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Establishing a Service Establishing a Service Desk Desk Carrie Powers Carrie Powers Help Desk Team Leader Help Desk Team Leader Analysts International Corporation Analysts International Corporation
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Jan2007 Establishing A Service Desk Draft

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Page 1: Jan2007   Establishing A Service Desk Draft

Establishing a Service DeskEstablishing a Service Desk

Carrie PowersCarrie Powers

Help Desk Team LeaderHelp Desk Team Leader

Analysts International CorporationAnalysts International Corporation

Page 2: Jan2007   Establishing A Service Desk Draft

IntroductionIntroduction

The Help Desk of Before – Circa 1994The Help Desk of Before – Circa 1994– Reactive response to unplanned situationsReactive response to unplanned situations– Tactical fire-fightingTactical fire-fighting– IT has little involvement in strategy definitionIT has little involvement in strategy definition– Supported, on average, about 20 applicationsSupported, on average, about 20 applications– Average call volume of 20-40 calls/day/agentAverage call volume of 20-40 calls/day/agent– Limited asset management controlLimited asset management control– Limited control of change & configuration managementLimited control of change & configuration management– Outside of simple Level 1, Help Desk is a call-routing Outside of simple Level 1, Help Desk is a call-routing

organizationorganization

Page 3: Jan2007   Establishing A Service Desk Draft

Help Desk of BeforeHelp Desk of BeforeProblems With This ModelProblems With This Model

ReactiveReactive– Dependent upon users reporting a problemDependent upon users reporting a problem

QualityQuality– Inconsistent deliveryInconsistent delivery

Key StaffKey Staff– Overly dependent upon key staffOverly dependent upon key staff

Change ManagementChange Management– Uncoordinated / unreported changes would take placeUncoordinated / unreported changes would take place

AnalysisAnalysis– Little information was tracked and analyzed to formulate Little information was tracked and analyzed to formulate

management decisionsmanagement decisions

Page 4: Jan2007   Establishing A Service Desk Draft

Fast Forward…Fast Forward…

Globalization and increased competitionGlobalization and increased competition Tightened IT budgetsTightened IT budgets

– Increased scrutiny of expendituresIncreased scrutiny of expenditures

100-fold increase in the number of applications 100-fold increase in the number of applications now supported by the Help Desknow supported by the Help Desk

40-70 tickets / day / agent40-70 tickets / day / agent Reduction in the number of “easy” tickets due to Reduction in the number of “easy” tickets due to

the implementation of some automated, self-the implementation of some automated, self-service toolsservice tools

Page 5: Jan2007   Establishing A Service Desk Draft

Carrying This Scenario ForwardCarrying This Scenario Forward

Adapting the 1994 model by simply adding Adapting the 1994 model by simply adding tools and tightening talk times will lead to:tools and tightening talk times will lead to:– An ever increasing spiral of calls with An ever increasing spiral of calls with

diminishing returns from automation toolsdiminishing returns from automation tools– Application of “band-aids” such as near and off-Application of “band-aids” such as near and off-

shore outsourcing and/or an increase of Service shore outsourcing and/or an increase of Service Level Agreements (SLAs)Level Agreements (SLAs)

– Continuing user dissatisfactionContinuing user dissatisfaction

Page 6: Jan2007   Establishing A Service Desk Draft

Realization SummaryRealization Summary

An IT organization must adapt to survive by becoming An IT organization must adapt to survive by becoming more customer-focusedmore customer-focused

Service delivery will become increasingly complexService delivery will become increasingly complex Without conscious effort, the number of issues will continue Without conscious effort, the number of issues will continue

to increase out of controlto increase out of control

The Help Desk touches the end-user base more often than The Help Desk touches the end-user base more often than any other departmentany other department

The Help Desk can serve in front-line issue reduction and The Help Desk can serve in front-line issue reduction and cost avoidancecost avoidance

““Progress is not an accident… but a beneficent necessity” – Progress is not an accident… but a beneficent necessity” – Herbert SpencerHerbert Spencer

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How Does One Make Progress?How Does One Make Progress?

End-user perception of the IT department is End-user perception of the IT department is often based upon experiences with the Help often based upon experiences with the Help DeskDesk– The IT department is reliant upon other The IT department is reliant upon other

business units for its capital to insure that the business units for its capital to insure that the end-users from those business units receive the end-users from those business units receive the best service possiblebest service possible

Page 8: Jan2007   Establishing A Service Desk Draft

Help Desk CreationHelp Desk CreationBusiness Goals and ObjectivesBusiness Goals and Objectives

Business objectivesBusiness objectives– DefinitionDefinition

Specific deliverables that a company may need; related to cost, Specific deliverables that a company may need; related to cost, revenue generation, and customer satisfactionrevenue generation, and customer satisfaction

– These goals are typically set once per year and coincide These goals are typically set once per year and coincide with the annual corporate budgeting processwith the annual corporate budgeting process

