Chapter 7 1

The Help Desk Setting

A Guide to Help Desk Concepts, Second Edition

What should we ask ourselves?

Chapter 7 2

What should we ask ourselves?

• What data do we truly care about?

– % of total?

– Cost?

– Hours?

• Is this normal?

• What have the previous months looked like?

– Is there a trend?

• Is there a reason the data is what it is?

– Did something out of the ordinary happen this month?Chapter 7 3

What should we ask ourselves?

Chapter 7 4

What should we ask ourselves?

Chapter 7 5

What does this tell me?

Chapter 7 6

Team % Total Time Hours Total Cost % Cost % Total TicketsNetwork 22% 440 33,000$ 26% 17%CRM 6% 120 6,000$ 5% 2%Server 23% 460 29,000$ 23% 25%Database 8% 160 10,400$ 8% 8%Security 15% 300 28,500$ 23% 13%Workstation 23% 460 13,800$ 11% 33%Internet 3% 60 4,500$ 4% 2%

Does this tell us any more information? What are your

recommendations?

Chapter 7 7

Team % Total Time Cost/Hour Hours Total Cost % Cost Tickets % Total Tickets Avg Length/TicketNetwork 22% $75 440 33,000$ 26% 200 17% 2.2CRM 6% $50 120 6,000$ 5% 25 2% 4.8Server 23% $65 460 29,000$ 23% 300 25% 1.5Database 8% $65 160 10,400$ 8% 100 8% 1.6Security 15% $95 300 28,500$ 23% 150 13% 2Workstation 23% $30 460 13,800$ 11% 400 33% 1.15Internet 3% $75 60 4,500$ 4% 25 2% 2.4

Chapter 7 8

Objectives

In this chapter you will learn:

• Factors that influence the location and layout of a help desk

• How analysts can improve the ergonomics of their personal workspace

• Work habits to keep you organized and help you achieve personal success

Chapter 7 9

• The setup of the help desk includes both its location and physical layout

• Factors such as accessibility, the need for security, and the company’s commitment to the well-being of its staff influence the help desk’s location

• Factors such as size, technical sophistication, and the nature of problem solving done by analysts influence the help desk’s physical layout

Help Desk Setup

Chapter 7 10

Location of the Help Desk

• Location refers to the physical site of the help desk in the building

• The help desk may be placed near groups that report to a different department but that interact regularly with the help desk

• What else do we think about location?

Chapter 7 11

Accessibility

• Accessibility determines how easily the help desk can be reached by help desk staff, other employees of the company, and customers

• Many help desks were located behind closed doors in the confines of the computer room

• Today, help desks are situated in a more centralized location

Chapter 7 12

Security

• Data and equipment protection along with the personal safety of employees affect where a help desk is located and the measures taken to secure the area

• Some help desks are in remote parts of the building or can be accessed only by using a key or a card key or by signing in with a guard

Chapter 7 14

Physical Layout of the Help Desk

• Physical layout refers to how the help desk is arranged into workspaces

• A workspace is an area outfitted with equipment and furnishings for one worker

Chapter 7 15

Size

• The number of analysts who work at a help desk greatly influences its physical layout or how the workspace is arranged

• In a very small help desk—consisting of one or two people—the analysts typically sit in cubicles

Chapter 7 16

Size

• Medium help desks use a different layout than small help desks do

• Medium help desks have between 10 and 25 people on staff and can take on the characteristics of both small and large help desks

• As the help desk grows to 25 people or so, some companies arrange cubicles around an enclosed common area—sometimes called a “bullpen”—to minimize the noise entering and leaving the help desk as well as to enable analysts to share resources such as equipment, books, and training manuals

Chapter 7 19

Tools and Technology

• The tools and technology that a help desk uses influence its physical layout

• The size of the help desk and its technical sophistication often go hand in hand

• Some help desks—regardless of size—have lab areas with the same hardware and software configurations as its customers

Chapter 7 32

Good Work Habits for Analysts

• To reduce stress and the possibility of getting injured on the job, analysts can ensure that they are ready to respond, not react, to whatever comes their way

Chapter 7 33

Create a Beginning of Day (BOD) Procedure

• A beginning of day (BOD) procedure is a list of tasks an analyst performs at the start of each workday, which can include:

– Greet coworkers

– Check and respond to your voice mail and e-mail messages

– Check the status of problems you own through the problem management system

– Follow-up on critical issues from the previous day

– Create or update a to-do list

Chapter 7 34

Manage Priorities

• Once analysts are organized for the day, they need to

determine in what order they will complete the tasks

on their “To Do” list

Chapter 7 35

Manage Priorities

• When faced with more “A” priority tasks than can be completed in one day, analysts can consider the following questions about each task:

– Who asked me to complete this task?

– Am I the proper person to complete this task?

– What is the risk if I don’t complete this task? What is the value if I do complete this task?

– When am I expected to have this task done? That is, what is my deadline for this task?

Chapter 7 36

Create a “What I Need to Know” List

• Lists of commonly used information are a

great way for analysts to get and stay

organized

• Analysts should create a list of important

telephone numbers, filenames, and dates that

they need on a fairly regular basis and place

it in clear view

Chapter 7 37

Create a “What Coworkers Need to Know” List

• Similar to the “What I Need to Know” list,

the “What Coworkers Need to Know” list

contains important information coworkers

may need to know if an analyst is out of

the office for a few days or weeks

Chapter 7 38

Utilize Peak Productivity Times

• Each analyst should determine his or her

personal peak productivity time

• If possible, they should schedule their

work to take advantage of the time during

which they function best

Chapter 7 39

Eliminate or Minimize Time Robbers

• Time robbers are activities that take up time and do not add value to the work that analysts perform

• Analysts can use the following techniques to avoid time robbers:

– Log calls as they come in

– Avoid distractions

– Avoid procrastination

– Ask for help when you need it

– Keep desk and files organized

– Suggest constructive ways to make improvements

– Automate recurring tasks

Chapter 7 42

Recognize Learning as the Labor of the Information Age

• Friends, family, and coworkers often refer to analysts as “computer experts,” and at any given point they are experts

• However, technology changes quickly

• The skills and experience that served an analyst well in the past may, at any time, outlive their usefulness or relevance

Chapter 7 43

Recognize Learning as the Labor of the Information Age

• Good work habits represent the discipline

analysts need to feel in control during

exceptionally busy times at the help desk and to

stay motivated during slow times

• Getting and staying organized and knowing how

to manage stress and continuously rejuvenate

oneself are habits that enable people to view

work as a challenge to be enjoyed

Chapter 7 44

Summary

• In order to provide top-quality customer service and support, an analyst needs a good working environment, good work habits, and a great attitude

• Factors such as accessibility, the need for security, and the company’s commitment to the wellness of its staff influence the help desk’s location

Chapter 7 45

Summary

• Analysts often have no control over the location and the physical layout of the help desk, but they can improve the ergonomics of their personal workspace

• Good work habits help to reduce stress and the possibility of getting injured on the job

• Analysts working in a help desk setting must strive to respond, not react, to daily events