median 51.8%
Low 33.5%
Company XYZ 42.0%
Key Statistics
% of Service Requests Fulfilled in
72 Hours
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
76© MetricNet, LLC, www.metricnet.com
Scorecard Metrics: Technician Job Satisfaction
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
Tech
nic
ian
Jo
b S
ati
sfa
cti
on
Desktop Support
High 85.4%
Average ----- 78.3%
Median 78.1%
Low 69.9%
Company XYZ 78.6%
Key Statistics
Technician Job Satisfaction
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
77
Price vs. Quality for Company XYZ Peer Group Desktop
Support
© MetricNet, LLC, www.metricnet.com
Lower PricePrice (Efficiency)
Qualit
y (
Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
Higher Price
Lower
Quality
Higher
Quality
Company XYZ
Desktop
Support
Global
Database
Best Practices Process Assessment
78
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Six-Part Model for Desktop Support Best Practices
Proactively Managing
Stakeholder Expectations
Stakeholder Communication
A Holistic Approach to
Performance
Measurement
Performance Measurement
Leveraging People and
ProcessesTechnology
Expeditious Delivery of
Customer ServiceProcess
Proactive, Life-cycle
Management of
Personnel
Human
Resources
Defining Your Charter
and MissionStrategy
DefinitionModel
Component
Customer
Enthusiasm
Strategy
Human Resources
ProcessTechnology
PerformanceMeasurement
Stakeholder Communication
79© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Ranking Explanation
1 No Knowledge of the Best Practice.
2 Aware of the Best Practice, but not applying it.
3 Aware of the Best Practice, and applying at a rudimentary level.
4 Best Practice is being effectively applied.
5 Best Practice is being applied in a world-class fashion.
Best Practices Evaluation Criteria
80© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
81
MetricNet Has Defined 72 Desktop Support Best Practices
7 Best Practices
Strategy Process
Performance
Measurement
Human
Resources
CommunicationTechnology
14 Best Practices
16 Best Practices
13 Best Practices
10 Best Practices 12 Best Practices
Total Score from 72 to 360
The lowest score possible on the Best Practices Process Assessment is 72:
Maturity Level 1 X 72 Best Practices = 72
The highest score possible on the Best Practices Process Assessment is 360:
Maturity Level 5 X 72 Best Practices = 360
© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Strategy: 7 Best Practices
82© MetricNet, LLC, www.metricnet.com
Best
Practice
Company
XYZ's Score
Peer Group
Average
Total Score 15.5 18.9
Average Score 2.21 2.70
3.16
2.66
2.052.0
Summary Statistics
7
3.0
3.0
Desktop Support has OLA's (Operating Level Agreements) with other support groups in the organization (e.g.,
Level 1 support, field support, etc.). The OLA's clearly define the roles and responsibilities of each support
group, and the different support groups abide by the terms of the OLA's.
Desktop Support has SLA's that define the level of service to be delivered to users. The SLA's are documented,
published, and communicated to key stakeholders in the organization.
3.03
2.942.5
2
Desktop Support actively seeks to improve Level 1 Resolution Rates, Incident First Contact Resolution Rate, and
key Service Levels by implementing processes, technologies, and training that facilitate these objectives.
2.0
5
4
6
3
1
2.751.0
Strategy Best Practices Defined
Desktop Support has an action plan for continuous improvement. The plan is documented and distributed to key
stakeholders in the organization, and specific individuals are held accountable for implementing the action plan.
Desktop Support is well integrated into the information technology function. Desktop Support acts as the "voice
of the user" in IT, and is involved in major IT decisions and deliberations that affect end users. Desktop Support
is alerted ahead of time so that they can prepare for major rollouts, or other changes in the IT environment.
Desktop Support has a published Service Catalog, including a Supported Products List, that is distributed and
communicated to key stakeholders including end users. The Service Catalog is available on-line.
Desktop Support has a well-defined mission, vision, and strategy. The vision and strategy are well-documented,
and communicated to key stakeholders in the organization.
2.322.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Human Resources: 13 Best Practices
83© MetricNet, LLC, www.metricnet.com
Best
Practice
Company
XYZ's Score
Peer Group
Average
5 3.0 1.34
11 4.0 3.05
13 4.0 4.58
Total Score 49.0 31.55
Average Score 3.77 2.43
1.974.0
2.00
Desktop Support has a formalized, documented Technician career path. Technicians are made aware of their
career advancement opportunities, and are encouraged to proactively manage their careers. Technicians are
coached at least once yearly on their career path and career advancements options.
Technicians are eligible for incentives and rewards based upon performance. These could include monetary
incentives such as annual bonuses, or other incentives such as time off work, gift certificates, etc.
Technicians have quantifiable performance goals (e.g., for First Contact Resolution, Customer Satisfaction, Number
of Tickets Handled per Month, etc.), and are held accountable for achieving their goals on a monthly basis.
Technicians have the opportunity to advance their careers in at least two ways: by improving their technical and
customer service skills, and by improving their management and supervisory skills.
Technicians are coached by their supervisor in one-on-one sessions on a monthly basis. Logged tickets are
reviewed, and the supervisor provides specific suggestions to each Technician on how to improve performance.
2.89
2.43
1.894.0
Human Resources Best Practices Defined
Veteran technicians (more than 6 months of experience) have access to training opportunities to improve their
skill set, job performance, and the overall performance of the Desktop Support organization. Veteran technicians
are required to complete a minimum number of refresher training hours each year.
2.86
2.31
1.77
Desktop Support has a formalized and documented recruiting process for filling vacancies. Job requirements are
well defined, and candidates are tested for both technical skills, and customer service soft skills. 4.01
2
3
Technician training classes and curricula are specifically designed to maximize customer satisfaction, the
number of user incidents resolved on First Contact, and to Minimize the Mean Time to Resolve.4
1.88
Individual Technician training plans are clearly defined, documented and regularly updated.
2.58
4.0
3.0
3.0
4.0
4.0
New hires go through a formal training curriculum, including technical and customer service skills, and are
required to pass a proficiency exam before independently handling customer incidents and service requests.
Technician performance goals are linked to and aligned with the overall Desktop Support goals and performance
Technician Satisfaction surveys are conducted at least once per year, and the results of the survey are used to
manage and improve Technician morale.
4.0
4.0
8
7
6
9
Summary Statistics
Formal Performance reviews are scheduled and completed for all Desktop personnel at least once annually.
12
10
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Process: 16 Best Practices
84© MetricNet, LLC, www.metricnet.com
Best
Practice
Company
XYZ's Score
Peer Group
Average
11 1.0 2.67
15 1.0 1.99
Total Score 25.3 40.78
Average Score 1.94 2.55Summary Statistics
Desktop Support has an effective, ongoing process for projecting future workload and staffing requirements.
1.0
2.0
1.0
2.8
2.92
1.83
16
2.05
2.27
Escalation points are well defined and documented. These include other support groups (e.g., Level 3 support, Field
Support, etc.), and individuals to whom tickets may be escalated.
Desktop Support conducts periodic Root Cause Analysis (RCA) on the user contact profile to eliminate problems at
their source.1.0
3.67
3.80
2.42
2.99
2.58
2.72
1.80
2.39
Process Best Practices Defined
14 1.0
Desktop Support is part of an end-to-end support process, where Level 1 Support acts as the Single Point of Contact
(SPOC) for user support.
Desktop Support has contingency plans to handle both short and long term interruptions in service delivery.Desktop Support has a well defined service planning and readiness process that works closely with both internal
engineering groups and vendors, and continues through product field testing and pre-release. This process enables
Desktop Support to train for and prepare for supporting new products and services in the IT environment.
6
5
1
4
9
10
3.25
1.43
3
Incoming tickets are assigned a severity code based upon the number of users impacted, and the urgency of the
incident.
N/A
2
1.5
N/ACustomers are offered a range of access options to Desktop Support, including live voice, voice mail, email, web chat,
self-service, fax, and walk-in.Ticket handling processes are standardized, documented, and available online. With few exceptions, the standards
are followed by Desktop Support technicians.
5.0
Desktop Support has contingency plans to handle sudden, unexpected spikes in contact volume. These could include
having supervisors and other indirect personnel handle incoming calls during a call spike.
Desktop Support has a formal Knowledge Management Process that facilitates the acquisition, qualification, review,
approval, and distribution of knowledge into a Knowledgebase.
1.5
Desktop Support has a formal, rapid notification and correction process that is activated when a service level has been
breached, whether at Desktop Support, or at some other support level.
Desktop Support has a mature workforce scheduling process that achieves high technician utilization, while
maintaining reasonable service levels.
System alarms notify Desktop Support when a service level has been breached, whether at Desktop Support, or at
another support level within the organization.
13
1.5
N/A
Rules for ticket escalation and transfer are well defined and documented. Technicians know when and where to
transfer or route a ticket if they are unable to assist the user.
7
8
12
Indirect contact channels, including Email, Voice Mail, and Faxes are treated with the same priority as live phone calls
and chat sessions. The work queues from these channels are integrated, or worked in parallel.
5.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Technology: 10 Best Practices
85© MetricNet, LLC, www.metricnet.com
Best
Practice
Company
XYZ's Score
Peer Group
Average
9 2.0 1.37
Total Score 22.5 25.3
Average Score 2.50 2.53
2.31
3.78
2.48
1.0Desktop Support utilizes a capital investment justification process based on ROI, and reports on post installation
ROI as part of this process.
Summary Statistics
5
6
Desktop Support has a multi-year plan for an integrated technology strategy.
1.08
N/A 1.40
2.56
The ticket management system can track and monitor the skill levels of Desktop Support technicians based on
closed tickets by product and/or service code.
Technology Best Practices Defined
2.0
2.0
The Desktop Support knowledgebase is used frequently by all Desktop Support technicians, and results in
higher First Contact Resolution Rates, and lower resolution times (MTTR).
2.5
Desktop Support has an effective, integrated self-service portal that is available to all users. The self-service
portal provides information, FAQ's, and solutions to problems that are more complex than simple password
resets. The tool includes a direct link to Desktop Support technicians. Users are aware of the self-service
portal, and usage rates are continuously increasing.
2.0
5.0
1.0
1
3
Desktop Support has a full-featured ticket management system that facilitates effective ticket tracking, service
level compliance, reporting, and root cause analysis.
Desktop Support has an effective tool that allows technicians to proxy into a user's computer, take control of the
computer, and remotely perform diagnostics and problem solving (e.g., Tivoli, Bomgar, GoTo Assist, etc.). The
tool increases remote resolution rates, and reduces contact handle times.