– Should provide guidance towards budget approach and Should provide guidance towards budget approach and measure call center effectiveness and the organization’s measure call center effectiveness and the organization’s progress against cost control, revenue generation, and progress against cost control, revenue generation, and customer satisfaction; employee satisfaction is also customer satisfaction; employee satisfaction is also included as a requirementincluded as a requirement

– Business objectives are provided by the corporation or Business objectives are provided by the corporation or senior management to the support centersenior management to the support center

Page 9: Jan2007   Establishing A Service Desk Draft

Help Desk CreationHelp Desk CreationBusiness Goals and ObjectivesBusiness Goals and Objectives

Clearly define goalsClearly define goals– Well defined, these goals are the gauge that tell Well defined, these goals are the gauge that tell

you about the performance of your support you about the performance of your support centercenter

Current AssessmentCurrent Assessment– Where are you now?Where are you now?– Where do you want to be?Where do you want to be?– Identify the gapsIdentify the gaps

Page 10: Jan2007   Establishing A Service Desk Draft

Help Desk CreationHelp Desk CreationBusiness Goals and ObjectivesBusiness Goals and Objectives

Identify IT PrioritiesIdentify IT Priorities ServiceService

– Relating to the quality, quantity, and alignment of support and IT Relating to the quality, quantity, and alignment of support and IT within the businesswithin the business

TechnologyTechnology– Hardware, software, and infrastructure acquisition upgrade and Hardware, software, and infrastructure acquisition upgrade and

replacementreplacement ProjectProject

– Relating to meeting the needs of another business unitRelating to meeting the needs of another business unit– For the support center, project priorities present an opportunity to For the support center, project priorities present an opportunity to

show how well the support staff understands its customers and the show how well the support staff understands its customers and the operations of the businessoperations of the business

Priorities can change frequently in some Priorities can change frequently in some businesses, as frequently as by quarter to quarterbusinesses, as frequently as by quarter to quarter

Page 11: Jan2007   Establishing A Service Desk Draft

Help Desk CreationHelp Desk CreationBusiness Goals and ObjectivesBusiness Goals and Objectives

Align the support desk with the businessAlign the support desk with the business– By understanding the business, support desk By understanding the business, support desk

managers can ebb and flow alongside changing managers can ebb and flow alongside changing business priorities to meet the business’ needsbusiness priorities to meet the business’ needs

– Get input from your customersGet input from your customers Fundamentally, customers are the reason support Fundamentally, customers are the reason support

people exist and why businesses existpeople exist and why businesses exist

Page 12: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations BudgetBudget

– Identify “budget elements”Identify “budget elements” Support desk staffingSupport desk staffing Support desk statisticsSupport desk statistics Support desk service level agreements (SLAs)Support desk service level agreements (SLAs) Support desk equipmentSupport desk equipment

– I.e., cubicles, desk chairs, workstationsI.e., cubicles, desk chairs, workstations Support desk locationSupport desk location

– Reliable telecommunicationsReliable telecommunications Automatic Call Distribution (ACD) SystemAutomatic Call Distribution (ACD) System Interactive Voice Response (IVR) SystemInteractive Voice Response (IVR) System Voice Over Internet Protocol (VOIP) SystemVoice Over Internet Protocol (VOIP) System

– Availability and skill of the workforceAvailability and skill of the workforce– Overall cost of running the operation at the locationOverall cost of running the operation at the location

In an urban setting, there is an increase in available skilled labor and In an urban setting, there is an increase in available skilled labor and competition for labor, but wages can also be expected to be higher as a resultcompetition for labor, but wages can also be expected to be higher as a result

Disaster recoveryDisaster recovery Travel expensesTravel expenses

Page 13: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

Budget (cont’d)Budget (cont’d)– ROI – “Return on Investment”ROI – “Return on Investment”

Upper management uses ROI to assist with determining what Upper management uses ROI to assist with determining what projects are worthy of funding with their limited capitalprojects are worthy of funding with their limited capital

““Is there a way that we can invest one dollar that will save us Is there a way that we can invest one dollar that will save us fifteen dollars elsewhere?” (Hint, it could be support!)fifteen dollars elsewhere?” (Hint, it could be support!)

3 Influences:3 Influences:– Track record of successTrack record of success– The business’ need for what you are proposingThe business’ need for what you are proposing

Learn how to tap into other budgets by working with other Learn how to tap into other budgets by working with other departments with common goals; learn what can be departments with common goals; learn what can be capitalized and what cannotcapitalized and what cannot

– Positive feeling that the return on investment is real and of Positive feeling that the return on investment is real and of reasonable time for the costreasonable time for the cost

Page 14: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROIHow to calculate ROI Determine the Average Cost per TechnicianDetermine the Average Cost per Technician Determine the Number of Annual IncidentsDetermine the Number of Annual Incidents Determine the Average Incident Resolution Time Determine the Average Incident Resolution Time

in minutesin minutes Determine the Average Cost per IncidentDetermine the Average Cost per Incident Determine your Annual Support CostDetermine your Annual Support Cost Determine SavingsDetermine Savings Determine New Annual Support CostDetermine New Annual Support Cost

Page 15: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine the Average Cost per TechnicianDetermine the Average Cost per Technician

– Average Technician Salary x Overhead Percentage = Average Technician Salary x Overhead Percentage = Average Cost per TechnicianAverage Cost per Technician

– Divide this number by the number of annual working Divide this number by the number of annual working hours (40 hours x 52 weeks per year)hours (40 hours x 52 weeks per year)

– Divide the resulting number by 60 minutes to get a Divide the resulting number by 60 minutes to get a dollars per minute countdollars per minute count

– i.e.i.e. $45,000 x 20% = $54,000$45,000 x 20% = $54,000 $54,000 / 2,800 hours = $26 per hour$54,000 / 2,800 hours = $26 per hour $26 per working hour / 60 minutes = $ 0.43 per minute average $26 per working hour / 60 minutes = $ 0.43 per minute average

cost per techniciancost per technician

Page 16: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine the Number of Annual IncidentsDetermine the Number of Annual Incidents

– Multiply the number of new incidents per day by Multiply the number of new incidents per day by the number of support days per yearthe number of support days per year

– i.e.i.e. When estimating new incidents per day, consider When estimating new incidents per day, consider

those received via e-mail, telephone, and in-personthose received via e-mail, telephone, and in-person 50 new incidents per day x 250 days per year = 50 new incidents per day x 250 days per year =

12,500 annual incidents12,500 annual incidents

Page 17: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine the Average Incident Resolution Determine the Average Incident Resolution

Time in minutesTime in minutes– If possible, incorporate escalation percentages If possible, incorporate escalation percentages

for the different support levelsfor the different support levels– May also rely upon data from any support desk May also rely upon data from any support desk

tools availabletools available– i.e.i.e.

Average incident resolution time = 24 minutesAverage incident resolution time = 24 minutes

Page 18: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine the Average Cost per IncidentDetermine the Average Cost per Incident

– Multiply the Average Incident Length by the Multiply the Average Incident Length by the Average Cost per TechnicianAverage Cost per Technician

– i.e.i.e. 24 minutes average incident resolution time x $0.43 24 minutes average incident resolution time x $0.43

minute average cost per technician = $10.17 average minute average cost per technician = $10.17 average cost per incidentcost per incident

Page 19: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine your Annual Support CostDetermine your Annual Support Cost

– Multiply the Average Cost per Incident by the Multiply the Average Cost per Incident by the Number of IncidentsNumber of Incidents

– i.e.i.e. $10.17 average cost per incident x 12,500 annual $10.17 average cost per incident x 12,500 annual

incidents = $127,125 annual support costincidents = $127,125 annual support cost

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ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine SavingsDetermine Savings

– Goal is to save time on incidents and to reduce incident countsGoal is to save time on incidents and to reduce incident counts– Estimate the number of minutes that will be saved per incident and Estimate the number of minutes that will be saved per incident and

use that number to come up with a New Average Cost Per Incidentuse that number to come up with a New Average Cost Per Incident– (Average Incident Resolution Time – Minutes Saved Per Incident) x (Average Incident Resolution Time – Minutes Saved Per Incident) x

(Per Minute Average Cost Per Technician) = New Average Cost (Per Minute Average Cost Per Technician) = New Average Cost Per IncidentPer Incident

– i.e.i.e. (24 minute average incident resolution time – 2 minutes saved) x $0.43 (24 minute average incident resolution time – 2 minutes saved) x $0.43

per minute average cost per technician = $9.46 new cost per incidentper minute average cost per technician = $9.46 new cost per incident

Page 21: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

How to calculate ROI (cont’d)How to calculate ROI (cont’d) Determine New Annual Support CostDetermine New Annual Support Cost

– Estimate a percentage decrease in reported incidentsEstimate a percentage decrease in reported incidents– New Cost Per Incident x (1 – % decrease in Reported Incidents) x New Cost Per Incident x (1 – % decrease in Reported Incidents) x

Total Annual Calls = New Annual Support CostTotal Annual Calls = New Annual Support Cost– i.e., 10% decreasei.e., 10% decrease

$9.46 new cost per incident x (1 - .10 decrease) x 12,500 annual $9.46 new cost per incident x (1 - .10 decrease) x 12,500 annual incidents = $106,425 new annual support costincidents = $106,425 new annual support cost

– Annual savings is determined by subtracting the New Annual Annual savings is determined by subtracting the New Annual Support Cost from the Current Annual Support CostSupport Cost from the Current Annual Support Cost $127,125 annual support cost = $106,425 new annual support cost = $127,125 annual support cost = $106,425 new annual support cost =

$20,700 annual savings$20,700 annual savings

– This information can be used towards setting goals or purchasing a This information can be used towards setting goals or purchasing a new applicationnew application

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ConsiderationsConsiderations

StaffingStaffing What will be the support desk’s size?What will be the support desk’s size?