Desktop Support has an Automated Password Reset (APR) capability that dramatically reduces the number of
password resets that must be performed manually by Desktop Support technicians.
4.37
Desktop Support has a comprehensive knowledge management tool that facilitates effective knowledge capture
and re-use. Desktop technicians are able to quickly find solutions to user problems by searching the knowledge
base. Solutions for the vast majority of user problems and questions can be found in the knowledge base.
5.0
3.23
2.76
10
7
2
4
8Desktop Support uses technology alerts/alarms to notify Desktop Support or perform self healing scripts when a
customer or system issue is proactively identified.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Performance Measurement: 14 Best Practices
86© MetricNet, LLC, www.metricnet.com
Best
Practice
Company
XYZ's Score
Peer Group
Average
1 N/A 2.51
2 5.0 4.30
3 5.0 2.99
4 N/A 1.19
5 4.5 1.54
6 1.0 2.63
11 1.0 2.59
12 4.0 3.04
Total Score 30.5 36.6
Average Score 2.54 2.61
7
13
14
1.0
Desktop Support tracks the Mean Time to Resolve (MTTR), and the Percentage of tickets resolved within 24
hours.1.0
Desktop Support conducts event driven customer surveys whereby the results of customer satisfaction surveys
can be linked back to a specific ticket, and to a specific technician handling the contact at Desktop Support.
2.85
1.92
Desktop Support conducts benchmarking at least once per year.
10
3.16
2.83
9 1.0
Desktop Support maintains a balanced scorecard that provides a single, all-inclusive measure of Desktop
Support performance.
1.0
2.78
Summary Statistics
2.25
8
4.0
Desktop Support KPI's are used to establish "stretch" goals.
2.0
Desktop Support understands key correlations and cause/effect relationships between the various KPI's. This
enables Desktop Support to achieve desired performance goals by leveraging and driving the underlying "causal"
metrics.
Desktop Support measures are used holistically, and diagnostically to identify performance gaps in Desktop
Support performance, and to prescribe actions that will improve performance.
Cost per Ticket is measured, recorded, and tracked on an ongoing basis.
Performance Measurement Best Practices Defined
Customer Satisfaction is measured, recorded, and tracked on an ongoing basis.
First Contact Resolution Rate for Incidents is measured, recorded, and tracked on an ongoing basis.
First Level Resolution is measured, recorded, and tracked on an ongoing basis.
Desktop Support tracks the number of tickets that are that could have been resolved by the Desktop Support
organization at Level one.
Technician Satisfaction is measured, recorded, and tracked.
Technician Utilization is measured, recorded, and tracked on an ongoing basis.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Communication: 12 Best Practices
87© MetricNet, LLC, www.metricnet.com
Best
Practice
Company
XYZ's Score
Peer Group
Average
7 1.0 2.938 2.0 2.50
Total Score 18.0 27.0
Average Score 1.64 2.25
12 2.71
Summary Statistics
N/A
Desktop Support tracks the number of training related contacts it receives, and provides feedback to user groups
within the organization on training areas that could help to reduce Desktop Support contact volumes.
Desktop Support provides training aids to users that enable them use Desktop Support more effectively. These
could include log-in screens with Desktop Support phone number, chat windows that can be clicked to initiate a
real-time chat session, mouse pads imprinted with Desktop Support IVR menu, etc.
11 1.0
1.73
1.88
10
3.0
1.0
3.17
2.51
1.23
1.86
2.01
1.0
Desktop Support has established User Group Liaisons who represent different groups within the user
community. Desktop Support meets periodically with the liaisons to learn about user concerns and questions,
and to communicate Desktop Support services, plans, and initiatives.
1.0
1.0
2.5
Desktop Support monitors all tickets, including those that are escalated, until ticket closure.
2.32
2.18
3
1
2Desktop Support has a formal communications schedule, and provides customized content for each stakeholder
group.
Communication Best Practices Defined
5
Desktop Support meets frequently with user groups, and holds "informational briefings" to educate users on
supported products and services, hours of operation, training opportunities, tips for getting the most benefit from
Desktop Support, etc.Desktop Support meets frequently with other IT managers, and is an integral part of key decisions made within
IT. Desktop Support plays the role of "voice of the user" within IT.
Desktop Support maintains active communication with all stakeholder groups, including Desktop Support
organization employees, IT managers, company managers outside of IT, and customers.
6
4
IT is required to deliver a "turnover package" to Desktop Support for all changes that will impact the user
environment. This could include application updates, new desktop software, etc. The turnover package is
designed to prepare Desktop Support to provide support to users in the affected areas.
The value added by Desktop Support is communicated to key managers in IT, and expectations are formally
established regarding Desktop Support roles and responsibilities.2.0
Desktop Support transmits outbound messages to users announcing major system and network outages,
thereby alerting users about potential problems in the IT environment. These proactive messages help to reduce
contact volumes during incidents that impact a large number of users.
9
Customers are told what to expect on resolution time when their ticket is escalated or if a call-back is required.
2.5
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
88© MetricNet, LLC, www.metricnet.com
*An average score of 4.0 or above is required in each component of the Best Practices
Model to achieve Best Practices Certification
Best Practices
Component
Number of Success
Factors
Average
Company XYZ
Score
Average Peer Group
Score
Strategy 7 2.21 2.70
Human Resources 13 3.77 2.43
Process 16 1.94 2.55
Technology 10 2.50 2.53
Performance Measurement 14 2.54 2.61
Communication 12 1.64 2.25
Total Score 160.8 180.2
Best Practices Process Assessment Summary
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
89© MetricNet, LLC, www.metricnet.com
2.21
3.77
1.94
2.50 2.54
1.64
2.70
2.432.55 2.53 2.61
2.25
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
Av
era
ge
Sc
ore
Company XYZ
Peer Group
Best Practices Process Assessment Summary
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Overall Process Assessment Scores
90© MetricNet, LLC, www.metricnet.com
0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
180.0
200.0
220.0
240.0
260.0
280.0
300.0
320.0
To
tal P
rocess A
ssessm
en
t S
co
res
High 286.4
Average ----- 180.2
Median 175.7
Low 83.1
Your Score 160.8
World-Class ----- 288.0
Key Statistics
Total Process Assessment Score
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
91© MetricNet, LLC, www.metricnet.com
Process Maturity vs. Scorecard Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00
Bala
nced
Sco
re
Process Assessment Score
Average = 58.6%
Avera
ge =
180.2
Company XYZ
Global
Database
Wo
rld
-Cla
ss =
288.0
Process Assessment Score 160.8
Balanced Score 75.2%
Company XYZ Performance
Interview Themes and Quotes
92
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
93© MetricNet, LLC, www.metricnet.com
MetricNet Conducted Seven Desktop Support Interviews
Desktop Support Interviewees Title
Interviewee 1 Account Manager
Interviewee 2 Tower Lead Service Desk
Interviewee 3 Program Manager
Interviewee 4 Desktop Support Manger
Interviewee 5 Desktop Support Technician
Interviewee 6 Desktop Support Technician
Interviewee 7 IT Specialist
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Key Themes from Desktop Support Interviews
Internal communication within the team is viewed as a key strength of desktop
support
The consensus among interviewees is that Desktop Support would benefit by
having a knowledge base
Most interviewees felt that Desktop Support’s scope of work needs to be better
defined
Additionally, most interviewees felt that the support processes need to be better
defined and documented
Interviewees would like to see the training program improved, and most would
like to receive more training
The morale of Desktop Support is viewed as average
Some interviewees indicated that it would help if they were able to use the same
devices that they were being asked to troubleshoot – e.g., iPhones, and iPads
94© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
95© MetricNet, LLC, www.metricnet.com
“Desktop Support does not have any processes or documentation. This makes it difficult,
especially if the technician does not know how to fix a particular problem.”
“The workload is not balanced, so the work is sometimes not completed on time.”
“The training needs to be improved. There needs to be continuous training and constant
measurement of the strengths and performance of the team members.”
“The scope of support is not well defined. This needs to be documented.”
“Having a knowledge base will improve the service that Desktop Support can provide. It will not
only shorten the resolution time, but it will also improve the quality of work.”
“Desktop Support needs leadership who can better manage and motivate the team.”
“The morale of the team is average, at best. The team can be motivated by giving out incentives
such as free lunches, or by recognizing technicians in front of the team for a job well done.”
“Categorizing the tickets will make the work easier for the technicians.”
“Desktop Support is developing a process where the tickets are resolved on the day that they are
received. It is no longer acceptable for tickets to be resolved the following day.”
“Desktop Support needs more training on iPads, iPhones, Windows 7 and Company XYZ docs.
The technicians also need to be trained on the scope of work for new technologies that will be
implemented.”
“It is the responsibility of Desktop Support to change the way the users see the team. Not all
users are happy with the service that is being provided.”
Representative Comments from Desktop Support Interviews
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
96© MetricNet, LLC, www.metricnet.com
“The technicians know a lot about the work but need stronger leadership.”
“The technicians need to have the same level of knowledge so the team can provide better
service. A knowledgebase needs to be created to get everyone working at the same level.”
“It is a good idea to create specialists who can focus on particular issues. This will minimize the
time spent in resolving issues and will improve the quality of the resolution.”
“Desktop Support needs more technicians to provide better services, and to ensure that
someone will be available in case an urgent issue comes up.”
“The technicians need to be trained on how to treat VIP’s. Learning how to deal with VIP’s at
Company XYZ will allow the technicians to work more effectively, and be more relaxed.”
“Company XYZ is migrating to Apple technology and Desktop Support needs more Apple devices
to be able to address the issues better. Having these devices will allow the technicians to
recreate the problem and solve it.”
“Internal communication is a big strength. The technicians transfer knowledge within the team. If
a technician has a question, whoever knows the answer will assist.”
“Oftentimes Desktop Support is dealing with angry clients because the request has to go through
Mexico first. By the time the issue gets passed on to the team, a couple of hours or a couple of
days have already passed, and the client is already expecting a resolution.”
Representative Comments from Desktop Support Interviews
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
97© MetricNet, LLC, www.metricnet.com
“When a technician leaves the team, it reduces the team’s output because the new technicians
have to go through a learning curve.”
“The headcount is now adequate, and has improved the personnel/work order incident ratio. The
technicians are more relaxed and can focus more on the user.”
“There is no training program. The new hire training is provided on the job by the senior
technicians.”
“Desktop Support has personal interaction with the users. The users can explain the issue a bit
better in person, and the technicians can provide better troubleshooting because the technicians
have seen the problem.”
“Configuring devices, installing computers and troubleshooting hardware issues are some of the
strengths of Desktop Support.”
“The Desktop Support’s vision is to avoid situations where users are unable to do their work. The
main challenge is to resolve issues in a timely manner.”
“The technicians help and support each other. Knowledge is shared with everyone.”
“Desktop Support needs to identify the timeframe for resolving particular types of issues so that
users have realistic expectations about how much time is needed to resolve an issue.”
“Desktop Support would like to have a knowledge base so that technicians can easily find
information that’s needed.”
“The training can be improved by creating manuals.”
Representative Comments from Desktop Support Interviews
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
98© MetricNet, LLC, www.metricnet.com
“Processes need to be created not just for the technicians to follow, but also for the users
to know how their issue will be handled.”
“Processes need to be followed to ensure that users can keep working.”
“It is difficult not to be stressed when there is so much work. To reduce the stress, the
technicians try to help each other and talk about non-work related topics.”
“Some users think that Desktop Support is not providing good service.”
Representative Comments from Desktop Support Interviews
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Key Themes from Company XYZ Interviews
Company XYZ management is very disappointed with the quality of service
provided by Company ABC – the service desk in particular is viewed as a failure
Company XYZ believes that turnover for both service desk and desktop support
is excessive, and has been a huge problem
Lack of training for the techs and agents at Company ABC contributes to
turnover, and drives the perception that the service desk, in particular, is not very
effective
Company XYZ believes that the service desk agents are more interested in
opening and closing tickets than in resolving the customer’s problem
Company ABC processes and procedures are not very mature, and are not well
documented – knowledge management, for example, has not been developed at
all by Company ABC
Company XYZ interviewees believe that many bank employees have given up on
the service desk, and call desktop support directly when they need help
99© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
100© MetricNet, LLC, www.metricnet.com
“In the beginning, Company ABC brought in some good people. But they all left, and we
had to start all over again.”
“Company ABC is not taking responsibility. They are not training their people properly, and
they are not pushing ahead with improving their processes.”
“Company ABC is not good at documentation. They came in telling us that they would
implement ITIL processes, and that they had ITIL Centers of Excellence that they could
rely upon, but none of that has happened.”
“We had many good processes and procedures in place before Company ABC came in.
But they have documented none of those.”
“When we push Company ABC to produce documentation, they do so very reluctantly, and
what they create is not very good.”
“Every ticket closed by desktop support should be tied to a knowledge article. But they are
not doing that. There is really no knowledge management at all.”
“The service desk has a habit of putting tickets into pending status. They leave them there
indefinitely because if they open them up again they will breach the service level. The
result is that over time hundreds of tickets are left in pending status.”
“Desktop support is doing better than the service desk, but that’s not saying much. I think
it’s fair to say that after three years our outsourcing experiment has failed.”
Representative Comments from Company XYZ Interviews
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
101© MetricNet, LLC, www.metricnet.com
“The service desk agents are very nice, and polite. They just don’t know how to solve the
customers’ problems because they don’t have the training or experience.”
“I hear all the time that people from Company XYZ call the service desk and are told
‘Please be patient, I am just learning.’ Well, they have been at the bank for three years, so
why are they just learning?”
“The calls just take too long, and always end in frustration. The agents in Mexico obviously
don’t have the skills to resolve the tickets.”
“The agents don’t have the knowledge to provide the support we need at the bank.”
“It seems like the incentive at the service desk is to open and close tickets. But they don’t
seem to care about whether or not they solve the problem.”
“Everyone at Company XYZ is dissatisfied with the service desk. I don’t know how the
customer satisfaction scores can be so high. I just don’t believe it.”
“My biggest concern is that Company ABC doesn’t take responsibility. If anything improves
it’s only because we push them to improve it. They should be taking ownership, but they
don’t”
“I don’t know why the turnover at Company ABC is so high. Maybe they are not paid
enough, or maybe they are not treated well, but the high turnover leads to all the other
problems we are having with Company ABC.”
Representative Comments from Company XYZ Interviews
102
Conclusions and Recommendations
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
103© MetricNet, LLC, www.metricnet.com
Notable Strengths
Price metrics are excellent
Top quartile performance for all price metrics
Customer Satisfaction is good
Second quartile performance
Productivity metrics are good
Technician Utilization is the highest in the peer group
Good technician utilization is one of the key drivers behind Company XYZ’s low Price per
Ticket
Company XYZ’s overall performance on the benchmark was above average
Company XYZ placed 4th out of 19 desktop support groups in the benchmark
Top Quartile Performance Overall
Company XYZ Peer Group Desktop Support has a number of notable
strengths.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
104© MetricNet, LLC, www.metricnet.com
But Opportunities for Improvement Remain
Service levels were among the worst in the benchmark
All service levels are in the 4th quartile
This a primary source of dissatisfaction for Company XYZ
Several technician metrics are weak
Technician Turnover, Absenteeism, and Tenure are all in the 4th quartile
Most interviewees expressed concerns that processes and procedures in desktop support have
not been well defined or documented
Several important desktop support metrics are not being tracked by Company XYZ
Incident First Visit Resolution Rate
% Resolved Level 1 Capable
There is a significant difference in perception between Company XYZ and Company ABC, as
evidenced by the results of the process assessment
Company ABC believes they are doing an outstanding job
Company XYZ gives Company ABC significantly lower marks for their performance
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
105© MetricNet, LLC, www.metricnet.com
Summary of Benchmarking Recommendations
1. Begin tracking and trending Incident First Visit Resolution Rate, and % Resolved Level 1 Capable
2. Work on improving service levels, which were the lowest of all companies in the benchmark
3. Provide access to the knowledge base, and require that desktop support work in conjunction with
the service desk to keep the knowledge base current
4. Develop improved documentation of processes and procedures for desktop support
5. Provide additional training opportunities for desktop support technicians
6. Consider adopting the MetricNet Desktop Support Balanced Scorecard, and update the scorecard
monthly
7. Develop an internal communication program in conjunction with the service desk to improve the
visibility and reputation of Company XYZ’s end-user support functions
8. Discuss major points of difference between Company XYZ and Company ABC on the results of
the process maturity assessment
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Some Suggested Performance Targets
© MetricNet, LLC, www.metricnet.com
Performance Metric Current Performance Target Performance
Incident First Visit Resolution Rate N/A 85.0%
% Resolved Level 1 Capable N/A 15.0%
Technician Job Satisfaction 78.6% 80.0%
Mean Time to Resolve Incidents (hrs) 77.3 12.0%
% of Incidents Resolved in 24 hours 30.1% 70.0%
Mean Time to Fulfill Service Requests (Days) 6.4 3.0%
% of Service Requests Fulfilled in 72 hours 42.0% 60.0%
Annual Technician Training Hours N/A 20
Balanced Score 75.2% 81.7%
106
Achieving the performance targets recommended above will result in a desktop support
balanced score of 81.7%, and elevate Company XYZ to second place in the benchmark
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
30% 40% 50% 60% 70% 80% 90%
First Visit Resolution Rate (Incidents)
Cu
sto
mer
Sati
sfa
cti
on
Incident First Visit Resolution vs. Customer Satisfaction
© MetricNet, LLC, www.metricnet.com 107
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
30% 40% 50% 60% 70% 80% 90% 100%
Technician Satisfaction
Cu
sto
mer
Sati
sfa
cti
on
Technician Satisfaction vs. Customer Satisfaction
© MetricNet, LLC, www.metricnet.com 108
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Measuring Ticket Defects: % Resolved Level 1 Capable
Price per Ticket Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
SL’s
MTTR
Work/
Travel TimeTechs/
Total FTE’s
Absenteeism/
Turnover
% Resolved
Level 1
Capable
Scheduling
Efficiency
Service
Levels: MTTR
© MetricNet, LLC, www.metricnet.com 109
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Technician Experience vs. Incident FCR
20%
30%
40%
50%
60%
70%
80%
90%
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
Technician Time on Job (months)
Incid
en
t F
CR
© MetricNet, LLC, www.metricnet.com 110
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Annual Training Hours vs. Technician Job Satisfaction
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100 120 140
Annual Technician Training Hours
Te
ch
nic
ian
Jo
b S
ati
sfa
cti
on
© MetricNet, LLC, www.metricnet.com 111
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Incident MTTR vs. Customer Satisfaction
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
Incident MTTR (days)
Cu
sto
mer
Sati
sfa
cti
on
© MetricNet, LLC, www.metricnet.com 112
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Step 2
Each metric has been
weighted according to its
relative importance
Consider Adopting the Desktop Support Balanced Scorecard*
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for
each metric is then
calculated: (worst
case – actual
performance) /
(worst case – best
case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
113
Step 3
For each performance
metric, the highest and
lowest performance levels
in the benchmark are
recorded
*Peer group averages were
used for Incident First Visit
Resolution Rate since
Company XYZ does not
track this metric
Worst Case Best Case
Price per Incident 15.0% $301.55 $39.38 $62.13 91.3% 13.7%
Price per Service Request 15.0% $446.50 $51.71 $82.84 92.1% 13.8%
Customer Satisfaction 25.0% 66.5% 98.5% 92.0% 79.7% 19.9%
Incident First Visit Resolution Rate 10.0% 67.0% 95.1% 84.5% 62.4% 6.2%
Technician Utilization 15.0% 47.1% 82.9% 82.9% 100.0% 15.0%
% of Incidents Resolved in 24 hours 5.0% 30.1% 86.7% 30.1% 0.0% 0.0%
% of Service Requests Fulfilled in 72 hours 5.0% 33.5% 80.7% 42.0% 18.0% 0.9%
Technician Job Satisfaction 10.0% 69.9% 85.4% 78.6% 56.3% 5.6%
Total 100.0% N/A N/A N/A N/A 75.2%
Performance Metric
Metric
Weighting
Performance Range Your
Performance Metric Score
Balanced
Score
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
And Update the Scorecard Monthly
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Deskto
p S
up
po
rt B
ala
nce
d S
co
re
12 Month Average Monthly Score
© MetricNet, LLC, www.metricnet.com 114
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
0
10
20
30
40
50
60
70
0 1 2 3 4 5
Pro
du
cti
ve H
ou
rs L
ost
per
Em
plo
yee p
er
Year
Quality of Support Drives End-User Productivity
1 (top) 2 3 4 (bottom)
Customer Satisfaction 93.5% 84.5% 76.1% 69.3%
First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%
Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0
Customer Satisfaction 94.4% 89.2% 79.0% 71.7%
First Contact Resolution Rate 89.3% 85.6% 80.9% 74.5%
Mean Time to Resolve (hours) 2.9 4.8 9.4 12.3
Service Desk
Desktop Support
Performance QuartileSupport Function Key Performance Indicator
37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9
Performance Quartile n = 60
© MetricNet, LLC, www.metricnet.com 115
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
116© MetricNet, LLC, www.metricnet.com
Internal Communication: Positioning Company XYZ for Future Success
LOWER COST HIGHERACTUAL VALUE
PE
RC
EIV
ED
VA
LU
E
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Where Does Company XYZ Peer Group Desktop Support
Operate?