– It is always good practice to make sure that It is always good practice to make sure that your staff is the right size no matter what your staff is the right size no matter what department you are in; running a cost-effective department you are in; running a cost-effective efficient department goes a long way towards efficient department goes a long way towards making certain you are respected and seen as a making certain you are respected and seen as a credible and good managercredible and good manager

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ConsiderationsConsiderationsStaffing (cont’d)Staffing (cont’d) EmployeesEmployees

– Initially calculate:Initially calculate: SalariesSalaries BenefitsBenefits OvertimeOvertime Vacation TimeVacation Time Sick TimeSick Time Training TimeTraining Time

– Also Off-Call TimeAlso Off-Call Time Call Follow-Up TimeCall Follow-Up Time Data-Entry TimeData-Entry Time Email / Fax / Walk-Up Request Management TimeEmail / Fax / Walk-Up Request Management Time Project TimeProject Time

Many IT Departments fail to consider the amount of time spent by support desk staff Many IT Departments fail to consider the amount of time spent by support desk staff doing other necessary tasks besides answering inbound customer phone calls; this is doing other necessary tasks besides answering inbound customer phone calls; this is one of the key reasons why many service desks are understaffedone of the key reasons why many service desks are understaffed

Page 24: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

Staffing (cont’d)Staffing (cont’d) StatisticsStatistics

– # of Supported End-Users# of Supported End-Users– Projected Call VolumeProjected Call Volume– Projected Call DelayProjected Call Delay– Cost Per CallCost Per Call

Note: There is no standard way to calculate Cost Per Call Note: There is no standard way to calculate Cost Per Call because the definition of cost varies from one organization to because the definition of cost varies from one organization to the nextthe next

Cost Per Call calculations can include the following factors: Cost Per Call calculations can include the following factors: employee salaries, building facilities / utilities, IT capital employee salaries, building facilities / utilities, IT capital equipment costs, etc.equipment costs, etc.

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ConsiderationsConsiderations

Staffing (cont’d)Staffing (cont’d) Service Levels to ProvideService Levels to Provide

– Must consider business goals of satisfying customers, Must consider business goals of satisfying customers, generating revenue, and managing costs and create a generating revenue, and managing costs and create a balance that optimizes support center and corporate balance that optimizes support center and corporate performanceperformance

– Service level balances customer tolerances for waiting Service level balances customer tolerances for waiting to speak with the “next available agent,” the cost of to speak with the “next available agent,” the cost of providing service, and the revenue opportunity cost of providing service, and the revenue opportunity cost of customers who abandong their call and never call againcustomers who abandong their call and never call again

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ConsiderationsConsiderations What scopes of support will the support center deliver (application What scopes of support will the support center deliver (application

support, hardware support, remote support, desk-side support)?support, hardware support, remote support, desk-side support)? What types of management support services will the support center What types of management support services will the support center

provide (supervisors, trainers, analysts, etc.)?provide (supervisors, trainers, analysts, etc.)? What are the skill requirements for agents and management?What are the skill requirements for agents and management? What kinds of services will the support center provide (inbound service, What kinds of services will the support center provide (inbound service,

outbound service)?outbound service)? What hours of support will be provided (24 x 7, business hours only)?What hours of support will be provided (24 x 7, business hours only)? Will this be a standalone support center or part of a network of support Will this be a standalone support center or part of a network of support

centers?centers? What technology is needed to support the services that the support What technology is needed to support the services that the support

center will provide?center will provide?

Page 27: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

Online Support Desk CalculatorsOnline Support Desk Calculators http://www.ansapoint.com/calculator/http://www.ansapoint.com/calculator/ http://www.cctgroup.com/tools.html/http://www.cctgroup.com/tools.html/ http://www.erlang.com/calculator/http://www.erlang.com/calculator/

– Erlang-C CalculatorErlang-C Calculator Used to calculate the number of agents required to staff average call Used to calculate the number of agents required to staff average call

volume and average delay time for a given hourvolume and average delay time for a given hour– Call Center CalculatorCall Center Calculator

Used to calculate the number of agents required to staff average call Used to calculate the number of agents required to staff average call volume and average delay time for an 8-hour dayvolume and average delay time for an 8-hour day

– Capacity CalculatorCapacity Calculator Used to calculate the number of agents required on a monthly basisUsed to calculate the number of agents required on a monthly basis Can be used towards financial forecastingCan be used towards financial forecasting

– Additional calculators are also available to calculate trunk groups, Additional calculators are also available to calculate trunk groups, VOIP bandwidth requirements, etc.VOIP bandwidth requirements, etc.