LOWER HIGHERACTUAL VALUE
PE
RC
EIV
ED
VA
LU
E
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value
A Common (but
Dangerous) Operating
Position
117© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Operational Effectiveness First!
LOWER HIGHERACTUAL VALUE
PE
RC
EIV
ED
VA
LU
E
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value
#1 Operational
Effectiveness
#2 B
ran
d
Man
ag
em
en
t
118© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Closing the Perception vs. Reality Gap
LOWER HIGHERACTUAL VALUE
PE
RC
EIV
ED
VA
LU
E
HIGHER
LOWER
Perceived Value > Actual Value
Perceived Value < Actual Value
Closing
the
Perception
Gap
Where you Should Be
Where you Are
119© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
120© MetricNet, LLC, www.metricnet.com
Image Management: The Five W’s
1. Who – Who are the Key Stakeholder Groups?
2. What – What are the Key Messages?
3. When – When are You Going to Communicate Them?
4. Where/How – Where/How do You Reach the Stakeholders?
5. Why – Why are We Doing This?
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
121© MetricNet, LLC, www.metricnet.com
Key Success Factors in Desktop Support Image Management
MessagesTim
ing
Timing
Frequent Contact• New employee orientation
• At session log-in
• During training
• During the incident
• At scheduled sessions
Messages
Multiple Messages• Services
• Major initiatives
• Performance Levels
• FAQ’s
• Success Stories
Channels
Use All Available
• Log-in messages
• Newsletters
• Reference Guides
• Asset tags
• Surveys
• User liaisons
Tim
ing
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
122© MetricNet, LLC, www.metricnet.com
Managing Expectations for Desktop Support
We’ve all heard the expression…
“Expectations Not Set…
are Expectations Not Met!
So, let’s get serious about proactively managing
expectations!
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
© MetricNet, LLC, www.metricnet.com 123
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
84%
47%
31%29%
22%19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
% S
ayin
g V
ery
Im
po
rtan
t
n = 1,044
Global large cap companies
Survey type: multiple choice
3 responses allowed per survey
84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
47% cited desktop support as a very important factor in their overall satisfaction with corporate IT
Support Drives Customer Satisfaction for All of IT
© MetricNet, LLC, www.metricnet.com 124
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
125© MetricNet, LLC, www.metricnet.com
Company XYZ Internal Communication Summary
Managing the gap between perception and reality is fairly
straightforward
It doesn’t take a lot of time, or cost a lot of money
But it is critically important
The success of your support organization depends as much on your
image, as it does on your actual performance!
The Benefits of effective Image Management Include:
Customer loyalty and positive word-of-mouth referrals
Credibility, which leverages your ability to Get Things Done!
A Positive Image for IT overall
High levels of Customer Satisfaction
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
126© MetricNet, LLC, www.metricnet.com
Company XYZ Must Improve Process Maturity Over Time
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00
Bala
nced
Sco
re
Process Assessment Score
Average = 58.6%
Company XYZ
Global
Database
Wo
rld
-Cla
ss =
288.0
Process Assessment Score 160.8
Balanced Score 75.2%
Company XYZ Performance
Avera
ge =
180.2
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
127© MetricNet, LLC, www.metricnet.com
Best Practice Focus Areas: Strategy
Company
XYZ's Score
Desktop Support has SLA's that define the level of service to be delivered to users. The SLA's are documented,
published, and communicated to key stakeholders in the organization.
Desktop Support has OLA's (Operating Level Agreements) with other support groups in the organization (e.g., Level 1
support, field support, etc.). The OLA's clearly define the roles and responsibilities of each support group, and the
different support groups abide by the terms of the OLA's.
Desktop Support actively seeks to improve Level 1 Resolution Rates, Incident First Contact Resolution Rate, and key
Service Levels by implementing processes, technologies, and training that facil itate these objectives.
3.0
2.0
Desktop Support has a published Service Catalog, including a Supported Products List, that is distributed and
communicated to key stakeholders including end users. The Service Catalog is available on-line.
Desktop Support is well integrated into the information technology function. Desktop Support acts as the "voice of the
user" in IT, and is involved in major IT decisions and deliberations that affect end users. Desktop Support is alerted
ahead of time so that they can prepare for major rollouts, or other changes in the IT environment.
Desktop Support has a well-defined mission, vision, and strategy. The vision and strategy are well-documented, and
communicated to key stakeholders in the organization.
1.0
2.0
2.5
Desktop Support has an action plan for continuous improvement. The plan is documented and distributed to key
stakeholders in the organization, and specific individuals are held accountable for implementing the action plan.
Strategy Best Practices Defined
3.0
2.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
128© MetricNet, LLC, www.metricnet.com
Best Practice Focus Areas: Human Resources
Company
XYZ's Score
4.04.0
3.0
Technician performance goals are l inked to and a l igned with the overa l l Desktop Support goals and performance Formal Performance reviews are scheduled and completed for a l l Desktop personnel at least once annual ly.
3.0
Technicians have the opportunity to advance their careers in at least two ways : by improving their technica l and
customer service ski l l s , and by improving their management and supervisory ski l l s .4.0
Technicians are coached by their supervisor in one-on-one sess ions on a monthly bas is . Logged tickets are reviewed,
and the supervisor provides speci fic suggestions to each Technician on how to improve performance.4.0
Individual Technician tra ining plans are clearly defined, documented and regularly updated.
Desktop Support has a formal ized, documented Technician career path. Technicians are made aware of their career
advancement opportunities , and are encouraged to proactively manage their careers . Technicians are coached at least
once yearly on their career path and career advancements options .
Technician Satis faction surveys are conducted at least once per year, and the results of the survey are used to manage
and improve Technician morale.4.0
Human Resources Best Practices Defined
Technicians have quanti fiable performance goals (e.g., for Fi rs t Contact Resolution, Customer Satis faction, Number of
Tickets Handled per Month, etc.), and are held accountable for achieving their goals on a monthly bas is .4.0
Veteran technicians (more than 6 months of experience) have access to tra ining opportunities to improve their ski l l
set, job performance, and the overa l l performance of the Desktop Support organization. Veteran technicians are
required to complete a minimum number of refresher tra ining hours each year.
3.0
Technicians are el igible for incentives and rewards based upon performance. These could include monetary
incentives such as annual bonuses , or other incentives such as time off work, gi ft certi ficates , etc.4.0
New hires go through a formal tra ining curriculum, including technica l and customer service ski l l s , and are required to
pass a proficiency exam before independently handl ing customer incidents and service requests .4.0
Technician tra ining classes and curricula are speci fica l ly des igned to maximize customer satis faction, the number of
user incidents resolved on Fi rs t Contact, and to Minimize the Mean Time to Resolve.
4.0
Desktop Support has a formal ized and documented recruiting process for fi l l ing vacancies . Job requirements are wel l
defined, and candidates are tested for both technica l ski l l s , and customer service soft ski l l s . 4.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
129© MetricNet, LLC, www.metricnet.com
Best Practice Focus Areas: Process
Company
XYZ's Score
1.01.0
Customers are offered a range of access options to Desktop Support, including live voice, voice mail, email, web chat, self-service, fax, and
walk-in.
N/A
Desktop Support has a formal, rapid notification and correction process that is activated when a service level has been breached, whether
at Desktop Support, or at some other support level.
Desktop Support has a well defined service planning and readiness process that works closely with both internal engineering groups and
vendors, and continues through product field testing and pre-release. This process enables Desktop Support to train for and prepare for
supporting new products and services in the IT environment.
1.0
1.5
1.5Ticket handling processes are standardized, documented, and available online. With few exceptions, the standards are followed by
Desktop Support technicians.
1.5
Desktop Support conducts periodic Root Cause Analysis (RCA) on the user contact profile to eliminate problems at their source.
5.0
Process Best Practices Defined
1.0
Desktop Support is part of an end-to-end support process, where Level 1 Support acts as the Single Point of Contact (SPOC) for user support.
System alarms notify Desktop Support when a service level has been breached, whether at Desktop Support, or at another support level
within the organization.
Desktop Support has an effective, ongoing process for projecting future workload and staffing requirements.
N/A
2.8
1.0
1.0
5.0
2.0
Desktop Support has a formal Knowledge Management Process that facilitates the acquisition, qualification, review, approval, and
distribution of knowledge into a Knowledgebase.
N/A
Incoming tickets are assigned a severity code based upon the number of users impacted, and the urgency of the incident.
Indirect contact channels, including Email, Voice Mail, and Faxes are treated with the same priority as live phone calls and chat sessions.
The work queues from these channels are integrated, or worked in parallel.
Desktop Support has contingency plans to handle sudden, unexpected spikes in contact volume. These could include having supervisors
and other indirect personnel handle incoming calls during a call spike.
Desktop Support has contingency plans to handle both short and long term interruptions in service delivery.
Desktop Support has a mature workforce scheduling process that achieves high technician utilization, while maintaining reasonable
service levels.
Escalation points are well defined and documented. These include other support groups (e.g., Level 3 support, Field Support, etc.), and
individuals to whom tickets may be escalated.Rules for ticket escalation and transfer are well defined and documented. Technicians know when and where to transfer or route a ticket if
they are unable to assist the user.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
130© MetricNet, LLC, www.metricnet.com
Best Practice Focus Areas: Technology
Company
XYZ's Score
2.0
Desktop Support has an effective, integrated self-service portal that is available to all users. The self-service portal
provides information, FAQ's, and solutions to problems that are more complex than simple password resets. The tool
includes a direct l ink to Desktop Support technicians. Users are aware of the self-service portal, and usage rates are
continuously increasing.Desktop Support has a multi-year plan for an integrated technology strategy.
The Desktop Support knowledgebase is used frequently by all Desktop Support technicians, and results in higher First
Contact Resolution Rates, and lower resolution times (MTTR).
The ticket management system can track and monitor the skil l levels of Desktop Support technicians based on closed
tickets by product and/or service code.N/A
Desktop Support uses technology alerts/alarms to notify Desktop Support or perform self healing scripts when a
customer or system issue is proactively identified.2.0
Desktop Support util izes a capital investment justification process based on ROI, and reports on post installation ROI
as part of this process.
Desktop Support has a full-featured ticket management system that facil itates effective ticket tracking, service level
compliance, reporting, and root cause analysis.5.0
Desktop Support has a comprehensive knowledge management tool that facil itates effective knowledge capture and re-
use. Desktop technicians are able to quickly find solutions to user problems by searching the knowledge base.
Solutions for the vast majority of user problems and questions can be found in the knowledge base.
2.5
2.0
Desktop Support has an effective tool that allows technicians to proxy into a user's computer, take control of the
computer, and remotely perform diagnostics and problem solving (e.g., Tivoli, Bomgar, GoTo Assist, etc.). The tool
increases remote resolution rates, and reduces contact handle times.
2.0
5.0
Desktop Support has an Automated Password Reset (APR) capability that dramatically reduces the number of
password resets that must be performed manually by Desktop Support technicians.1.0
1.0
Technology Best Practices Defined
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
131© MetricNet, LLC, www.metricnet.com
Best Practice Focus Areas: Performance Measurement
Company
XYZ's Score
5.0
5.0
4.5
4.0
1.0
1.0
N/A
N/A
Customer Satisfaction is measured, recorded, and tracked on an ongoing basis.
Technician Satisfaction is measured, recorded, and tracked.
Desktop Support maintains a balanced scorecard that provides a single, all-inclusive measure of Desktop Support
performance.
Desktop Support tracks the Mean Time to Resolve (MTTR), and the Percentage of tickets resolved within 24 hours. 1.0
Technician Util ization is measured, recorded, and tracked on an ongoing basis.
1.0
Desktop Support tracks the number of tickets that are that could have been resolved by the Desktop Support
organization at Level one.
Desktop Support conducts event driven customer surveys whereby the results of customer satisfaction surveys can be
linked back to a specific ticket, and to a specific technician handling the contact at Desktop Support.
Desktop Support KPI's are used to establish "stretch" goals.
First Contact Resolution Rate for Incidents is measured, recorded, and tracked on an ongoing basis.
Performance Measurement Best Practices Defined
Desktop Support understands key correlations and cause/effect relationships between the various KPI's. This enables
Desktop Support to achieve desired performance goals by leveraging and driving the underlying "causal" metrics.4.0
Desktop Support measures are used holistically, and diagnostically to identify performance gaps in Desktop Support
performance, and to prescribe actions that will improve performance.2.0
1.0
First Level Resolution is measured, recorded, and tracked on an ongoing basis.
Cost per Ticket is measured, recorded, and tracked on an ongoing basis.
Desktop Support conducts benchmarking at least once per year.
1.0
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
132© MetricNet, LLC, www.metricnet.com
Best Practice Focus Areas: Communication
Company
XYZ's Score
2.0
1.0
1.0
Desktop Support meets frequently with user groups , and holds "informational briefings" to educate users on
supported products and services , hours of operation, tra ining opportunities , tips for getting the most benefi t from
Desktop Support maintains active communication with a l l s takeholder groups , including Desktop Support organization
employees , IT managers , company managers outs ide of IT, and customers .3.0
Desktop Support provides tra ining a ids to users that enable them use Desktop Support more effectively. These could
include log-in screens with Desktop Support phone number, chat windows that can be cl icked to ini tiate a rea l -time
chat sess ion, mouse pads imprinted with Desktop Support IVR menu, etc.
Customers are told what to expect on resolution time when their ticket i s esca lated or i f a ca l l -back is required.
2.0
1.0
2.5
2.5Desktop Support tracks the number of tra ining related contacts i t receives , and provides feedback to user groups within
the organization on tra ining areas that could help to reduce Desktop Support contact volumes.IT i s required to del iver a "turnover package" to Desktop Support for a l l changes that wi l l impact the user environment.
This could include appl ication updates , new desktop software, etc. The turnover package is des igned to prepare
Desktop Support to provide support to users in the affected areas .
Desktop Support has a formal communications schedule, and provides customized content for each s takeholder group.
Desktop Support transmits outbound messages to users announcing major system and network outages , thereby
a lerting users about potentia l problems in the IT environment. These proactive messages help to reduce contact
volumes during incidents that impact a large number of users .N/A
Desktop Support monitors a l l tickets , including those that are esca lated, unti l ticket closure.
Desktop Support has establ ished User Group Lia isons who represent di fferent groups within the user community.
Desktop Support meets periodica l ly with the l ia isons to learn about user concerns and questions , and to communicate
Desktop Support services , plans , and ini tiatives .
1.0
1.0
1.0
The va lue added by Desktop Support i s communicated to key managers in IT, and expectations are formal ly
establ ished regarding Desktop Support roles and respons ibi l i ties .
Desktop Support meets frequently with other IT managers , and is an integra l part of key decis ions made within IT.
Desktop Support plays the role of "voice of the user" within IT.
Communication Best Practices Defined
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Some Suggested Performance Targets
© MetricNet, LLC, www.metricnet.com
Performance Metric Current Performance Target Performance
Incident First Visit Resolution Rate N/A 85.0%
% Resolved Level 1 Capable N/A 15.0%
Technician Job Satisfaction 78.6% 80.0%
Mean Time to Resolve Incidents (hrs) 77.3 12.0%
% of Incidents Resolved in 24 hours 30.1% 70.0%
Mean Time to Fulfill Service Requests (Days) 6.4 3.0%
% of Service Requests Fulfilled in 72 hours 42.0% 60.0%
Annual Technician Training Hours N/A 20
Balanced Score 75.2% 81.7%
133
Achieving the performance targets recommended above will result in a desktop support
balanced score of 81.7%, and elevate Company XYZ to second place in the benchmark
134
Detailed Benchmarking Comparisons
Company
XYZ
Price Metrics
135
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
136© MetricNet, LLC, www.metricnet.com
Price Metrics: Price per Ticket
Price per Ticket is strongly correlated with the following metrics:
Price per Incident
Price per Service Request
Incident First Visit Resolution Rate
Average Incident Work Time
Average Service Request Work Time
Average Travel Time per Ticket
Price per Ticket is one of the most important Desktop Support metrics. It is a measure of contract efficiency and effectiveness with your outsourcer. A higher than average Price per Ticket is not necessarily a bad thing, particularly if accompanied by higher than average quality levels. Conversely, a low Price per Ticket is not necessarily good, particularly if the low price is achieved by sacrificing Customer Satisfaction or service levels. Every outsourced Desktop Support Organization should track and trend Price per Ticket on an ongoing basis.
Price per Ticket is the amount paid to the outsourcer for each Desktop Support ticket handled. It is typically calculated by dividing the annual fee paid to the outsourcer by the annual Desktop Support ticket volume. Ticket volume includes both incidents and service requests.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
137© MetricNet, LLC, www.metricnet.com
Price Metrics: Price per Ticket
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
$160.00
$180.00
$200.00
$220.00
$240.00
$260.00
$280.00
$300.00
$320.00
$340.00
Pri
ce p
er
Tic
ket
Desktop Support
High $325.06
Average ----- $124.74
Median $99.69
Low $50.49
Company XYZ $79.98
Key Statistics
Price per Ticket
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
138© MetricNet, LLC, www.metricnet.com
Price Metrics: Price per Incident
Price per Incident is strongly correlated with the following metrics:
Price per Ticket
Incident First Visit Resolution Rate
Average Incident Work Time
Average Travel Time per Ticket
Definition
Why it’s Important
Key Correlations
Price per Incident is one of the most important Desktop Support metrics. It is one of the key components of Price per Ticket; the other being the Price per Service Request. A higher than average Price per Incident is not necessarily a bad thing, particularly if accompanied by higher than average quality levels. Conversely, a low Price per Incident is not necessarily good, particularly if the low price is achieved by sacrificing quality of service. Every Desktop Support organization should track and trend Price per Incident on a monthly basis.
Price per Incident is the amount paid to the outsourcer for each Desktop Support incident handled. It is typically calculated by dividing the annual fee paid to the outsourcer (for incidents only) by the annual Desktop Support incident volume.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Price Metrics: Price per Incident
139© MetricNet, LLC, www.metricnet.com
$0.00
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
$160.00
$180.00
$200.00
$220.00
$240.00
$260.00
$280.00
$300.00
$320.00
Pri
ce p
er
Incid
en
t
Desktop Support
High $301.55
Average ----- $109.24
Median $96.35
Low $39.38
Company XYZ $62.13
Key Statistics
Price per Incident
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
140© MetricNet, LLC, www.metricnet.com
Price Metrics: Price per Service Request
Price per Service Request is strongly correlated with the following metrics:
Price per Ticket
Average Service Request Work Time
Average Travel Time per Ticket
Definition
Price per Service Request is one of the most important Desktop Support metrics. It is one of the key components of Price per Ticket; the other being the Price per Incident. A higher than average Price per Service Request is not necessarily a bad thing, particularly if accompanied by higher than average quality levels. Conversely, a low Price per Service Request is not necessarily good, particularly if the low price is achieved by sacrificing quality of service. Every Desktop Support organization should track and trend Price per Service Request on a monthly basis.
Price per Service Request is the amount paid to the outsourcer for each Desktop Support service request handled. It is typically calculated by dividing the annual fee paid to the outsourcer (for service requests only) by the annual Desktop Support service request volume.
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
141© MetricNet, LLC, www.metricnet.com
$0.00
$50.00
$100.00
$150.00
$200.00
$250.00
$300.00
$350.00
$400.00
$450.00
$500.00
Pri
ce p
er
Serv
ice R
eq
uest
Desktop Support
High $446.50
Average ----- $161.32
Median $134.55
Low $51.71
Company XYZ $82.84
Key Statistics
Price per Service Request
Price Metrics: Price per Service Request
Productivity Metrics
142
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
143© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Tickets per Technician per Month
Tickets per Technician per Month is strongly correlated with the following metrics:
Technician Utilization
Average Incident Work Time
Average Service Request Work Time
Average Travel Time per Ticket
Tickets per Technician per Month is an important indicator of technician productivity. A low number could indicate low Technician Utilization, poor scheduling efficiency or schedule adherence, or a higher than average Ticket Handle Time. Conversely, a high number of technician handled tickets may indicate high Technician Utilization, good scheduling efficiency and schedule adherence, or a lower than average Ticket Handle Time. Every Desktop Support group should track and trend this metric on a monthly basis.