Page 28: Jan2007   Establishing A Service Desk Draft

ConsiderationsConsiderations

Internal versus Outsourced Support ServicesInternal versus Outsourced Support Services Based upon budget, projected call volume, staffing costs, Based upon budget, projected call volume, staffing costs,

support hour requirements, etc., it may be worthwhile to support hour requirements, etc., it may be worthwhile to also consider outsourcing support desk servicesalso consider outsourcing support desk services– Outsourcing service providers can offer more cost-effective pricing Outsourcing service providers can offer more cost-effective pricing

by having the flexibility to leverage support staffby having the flexibility to leverage support staff– Splitting work with an outsourcer is a great way to balance Splitting work with an outsourcer is a great way to balance

workload, to benchmark operations, and to provide a level of workload, to benchmark operations, and to provide a level of disaster recoverydisaster recovery

– A good outsourcer will handle call center operations better than A good outsourcer will handle call center operations better than most in-house support centers, as running support centers is an most in-house support centers, as running support centers is an outsourcer’s sole focus; they are well-versed in managing cost outsourcer’s sole focus; they are well-versed in managing cost control, revenue generation, and customer satisfactioncontrol, revenue generation, and customer satisfaction

Page 29: Jan2007   Establishing A Service Desk Draft

Structure / Processes / ForumsStructure / Processes / Forums

Pick a methodology or framework that Pick a methodology or framework that recommends best practices, but is also recommends best practices, but is also flexible enough to conform to your flexible enough to conform to your company’s individual culturecompany’s individual culture

Page 30: Jan2007   Establishing A Service Desk Draft

Structure / Processes / ForumsStructure / Processes / Forums

COBITCOBIT ““Control Objectives for Information and related Technology”Control Objectives for Information and related Technology” http://www.isaca.org/cobit.htmhttp://www.isaca.org/cobit.htm COBIT is a framework of best practice approaches for COBIT is a framework of best practice approaches for

information (IT) management. COBIT provides managers, information (IT) management. COBIT provides managers, auditors, and IT users with a set of generally accepted auditors, and IT users with a set of generally accepted measures, indicators, processes, and best practices to measures, indicators, processes, and best practices to assist them in maximizing the benefits derived through the assist them in maximizing the benefits derived through the use of information technology and developing the use of information technology and developing the appropriate IT governance and control in a companyappropriate IT governance and control in a company

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Structure / Processes / ForumsStructure / Processes / Forums

ITILITIL ““Information Technology Infrastructure Library”Information Technology Infrastructure Library” http://www.itil.co.uk/http://www.itil.co.uk/ ITIL is a framework of best practice approaches intended to facilitate the ITIL is a framework of best practice approaches intended to facilitate the

delivery of high quality information technology (IT) services. ITIL outlines an delivery of high quality information technology (IT) services. ITIL outlines an extensive set of management procedures that are intended to support extensive set of management procedures that are intended to support businesses in achieving both quality and value for money in IT operations. businesses in achieving both quality and value for money in IT operations. These procedures are supplier independent and have been developed to These procedures are supplier independent and have been developed to provide guidance across a breadth of IT infrastructure, development, and provide guidance across a breadth of IT infrastructure, development, and operationsoperations

Originated as a collection of books, each covering a specific “practice” within IT Originated as a collection of books, each covering a specific “practice” within IT management; the Service Management set, consisting of both Service Support management; the Service Management set, consisting of both Service Support and Service Delivery, are the most widely used and published ITIL publicationsand Service Delivery, are the most widely used and published ITIL publications

HDI Motown is looking to offer an ITIL Foundations training course for 2007HDI Motown is looking to offer an ITIL Foundations training course for 2007– Please provide your name and contact information to any of the local Motown Please provide your name and contact information to any of the local Motown

Chapter officers if you are interested in participatingChapter officers if you are interested in participating

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Structure / Processes / ForumsStructure / Processes / Forums

ITSMFITSMF ““IT Service Management Forum”IT Service Management Forum” http://www.itsmf.org/http://www.itsmf.org/ Considered to be the only truly independent and Considered to be the only truly independent and

internationally recognized forum for IT Service internationally recognized forum for IT Service Management professionals worldwide. A non-profit Management professionals worldwide. A non-profit organization, ITSMF provides an accessible network of organization, ITSMF provides an accessible network of industry experts, information sources, and events to enable industry experts, information sources, and events to enable IT professionals to address IT service management issues IT professionals to address IT service management issues and to achieve the delivery of high-quality, consistent IT and to achieve the delivery of high-quality, consistent IT service internally and externally via best practicesservice internally and externally via best practices

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Structure / Processes / ForumsStructure / Processes / Forums

MOFMOF ““Microsoft Operations Framework”Microsoft Operations Framework” http://www.microsoft.com/technet/solutionaccelerators/cits/http://www.microsoft.com/technet/solutionaccelerators/cits/

mo/mof/default.mspxmo/mof/default.mspx MOF provides operational guidance that helps MOF provides operational guidance that helps

organizations to achieve mission-critical system reliability, organizations to achieve mission-critical system reliability, availability, supportability, and manageability with Microsoft availability, supportability, and manageability with Microsoft products and technologies. MOF was created using ITIL products and technologies. MOF was created using ITIL as its foundation, building on top of ITIL’s best practice for as its foundation, building on top of ITIL’s best practice for organizational structure and process ownership, and organizational structure and process ownership, and modeling critical success factors used by partners, modeling critical success factors used by partners, customers, and Microsoft’s internal Operations and customers, and Microsoft’s internal Operations and Technology Group (OTG)Technology Group (OTG)