Tickets per Technician per Month is the average monthly ticket volume divided by the average Full Time Equivalent (FTE) technician headcount. Ticket volume includes both incidents and service requests. Technician headcount is the average FTE number of employees and contractors handling Desktop Support tickets.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
144© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Tickets per Technician per Month
0.0
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
180.0
200.0
Tic
kets
per
Tech
nic
ian
per
Mo
nth
Desktop Support
High 183.9
Average ----- 99.1
Median 93.5
Low 32.3
Company XYZ 138.4
Key Statistics
Tickets per Technician per Month
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
145© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Incidents per Technician per Month
Incidents per Technician per Month is strongly correlated with the following metrics:
Technician Utilization
Average Incident Work Time
Average Travel Time per Ticket
Incidents as a % of Total Ticket Volume
Incidents per Technician per Month is an important indicator of technician productivity. A low number could indicate low Technician Utilization, poor scheduling efficiency or schedule adherence, or a higher than average Incident Handle Time. Conversely, a high number of technician handled incidents may indicate high Technician Utilization, good scheduling efficiency and schedule adherence, or a lower than average Incident Handle Time. Every Desktop Support group should track and trend this metric on a monthly basis.
Incidents per Technician per Month is the average monthly incident volume divided by the average Full Time Equivalent (FTE) technician headcount. Technician headcount is the average FTE number of employees and contractors handling Desktop Support tickets.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
146© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Incidents per Technician per Month
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
110.0
120.0
130.0
140.0
150.0
Incid
en
ts p
er
Tech
nic
ian
per
Mo
nth
Desktop Support
High 144.8
Average ----- 69.8
Median 56.9
Low 19.2
Company XYZ 19.2
Key Statistics
Incidents per Technician per Month
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
147© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Service Requests per Tech per Month
Service Requests per Technician per Month is strongly correlated with the following metrics:
Technician Utilization
Average Service Request Work Time
Average Travel Time per Ticket
Incidents as a % of Total Ticket Volume
Service Requests per Technician per Month is an important indicator of technician productivity. A low number could indicate low Technician Utilization, poor scheduling efficiency or schedule adherence, or a higher than average Service Request Handle Time. Conversely, a high number of technician handled service requests may indicate high Technician Utilization, good scheduling efficiency and schedule adherence, or a lower than average Service Request Handle Time. Every Desktop Support group should track and trend this metric on a monthly basis.
Service Requests per Technician per Month is the average monthly service request volume divided by the average Full Time Equivalent (FTE) technician headcount. Technician headcount is the average FTE number of employees and contractors handling Desktop Support tickets.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
148© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Service Requests per Tech per Month
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
110.0
120.0
Serv
ice R
eq
uests
per
Tech
nic
ian
per
Mo
nth
Desktop Support
High 119.3
Average ----- 29.2
Median 17.8
Low 7.1
Company XYZ 119.3
Key Statistics
Service Requests per Technician
per Month
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
149© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Technicians as a Percent of Total FTE's
Technicians as a % of Total Headcount is strongly correlated with the following metrics:
Cost per Inbound Contact
Cost per Minute of Inbound Handle Time
Definition
Why it’s Important
Key Correlations
The Technician headcount as a percent of total Desktop Support headcount is an important measure of management and overhead efficiency. Since non-Technicians include both management and non-management personnel (e.g., supervisors and team leads, QA/QC, trainers, etc.), this metric is not a pure measure of management span of control. It is, however, a more useful metric than management span of control because the denominator of this ratio takes into account all personnel that are not directly engaged in customer service activities.
This metric is the Full Time Equivalent Technician headcount divided by the total Desktop Support headcount. It is expressed as a percentage, and represents the percentage of total Desktop Support personnel who are engaged in direct customer service activities.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Technicians as a Percent of Total FTE's
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
90.0%
92.0%
94.0%
96.0%
98.0%
Tech
nic
ian
s a
s a
Perc
en
t o
f T
ota
l FT
E's
Desktop Support
High 97.1%
Average ----- 88.9%
Median 88.1%
Low 79.6%
Company XYZ 87.5%
Key Statistics
Technicians as a Percent of Total
FTE's
150
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
151© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Technician Utilization
Technician Utilization is strongly correlated with the following metrics:
Inbound Contacts per Technician per Month
Cost per Inbound Contact
Cost per Minute of Inbound Handle Time
Technician Occupancy
Average Speed of Answer
Definition
Why it’s Important
Key Correlations
Technician Utilization is the single most important indicator of Technician productivity. It measures the percentage of time that the average Technician is in “work mode”, and is independent of Contact Handle Time or call complexity.
Technician Utilization is the average time that a Technician spends handling both inbound and outbound contacts per month, divided by the number of work hours in a given month. The calculation for Technician Utilization is shown on the next page.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Technician Utilization Defined
Technician
Utilization
((Average number of inbound calls handled by a tech in a month) X (Average inbound handle time in minutes) +
(Average number of outbound calls handled by a tech in a month) X (Average outbound handle time in minutes))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
Tech Utilization is a measure of actual time worked by techs in a month, divided
by total time at work during the month
It takes into account both inbound and outbound contacts handled by the techs
But it does not make adjustments for sick days, holidays, training time, project
time, or idle time
=
© MetricNet, LLC, www.metricnet.com 152
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Example: Desktop Support Technician Utilization
Inbound Contacts per Technician per Month = 375
Outbound Contacts per Technician per Month = 225
Average Inbound Contact Handle Time = 10 minutes
Average Outbound Contact Handle Time = 5 minutes
Technician
Utilization
((375 Inbound Contacts per Month) X (10 minutes) + (225 Outbound Contacts per Month) X (5 minutes)
(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr)= =
50.4%
Technician
Utilization
Technician
Utilization
((Average number of inbound Contacts handled by a Technician in a month) X (Average inbound handle time in minutes) +
(Average number of outbound Contacts handled by a Technician in a month) X (Average outbound handle time in minutes))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)=
153© MetricNet, LLC, www.metricnet.com
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
© MetricNet, LLC, www.metricnet.com
Productivity Metrics: Technician Utilization
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
Tech
nic
ian
Uti
lizati
on
Desktop Support
High 82.9%
Average ----- 58.3%
Median 55.5%
Low 47.1%
Company XYZ 82.9%
Key Statistics
Technician Utilization
154
Service Level Metrics
155
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
156© MetricNet, LLC, www.metricnet.com
Service Level Metrics: Mean Time to Resolve Incidents
Mean Time to Resolve Incidents is strongly correlated with the following metrics:
Customer Satisfaction
Average Incident Work Time
Average Travel Time per Ticket
% of Incidents Resolved in 8 Hours
Service levels, including the MTTR for incidents and service requests, is a key driver of customer satisfaction with Desktop Support.
The Mean Time to Resolve Incidents is the average number of working hours that elapse from the time an incident is reported, until the time the incident is closed. Non working hours are not included in the calculation. If, for example, an incident is reported at 3:00 pm on a Tuesday, and the ticket is closed at 3:00 pm on Wednesday, the MTTR will be 8 hours, not 24 hours.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
157© MetricNet, LLC, www.metricnet.com
Service Level Metrics: Mean Time to Resolve Incidents
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00
50.00
55.00
60.00
65.00
70.00
75.00
80.00
Mean
Tim
e to
Reso
lve In
cid
en
ts (
hrs
)
Desktop Support
High 77.29
Average ----- 11.79
Median 6.30
Low 3.00
Company XYZ 77.29
Key Statistics
Mean Time to Resolve Incidents
(hrs)
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
158© MetricNet, LLC, www.metricnet.com
Service Level Metrics: % of Incidents Resolved in 24 Hours
% of Incidents Resolved in 24 Hours is strongly correlated with the following metrics:
Customer Satisfaction
Average Incident Work Time
Average Travel Time per Ticket
Mean Time to Resolve Incidents
Service levels, including the % of Incidents Resolved in 24 Hours, is a key driver of customer satisfaction with Desktop Support.
The % of Incidents Resolved in 24 hours is fairly self-explanatory. Non-working days are not included in the calculation. So, for example, an incident that is reported at 1:00 pm on a Friday will be resolved in 24 hours if the ticket is closed by 1:00 pm on a Monday.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
159© MetricNet, LLC, www.metricnet.com
Service Level Metrics: % of Incidents Resolved in 24 Hours
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
90.0%
95.0%
% o
f In
cid
en
ts R
eso
lved
in
24 H
ou
rs
Desktop Support
High 86.7%
Average ----- 69.9%
Median 75.3%
Low 30.1%
Company XYZ 30.1%
Key Statistics
% of Incidents Resolved in 24
Hours
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
160© MetricNet, LLC, www.metricnet.com
Service Level Metrics: Mean Time to Fulfill Service Requests
Mean Time to Fulfill Service Requests is strongly correlated with the following metrics:
Customer Satisfaction
Average Service Request Work Time
Average Travel Time per Ticket
% of Service Requests Fulfilled in 24 Hours
Service levels, including the MTTF for service requests and incidents, is a key driver of customer satisfaction with Desktop Support.
The Mean Time to Fulfill Service Requests is the average number of working days that elapse from the time a service request is logged, until the time the service request is completed. Non working days are not included in the calculation. If, for example, a service request is logged at 3:00 pm on a Friday, and the ticket is closed at 3:00 pm on Tuesday, the MTTF will be 2 working days, not 4 working days.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
161© MetricNet, LLC, www.metricnet.com
Service Level Metrics: Mean Time to Fulfill Service Requests
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
5.50
6.00
6.50
7.00
Mean
Tim
e to
Fu
lfill S
erv
ice R
eq
uests
(D
ays)
Desktop Support
High 6.40
Average ----- 3.04
Median 3.10
Low 1.20
Company XYZ 6.40
Key Statistics
Mean Time to Fulfill Service
Requests (Days)
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
162© MetricNet, LLC, www.metricnet.com
Service Level Metrics: % of Service Requests Fulfilled in 72 Hours
% of Service Requests Fulfilled in 72 Hours is strongly correlated with the following metrics:
Customer Satisfaction
Average Service Request Work Time
Average Travel Time per Ticket
Mean Time to Fulfill Service Requests
Service levels, including the % of Service Requests Fulfilled in 72 Hours, is a key driver of customer satisfaction with Desktop Support.
The % of Service Requests Fulfilled in 72 Hours is fairly self-explanatory. Non working days are not included in the calculation. So, for example, a Service Request that is logged at 1:00 pm on a Friday will be fulfilled in 24 hours if the request is fulfilled by 1:00 pm the following Wednesday.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
163© MetricNet, LLC, www.metricnet.com
Service Level Metrics: % of Service Requests Fulfilled in 72 Hours
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
% o
f S
erv
ice R
eq
uests
Fu
lfille
d i
n 7
2 H
ou
rs
Desktop Support
High 80.7%
Average ----- 56.7%
Median 51.8%
Low 33.5%
Company XYZ 42.0%
Key Statistics
% of Service Requests Fulfilled in
72 Hours
Quality Metrics
164
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
165© MetricNet, LLC, www.metricnet.com
Quality Metrics: Customer Satisfaction
Customer Satisfaction is strongly correlated with the following metrics:
First Contact Resolution Rate
Call Quality
Definition
Why it’s Important
Key Correlations
Customer Satisfaction is the single most important measure of Desktop Support quality. Any successful Desktop Support will have consistently high Customer Satisfaction ratings. Some Desktop Support managers are under the impression that a low Cost per Inbound Contact may justify a lower level of Customer Satisfaction. But this is not true. MetricNet’s research shows that even Desktop Support’s with a very low Cost per Inbound Contact can achieve consistently high Customer Satisfaction ratings.
Customer Satisfaction is the percentage of customers who are either satisfied or very satisfied with their Desktop Support experience. This metric can be captured in a numbers of ways including automatic after-call IVR surveys, follow-up outbound (live Technician) calls, Email surveys, postal surveys, etc.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
166© MetricNet, LLC, www.metricnet.com
Quality Metrics: Customer Satisfaction
62.0%
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
90.0%
92.0%
94.0%
96.0%
98.0%
100.0%
Cu
sto
mer
Sati
sfa
cti
on
Desktop Support
High 98.5%
Average ----- 84.9%
Median 86.6%
Low 66.5%
Company XYZ 92.0%
Key Statistics
Customer Satisfaction
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
167© MetricNet, LLC, www.metricnet.com
Quality Metrics: Incident First Visit Resolution Rate
Incident First Visit Resolution Rate is strongly correlated with the following metrics:
Customer Satisfaction
New Technician Training Hours
Annual Technician Training Hours
Average Incident Work Time
Incident First Visit Resolution Rate is one of the biggest drivers of Customer Satisfaction. A high Incident First Visit Resolution Rate is almost always associated with high levels of Customer Satisfaction. Desktop Support groups that emphasize training and have good technology tools generally enjoy a higher than average Incident First Visit Resolution Rate.
Incident First Visit Resolution Rate is the percentage of incidents that are resolved on the first visit to the customer. Incidents that require a second visit, or are otherwise unresolved on the first visit for any reason, do not qualify for Incident First Visit Resolution.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
168© MetricNet, LLC, www.metricnet.com
Quality Metrics: Incident First Visit Resolution Rate
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
90.0%
92.0%
94.0%
96.0%
Incid
en
t F
irst
Vis
it R
eso
luti
on
Rate
Desktop Support
High 95.1%
Average ----- 84.5%
Median 85.3%
Low 67.0%
Company XYZ N/A
Key Statistics
Incident First Visit Resolution Rate
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
169© MetricNet, LLC, www.metricnet.com
Quality Metrics: % Resolved Level 1 Capable
% Resolved Level 1 Capable is strongly correlated with the following metrics:
Average Incident Work Time
Tickets per Seat per Month
Incidents per Seat per Month
Tickets resolved by Desktop Support that could have been resolved by the Level 1 Service Desk represent defects. Since the cost of resolution is typically much higher at Desktop Support than it is for Level 1 support, every ticket that is unnecessarily escalated by Level 1 to Desktop Support incurs unnecessary costs. To minimize TCO for end-user support, the % Resolved Level 1 Capable should be as low as possible.
% Resolved Level 1 Capable is the percentage of tickets resolved by Desktop Support that could have been resolved by the Level 1 Service Desk. This metric is generally tracked by sampling desktop tickets after the fact to determine the percentage that could have been resolved at Level 1, or by having the Desktop Support technician check a box on the trouble ticket when closing a ticket, that indicates that the ticket could have been resolved at Level 1.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
170© MetricNet, LLC, www.metricnet.com
Quality Metrics: % Resolved Level 1 Capable
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
22.0%
24.0%
26.0%
28.0%
30.0%
% R
eso
lved
Level
1 C
ap
ab
le
Desktop Support
High 29.0%
Average ----- 18.8%
Median 19.1%
Low 6.9%
Company XYZ N/A
Key Statistics
% Resolved Level 1 Capable
Technician Metrics
171
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
172© MetricNet, LLC, www.metricnet.com
Technician Metrics: Annual Technician Turnover
Annual Technician Turnover is strongly correlated with the following metrics:
Daily Technician Absenteeism
Annual Technician Training Hours
Customer Satisfaction
Net First Contact Resolution Rate
Cost per Inbound Contact
Technician Job Satisfaction
Definition
Why it’s Important
Key Correlations
Technician turnover is costly. Each time a Technician leaves Desktop Support, a new Technician needs to be hired to replace the outgoing Technician. This results in costly recruiting, hiring, and training expenses. Additionally, it is typically several weeks or even months before a Technician is fully productive, so there is lost productivity associated with Technician turnover as well. High Technician turnover is generally associated with low Technician morale in a Desktop Support.
Annual Technician Turnover is the percentage of Technicians that leave Desktop Support, for any reason (voluntarily or involuntarily), on an annual basis.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
173© MetricNet, LLC, www.metricnet.com
Technician Metrics: Annual Technician Turnover
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
An
nu
al T
ech
nic
ian
Tu
rno
ver
Desktop Support
High 62.3%
Average ----- 30.6%
Median 28.5%
Low 9.6%
Company XYZ 62.3%
Key Statistics
Annual Technician Turnover
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
174© MetricNet, LLC, www.metricnet.com
Technician Metrics: Daily Technician Absenteeism
Daily Technician Absenteeism is strongly correlated with the following metrics:
Annual Technician Turnover
Technician Job Satisfaction
Technician Utilization
Cost per Inbound Contact
Contacts per Technician per Month
Definition
Why it’s Important
Key Correlations
High Technician Absenteeism is problematic because it makes it difficult for a Desktop Support to schedule resources efficiently. High absenteeism can severely impact a Desktop Support’s operating performance, and increase the likelihood that service level targets will be missed. A Desktop Support’s ASA and Call Abandonment Rate typically suffer when absenteeism is high. Also, chronically high absenteeism is often a sign of low Technician morale.
Daily Technician Absenteeism is the average percentage of Technicians with an unexcused absence on any given day. It is calculated by dividing the number of absent Technicians by the total number of Technicians that are scheduled to be at work.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
175© MetricNet, LLC, www.metricnet.com
Technician Metrics: Daily Technician Absenteeism
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
11.0%
12.0%
Daily T
ech
nic
ian
Ab
sen
teeis
m
Desktop Support
High 11.0%
Average ----- 4.6%
Median 3.9%
Low 0.6%
Company XYZ 11.0%
Key Statistics
Daily Technician Absenteeism
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
176© MetricNet, LLC, www.metricnet.com
Technician Metrics: New Technician Training Hours
New Technician Training Hours are strongly correlated with the following metrics:
Call Quality
Net First Contact Resolution Rate
Customer Satisfaction
Inbound Contact Handle Time
Technician Job Satisfaction
Definition
Why it’s Important
Key Correlations
New Technician Training Hours are strongly correlated with Call Quality and Net First Contact Resolution Rate. particularly during a Technician’s first few months on the job. The more training a new Technician receives, the higher the Call Quality and Net FCR will typically be. This, in turn, has a positive effect on many other performance metrics including Customer Satisfaction. Perhaps most importantly, training levels have a strong impact on Technician morale: Technicians who receive more training typically have higher levels of job satisfaction.
The name of this metric is somewhat self explanatory. New Technician Training Hours is the number of training hours (including classroom, CBT, self-study, shadowing, being coached, and OJT) that a new Technicians receives before he/she is allowed to handle customer contacts independently.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
177© MetricNet, LLC, www.metricnet.com
Technician Metrics: New Technician Training Hours
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
150
New
Tech
nic
ian
Tra
inin
g H
ou
rs
Desktop Support
High 146
Average ----- 59
Median 61
Low 0
Company XYZ 80
Key Statistics
New Technician Training Hours
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
178© MetricNet, LLC, www.metricnet.com
Technician Metrics: Annual Technician Training Hours
Annual Technician Training Hours are strongly correlated with the following metrics:
Call Quality
Net First Contact Resolution Rate
Customer Satisfaction
Inbound Contact Handle Time
Technician Job Satisfaction
Definition
Why it’s Important
Key Correlations
Annual Technician Training Hours are strongly correlated with Call Quality, Customer Satisfaction, and Net First Contact Resolution Rate. Perhaps most importantly, training levels have a strong impact on Technician morale: Technicians who train more typically have higher levels of job satisfaction.
Annual Technician Training Hours is the average number of training hours (including classroom, CBT, self-study, shadowing, etc.) that a Technician receives on an annual basis. This number includes any training hours that a Technician receives that are not part of the Technician’s initial (new Technician) training, but it does not include routine team meetings, shift handoffs, or other activities that do not involve formal training.
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
179© MetricNet, LLC, www.metricnet.com
Technician Metrics: Annual Technician Training Hours
0
5
10
15
20
25
30
35
40
45
50
55
60
An
nu
al T
ech
nic
ian
Tra
inin
g H
ou
rs
Desktop Support
High 56
Average ----- 10
Median 3
Low 0
Company XYZ N/A
Key Statistics
Annual Technician Training Hours
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
180© MetricNet, LLC, www.metricnet.com
Technician Metrics: Technician Tenure (months)
Technician tenure is a measure of Technician experience. Virtually every metric related to Desktop Support cost and quality is impacted by the level of experience the Technicians have.
Technician tenure is the average number of months that Technicians have worked on a particular Desktop Support.