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ITIL Service DeskITIL Service Desk

ITIL, the most quickly growing and widely ITIL, the most quickly growing and widely accepted framework for support services, accepted framework for support services, calls for the creation of a Service Desk to calls for the creation of a Service Desk to act as a Single Point-of-Contact (SPOC) for act as a Single Point-of-Contact (SPOC) for end-users and their issuesend-users and their issues

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Help Desk Vs. Service DeskHelp Desk Vs. Service Desk

Help DeskHelp Desk Fixes results of problemsFixes results of problems Reactive; demand-drivenReactive; demand-driven Information dead-endInformation dead-end Limited career pathLimited career path IsolatedIsolated Passive; awaiting approachesPassive; awaiting approaches Technically-oriented staffTechnically-oriented staff Struggling for resourcesStruggling for resources A “back room” functionA “back room” function

Service DeskService Desk Focus is productivityFocus is productivity Fixes the causes of problems at Fixes the causes of problems at

the sourcethe source Proactive; strategy-drivenProactive; strategy-driven Gathers/disseminates Gathers/disseminates

informationinformation Worthwhile career pathWorthwhile career path Aggressive; markets itselfAggressive; markets itself Customer-service orientedCustomer-service oriented ROI; justifies resourcesROI; justifies resources Public face of IT / Customer Public face of IT / Customer

ServicesServices Saves moneySaves money

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How a Service Desk Will Save An How a Service Desk Will Save An Organization…Organization…

Costs due to inefficiencyCosts due to inefficiency– Industry studies have shown that the difference between an Industry studies have shown that the difference between an

effectively run Service Desk and an ineffective one may be as effectively run Service Desk and an ineffective one may be as much as $21.00 per call (Gartner)much as $21.00 per call (Gartner)

Costs due to lost opportunityCosts due to lost opportunity– Inefficiency in any of these: issue identification, escalation, or end-Inefficiency in any of these: issue identification, escalation, or end-

user communication, can quickly increase lost opportunity costs user communication, can quickly increase lost opportunity costs through mishandling an issue at the first levelthrough mishandling an issue at the first level

Costs due to staff turnoverCosts due to staff turnover– HDI studies have shown that the typical Service Desk staff turnover HDI studies have shown that the typical Service Desk staff turnover

averages over 42% every year (AXIOS). This turnover adds to averages over 42% every year (AXIOS). This turnover adds to inefficiency by forcing additional investment in re-training and the inefficiency by forcing additional investment in re-training and the loss of knowledgeloss of knowledge

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Trouble Ticket SystemTrouble Ticket System

An incident management tool should:An incident management tool should:– Assign a unique number to each incidentAssign a unique number to each incident– Tie-in with a Service Catalog, Service Level Agreements (SLAs), and Problem Tie-in with a Service Catalog, Service Level Agreements (SLAs), and Problem

ManagementManagement– Capture necessary informationCapture necessary information– Categorize issues by type and by importanceCategorize issues by type and by importance– Incorporate escalationIncorporate escalation– Incorporate data reportingIncorporate data reporting

Popular incident tracking systems in use today:Popular incident tracking systems in use today:– HEATHEAT

http://www.frontrange.com/productssolutions/subcategory.aspx?id=35&ccid=6&cp=813http://www.frontrange.com/productssolutions/subcategory.aspx?id=35&ccid=6&cp=813 – REMEDYREMEDY

http://www.bmc.com/products/products_services_detail/0,,0_0_0_801,00.htmlhttp://www.bmc.com/products/products_services_detail/0,,0_0_0_801,00.html – MAGIC (now known as BMC Service Desk Express Suite)MAGIC (now known as BMC Service Desk Express Suite)

http://www.bmc.com/products/products_services_detail/0,2833,19052_19426_24031563,0http://www.bmc.com/products/products_services_detail/0,2833,19052_19426_24031563,00.html0.html

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Structure / Processes / ForumsStructure / Processes / Forums

KCSKCS ““Knowledge-Centered Support”Knowledge-Centered Support” http://www.serviceinnovation.org/ourwork/kcs.phphttp://www.serviceinnovation.org/ourwork/kcs.php KCS is a methodology and a set of practices that focuses KCS is a methodology and a set of practices that focuses

on knowledge as a key asset of the customer/technical on knowledge as a key asset of the customer/technical support organizationsupport organization

Its goal is to capture, to structure, and to re-use technical Its goal is to capture, to structure, and to re-use technical support knowledgesupport knowledge

May be used to enhance ITIL methodology, as ITIL only May be used to enhance ITIL methodology, as ITIL only introduces concepts of knowledge management (KM), but introduces concepts of knowledge management (KM), but not a viable strategy to follownot a viable strategy to follow

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Customer ServiceCustomer Service

The support desk serves as both the face of The support desk serves as both the face of IT, and in some cases, the company itselfIT, and in some cases, the company itself– For the first-time support desk user, it only takes For the first-time support desk user, it only takes

one experience to shape their view of the one experience to shape their view of the support desksupport desk

– A negative first experience can affect the A negative first experience can affect the support of your support organization!support of your support organization!

It is important to remember the basics!It is important to remember the basics!

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Customer ServiceCustomer ServiceThe BasicsThe Basics ReliabilityReliability

– Providing dependable and accurate serviceProviding dependable and accurate service– Providing consistently accurate answers and doing what you promiseProviding consistently accurate answers and doing what you promise

ResponsivenessResponsiveness– The willingness to respond to customer needsThe willingness to respond to customer needs– I.e.I.e.

Answering the phone or responding to electronic requests quicklyAnswering the phone or responding to electronic requests quickly Being willing to do what it takes to respond effectively to a service requestBeing willing to do what it takes to respond effectively to a service request

AssuranceAssurance– Providing well-informed, knowledgeable service, performed with competence and confidenceProviding well-informed, knowledgeable service, performed with competence and confidence

EmpathyEmpathy– Providing caring and personal serviceProviding caring and personal service– Service providers convey sympathy when they listen for the hidden meaning in what a customer Service providers convey sympathy when they listen for the hidden meaning in what a customer

is saying, acknowledging the emotion, and offering caring assistanceis saying, acknowledging the emotion, and offering caring assistance TangiblesTangibles

– Providing professional looking communication materials, buildings, or service providersProviding professional looking communication materials, buildings, or service providers

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Service Level EstablishmentService Level Establishment

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Setting ExpectationsSetting Expectations

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Balanced Scorecard DevelopmentBalanced Scorecard Development

The goal of using a balanced scorecard is to forecast future The goal of using a balanced scorecard is to forecast future costs, gauge the operational performance and service costs, gauge the operational performance and service levels that are based on workload for both internal and levels that are based on workload for both internal and external customers, and to transform the strategic planning external customers, and to transform the strategic planning from a paper-generation exercise into an efficient and cost-from a paper-generation exercise into an efficient and cost-effective management tool that is actually used.effective management tool that is actually used.

Metrics should be used to monitor and to improve Metrics should be used to monitor and to improve departmental performance within the context of a flexible, departmental performance within the context of a flexible, well-defined management system that is aligned with the well-defined management system that is aligned with the needs of the corporate environmentneeds of the corporate environment

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Balanced Scorecard DevelopmentBalanced Scorecard Development

The support center balanced scorecard The support center balanced scorecard should consist of four main elements:should consist of four main elements:

Customer satisfaction goalsCustomer satisfaction goals Employee satisfaction goalsEmployee satisfaction goals Cost / productivity goalsCost / productivity goals Organizational maturity goalsOrganizational maturity goals

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Balanced Scorecard DevelopmentBalanced Scorecard Development

Customer Satisfaction GoalsCustomer Satisfaction Goals– Usually measured by customer satisfaction Usually measured by customer satisfaction

surveyssurveys– Ideally surveys should be administered semi-Ideally surveys should be administered semi-

annually by a vendor to minimize bias and even annually by a vendor to minimize bias and even the suggestion of manipulationthe suggestion of manipulation

– Use of transaction or incident surveys to Use of transaction or incident surveys to monitor daily support activitiesmonitor daily support activities

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Balanced Scorecard DevelopmentBalanced Scorecard Development

Employee Satisfaction GoalsEmployee Satisfaction Goals– It takes desire and commitment to make a support center an It takes desire and commitment to make a support center an

interesting, professional, and rewarding place to workinteresting, professional, and rewarding place to work– Support professionals expect to be paid a fair market wage and to Support professionals expect to be paid a fair market wage and to

be treated with respectbe treated with respect– Provide a chance for advancement, recognition, and trainingProvide a chance for advancement, recognition, and training– Provide a work environment that is disciplined, organized, and well-Provide a work environment that is disciplined, organized, and well-

managed by mature leadersmanaged by mature leaders– An organization’s failure to plan for and to deliver these elements of An organization’s failure to plan for and to deliver these elements of

employee satisfaction will not only create mediocrity in their support employee satisfaction will not only create mediocrity in their support centers, but they will ultimately fail in their goal to serve their centers, but they will ultimately fail in their goal to serve their customers and create an environment where high staff attrition is customers and create an environment where high staff attrition is the normthe norm

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Balanced Scorecard DevelopmentBalanced Scorecard Development

Cost / Productivity GoalsCost / Productivity Goals– Although support desks do gather many metrics in general, just gathering Although support desks do gather many metrics in general, just gathering

cost and productivity data does not necessarily provide the cost and cost and productivity data does not necessarily provide the cost and productivity information needed; truly valuable data about our support productivity information needed; truly valuable data about our support center can become obscured by standard metricscenter can become obscured by standard metrics

– Good questions one should ask to ascertain their costs and productivity:Good questions one should ask to ascertain their costs and productivity: Is our operation cost-effective and customer-centric?Is our operation cost-effective and customer-centric? Are we spending too little on support infrastructure and too much on labor?Are we spending too little on support infrastructure and too much on labor?