Technician tenure is strongly correlated with the following metrics:
Cost per Inbound Contact
Call Quality
Customer Satisfaction
Annual Technician Turnover
Training Hours
Coaching Hours
Inbound Contact Handle Time
Net First Contact Resolution Rate
Technician Job Satisfaction
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
181© MetricNet, LLC, www.metricnet.com
Technician Metrics: Technician Tenure (months)
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
55.0
60.0
65.0
70.0
75.0
80.0
85.0
90.0
Tech
nic
ian
Ten
ure
(m
on
ths)
Desktop Support
High 88.0
Average ----- 43.9
Median 37.4
Low 14.6
Company XYZ 14.6
Key Statistics
Technician Tenure (months)
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
182© MetricNet, LLC, www.metricnet.com
Technician Metrics: Technician Job Satisfaction
Technician Job Satisfaction is strongly correlated with the following metrics:
Annual Technician Turnover
Daily Technician Absenteeism
Technician Training Hours
Technician Coaching Hours
Definition
Why it’s Important
Key Correlations
Technician Job Satisfaction is a proxy for Technician morale. And morale, while difficult to measure, is a bellwether metric that affects almost every other metric in Desktop Support. High performance Desktop Supports almost always have high levels of Technician Job Satisfaction. Perhaps more importantly, this metric can be controlled and improved through training, coaching, and career pathing.
Technician Job Satisfaction is the percent of Technicians in a Desktop Support that are either satisfied or very satisfied with their jobs.
Customer Satisfaction
Net First Contact Resolution Rate
Inbound Contact Handle Time
Cost per Inbound Contact
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
183© MetricNet, LLC, www.metricnet.com
Technician Metrics: Technician Job Satisfaction
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
Tech
nic
ian
Jo
b S
ati
sfa
cti
on
Desktop Support
High 85.4%
Average ----- 78.3%
Median 78.1%
Low 69.9%
Company XYZ 78.6%
Key Statistics
Technician Job Satisfaction
Ticket Handling Metrics
184
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
185© MetricNet, LLC, www.metricnet.com
Ticket Handling Metrics: Average Incident Work Time
Average Incident Work Time is strongly correlated with the following metrics:
Cost per Incident
Incidents per Technician per Month
Incident First Visit Resolution Rate
Incident Work Time is one of the basic units of work in Desktop Support. Average Incident Work Time, therefore, represents the amount of labor required to resolve one incident.
Average Incident Work Time is the average time that a technician spends to resolve an incident. This does not include travel time to and from the customer, or time between visits if multiple visits are required to the user’s desktop to resolve an incident. It includes only the time that a technician spends actually working on an incident.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
186© MetricNet, LLC, www.metricnet.com
Ticket Handling Metrics: Average Incident Work Time
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
Avera
ge In
cid
en
t W
ork
Tim
e (m
inu
tes)
Desktop Support
High 40.6
Average ----- 21.1
Median 19.2
Low 11.1
Company XYZ 35.0
Key Statistics
Average Incident Work Time
(minutes)
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
187© MetricNet, LLC, www.metricnet.com
Average Service Request Work Time is strongly correlated with the following metrics:
Cost per Service Request
Service Requests per Technician per Month
Service Request Work Time is one of the basic units of work in Desktop Support. Average Service Request Work Time, therefore, represents the amount of labor required to fulfill one service request.
Average Service Request Work Time is the average time that a technician spends to resolve a service request. This does not include travel time to and from the customer, or time between visits if multiple visits are required to fulfill a service request. It includes only the time that a technician spends actually fulfilling a service request.
Definition
Why it’s Important
Key Correlations
Ticket Handling Metrics: Average Service Request Work Time
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
188© MetricNet, LLC, www.metricnet.com
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
110.0
Avera
ge S
erv
ice R
eq
uest
Wo
rk T
ime (m
inu
tes)
Desktop Support
High 108.0
Average ----- 48.7
Median 45.0
Low 21.0
Company XYZ 50.0
Key Statistics
Average Incident Work Time
(minutes)
Ticket Handling Metrics: Average Service Request Work Time
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
189© MetricNet, LLC, www.metricnet.com
Ticket Handling Metrics: Estimated Travel Time per Ticket
Average Travel Time per Ticket is strongly correlated with the following metrics:
Cost per Ticket
Number of Tickets per Technician per Month
Unlike the Level 1 Service Desk where support is provided remotely, Desktop Support, by definition, requires onsite support. Getting to and from the site of a ticket can be very time consuming, and will influence the number of tickets a technician can handle in a day or a month. This, in turn, influences the level of staffing required in the Desktop Support organization.
Average Travel Time per Ticket is the average round trip travel time to get to and from the site of a user or device being serviced. In a high density user environment (e.g., high rise office building) the Travel Time per Ticket will typically be less than 20 minutes. By contrast, in a more distributed user environment (e.g., field or campus locations), the Travel Time per Ticket will be correspondingly longer.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
190© MetricNet, LLC, www.metricnet.com
Ticket Handling Metrics: Estimated Travel Time per Ticket
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
Esti
mate
d T
ravel T
ime p
er
Tic
ket (m
inu
tes)
Desktop Support
High 99.0
Average ----- 34.5
Median 30.0
Low 10.0
Company XYZ 10.0
Key Statistics
Estimated Travel Time per Ticket
(minutes)
Workload Metrics
191
Company
XYZ
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
192© MetricNet, LLC, www.metricnet.com
Workload Metrics: Tickets per Seat per Month
Tickets per Seat per Month is strongly correlated with the following metrics:
Incidents per Seat per Month
Service Requests per Seat per Month
The number of Tickets per Seat per Month will drive the workload, and hence the staffing for a Desktop Support group. Desktop Support staffing decisions should be based on this metric, rather than the number of users being supported.
Tickets per Seat per Month is a measure of the volume of Desktop Support work generated by a given user population. The number of Tickets per Seat per Month can vary dramatically from one organization to another, driven by factors such as the age of devices being supported, the number of mobile devices, the location of users (office, home, field), the number of laptop computers, and myriad other factors.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
193© MetricNet, LLC, www.metricnet.com
Workload Metrics: Tickets per Seat per Month
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
1.10
Tic
kets
per
Seat
per
Mo
nth
Desktop Support
High 1.01
Average ----- 0.52
Median 0.46
Low 0.19
Company XYZ 0.33
Key Statistics
Tickets per Seat per Month
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
194© MetricNet, LLC, www.metricnet.com
Workload Metrics: Incidents per Seat per Month
Incidents per Seat per Month is strongly correlated with the following metrics:
Tickets per Seat per Month
The number of Incidents per Seat per Month is a major workload driver, and will therefore have a strong impact on staffing decisions for Desktop Support.
Incidents per Seat per Month is a key measure of the volume of Desktop Support work generated by a given user population. The number of Incidents per Seat per Month can vary dramatically from one organization to another, driven by factors such as the age of devices being supported, the number of mobile devices, the location of users (office, home, field), the number of laptop computers, and myriad other factors.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
195© MetricNet, LLC, www.metricnet.com
Workload Metrics: Incidents per Seat per Month
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
Incid
en
ts p
er
Seat
per
Mo
nth
Desktop Support
High 0.85
Average ----- 0.39
Median 0.27
Low 0.05
Company XYZ 0.05
Key Statistics
Incidents per Seat per Month
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
196© MetricNet, LLC, www.metricnet.com
Workload Metrics: Service Requests per Seat per Month
Service Requests per Seat per Month is strongly correlated with the following metrics:
Tickets per Seat per Month
The number of Service Requests per Seat per Month is a major workload driver, and will therefore have a strong impact on staffing decisions for Desktop Support.
Service Requests per Seat per Month is a key measure of the volume of Desktop Support work generated by a given user population. The number of Service Requests per Seat per Month can vary dramatically from one organization to another, driven by factors such as the number of move/add/change requests, the age of devices being supported, the location of users (office, home, field), the frequency of device refreshes, and myriad other factors.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
197© MetricNet, LLC, www.metricnet.com
Workload Metrics: Service Requests per Seat per Month
0.00
0.02
0.04
0.06
0.08
0.10
0.12
0.14
0.16
0.18
0.20
0.22
0.24
0.26
0.28
0.30
Serv
ice R
eq
uests
per
Seat
per
Mo
nth
Desktop Support
High 0.28
Average ----- 0.12
Median 0.11
Low 0.04
Company XYZ 0.28
Key Statistics
Service Requests per Seat per
Month
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
198© MetricNet, LLC, www.metricnet.com
Workload Metrics: Incidents as a % of Total Ticket Volume
Incidents as a % of Total Ticket Volume is strongly correlated with the following metrics:
Cost per Ticket
Tickets per Technician per Month
Incidents are generally unplanned work (e.g., device break/fix), while the majority of service requests are planned work (e.g., move/add/change). Incidents as a % of Total Ticket Volume is therefore a measure of the percentage of Desktop Support work that is made up of unplanned work (incidents).
Incidents as a % of Total Ticket Volume is a fairly self-explanatory metric. It is an indicator of the mix of work (Incidents vs. Service Requests) handled by a Desktop Support group. Most Desktop Support organizations receive more incidents than service requests. Since incidents are generally less costly to resolve than service requests, the higher the number of Incidents as a % of Total Ticket Volume, the lower the Cost per Ticket will be.
Definition
Why it’s Important
Key Correlations
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
199© MetricNet, LLC, www.metricnet.com
Workload Metrics: Incidents as a % of Total Ticket Volume
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
80.0%
85.0%
90.0%
95.0%
100.0%
Incid
en
ts a
s a
% o
f T
ota
l Tic
ket
Vo
lum
e
Desktop Support
High 93.4%
Average ----- 70.7%
Median 75.4%
Low 13.8%
Company XYZ 13.8%
Key Statistics
Incidents as a % of Total Ticket
Volume
About MetricNet:
Your Benchmarking Partner
200
Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.
Your Project Manager: Jeff Rumburg
201© MetricNet, LLC, www.metricnet.com
Jeff Rumburg is a co-founder and Managing Partner at MetricNet,
LLC. Jeff is responsible for global strategy, product development,
and financial operations for the company. As a leading expert in
benchmarking and re-engineering, Mr. Rumburg authored a best
selling book on benchmarking, and has been retained as a
benchmarking expert by such well-known companies as American
Express, Hewlett-Packard, and GM. Prior to co-founding
MetricNet, Mr. Rumburg was president and founder of The Verity
Group, an international management consulting firm specializing in
IT benchmarking. While at Verity, Mr. Rumburg launched a number
of syndicated benchmarking services that provided low cost
benchmarks to more than 1,000 corporations worldwide.
Mr. Rumburg has also held a number of executive positions at META Group, and Gartner, Inc. As
a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global
benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was
focused on business and product development for IT benchmarking. Mr. Rumburg's education
includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations
Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He
is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality
and Productivity Improvement, and has taught graduate-level engineering and business courses.
Mr. Rumburg serves on the Strategic Advisory Board for HDI, formerly the Help Desk Institute.
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25 Years of Desktop Support Benchmarking Data
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Nearly 60 Industry Best Practices
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