– If the reverse is true, have the expected returns on investment (ROI) been realized?If the reverse is true, have the expected returns on investment (ROI) been realized? Has a methodology been developed to measure returns on investment (ROI)?Has a methodology been developed to measure returns on investment (ROI)? How much would be saved by developing multi-channel contact avenues (i.e., How much would be saved by developing multi-channel contact avenues (i.e.,

telephone, e-mail, self-service, etc.)?telephone, e-mail, self-service, etc.)? Does the support center closely measure its operational costs by cost per Does the support center closely measure its operational costs by cost per

contact channel?contact channel? On a daily, weekly, monthly, and quarterly basis, is the support center meeting On a daily, weekly, monthly, and quarterly basis, is the support center meeting

its goals?its goals?

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Balanced Scorecard DevelopmentBalanced Scorecard Development

Organizational Maturity GoalsOrganizational Maturity Goals– ““Assessing organization maturity is a great deal like Assessing organization maturity is a great deal like

judging art; you knokw maturity when you see it in an judging art; you knokw maturity when you see it in an organization.”organization.”

– Financial success does not necessarily equate to Financial success does not necessarily equate to maturitymaturity

– By linking financial and operations management of a By linking financial and operations management of a support center to an integrated balanced scorecard support center to an integrated balanced scorecard service model, it is possible to identify key performance service model, it is possible to identify key performance indicators (KPI) that will allow the support manager to indicators (KPI) that will allow the support manager to assess current operations, and also past performance assess current operations, and also past performance and trendsand trends

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Key Performance Indicators (KPIs)Key Performance Indicators (KPIs)

KPIs are metrics used to quantify objectives KPIs are metrics used to quantify objectives to reflect strategic performance of an to reflect strategic performance of an organization; to measure progress towards organization; to measure progress towards an organizational goalan organizational goal

Frequently KPIs are used to “value” difficult Frequently KPIs are used to “value” difficult to measure activities such as benefits of to measure activities such as benefits of leadership development, engagement, leadership development, engagement, service, and satisfactionservice, and satisfaction

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Key Performance Indicators (KPIs)Key Performance Indicators (KPIs)

Identifying KPIsIdentifying KPIs– Have a pre-defined business processHave a pre-defined business process– Have clear goals defined for the business Have clear goals defined for the business

processesprocesses– Have a quantitative / qualitative measurement Have a quantitative / qualitative measurement

of the results and compare with set goalsof the results and compare with set goals– Investigation of variances and tweaking Investigation of variances and tweaking

processes or resources to achieve short-term processes or resources to achieve short-term goalsgoals

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DOsDOs

Do communicate with your peers on a routine Do communicate with your peers on a routine basis!basis!– It is worthwhile to join and to participate within a It is worthwhile to join and to participate within a

professional support / service delivery focused professional support / service delivery focused organizationorganization

– Use the knowledge of the organization’s community to Use the knowledge of the organization’s community to assist with foreseeing and overcoming industry-related assist with foreseeing and overcoming industry-related issuesissues

HDIHDI http://www.thinkhdi.com/http://www.thinkhdi.com/ http://www.hdimotown.com/http://www.hdimotown.com/

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DOsDOs

Do read professional literature related to Do read professional literature related to technical support and customer service!technical support and customer service!

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DOsDOs

Do get certified as a support desk manager!Do get certified as a support desk manager!

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DOsDOs

Do stay close to your people and thank Do stay close to your people and thank them often!them often!

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DOsDOs

Do stay close to your boss!Do stay close to your boss!

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DOsDOs

Do plan for the future of your help desk!Do plan for the future of your help desk!

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DOsDOs

Do practice and upgrade your writing, your Do practice and upgrade your writing, your presentation, your research, your planning, presentation, your research, your planning, your project management, and your industry your project management, and your industry skills!skills!

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DOsDOs

Do remember that everything that you do, Do remember that everything that you do, and that your support desk does, is about and that your support desk does, is about helping and serving your customers!helping and serving your customers!

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DON’TDON’T Don’t be afraid of problems!Don’t be afraid of problems! Don’t ignore your metrics program!Don’t ignore your metrics program! Don’t ignore your people!Don’t ignore your people! Don’t ignore the growing trends in support desk management and the Don’t ignore the growing trends in support desk management and the

support industrysupport industry Don’t ignore what your customers thinkDon’t ignore what your customers think Don’t ingnore cultural diversity in your support desk and among your Don’t ingnore cultural diversity in your support desk and among your

customerscustomers Don’t ignore the lessons of failureDon’t ignore the lessons of failure Don’t ignore the changes in the Fair Labor Standards Act (FLSA)Don’t ignore the changes in the Fair Labor Standards Act (FLSA) Don’t forget to manage your stress and that of your staffDon’t forget to manage your stress and that of your staff Don’t forget your role as a leaderDon’t forget your role as a leader

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RememberRemember

Build credibility through small successes Build credibility through small successes before tackling big jobs.before tackling big jobs.

DO NOT try to improve everything at once.DO NOT try to improve everything at once.

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Thank you!!Thank you!!

Open DiscussionOpen Discussion