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MetricNet Best Practices Series

Best Practices in Desktop SupportThe Road to World Class Performance!

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6

Session 302Optimizing the Tradeoff:

Cost vs. Quality in Service and Support

Jeff Rumburg, Managing Partner at MetricNetMonday, October 20 at 3:00 PM

Visit MetricNet at FUSION 14 in Washington, D.C.!

More info at metricnet.com/fusion14

7

Schedule Time with MetricNet at Fusion!

http://www.metricnet.com/schedule



A Historical Perspective:Industry Megatrends!

A Model for Desktop Support Best Practices:Strategy, Performance Metrics, Human Resource Management, Marketing

A Call To Action:Your Opportunity to Excel!

About MetricNet:Your Benchmarking Partner

Today’s Agenda

A Historical Perspective:Industry Megatrends!

9


27 Years of IT Service and Support Benchmarking Data

More than 3,000 IT Service and Support Benchmarks

Global Database

70+ Key Performance Indicators

More than 120 Industry Best Practices



Then and Now: The Evolution of Desktop Support

Desktop Support KPI’s

North American Averages1988 Last Year

Monthly Desktop Tickets per Seat 0.53 0.78

Cost per Ticket $29 $62

Average IncidentWork Time (min:sec) 17:40 32:15

Incidents Resolved on First Contact 74% 68%

% Resolved Level 1 Capable 54% 22%

Starting Technician Salaries (current dollars) $37,050 $43,627

Desktop Cost per Seat per Year $184 $580


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


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 Cost 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


World-Class Desktop Support Defined

Cost per Ticket

Qua

lity

HigherLower

Higher World-Class Desktop Support

“Average” Desktop Support

BEST-IN-CLASS PERFORMANCE CURVE

AVERAGE PERFORMANCE CURVE


Polling Question

A Model for Desktop Support Best Practices:Strategy, Metrics, Human Resources, Marketing!

16


4

3

2

1

Customer

Enthusiasm

A Model for Desktop Support Best PracticesStrategy

Human Resources

Metrics

Marketing

Metrics are used holistically and diagnostically

3. Metrics

Life-Cycle management of Human Resources

2. HR

Actively manage stakeholder perceptions

4. Marketing

Focus on end-user productivity and TCO

1. Strategy

DescriptionModel

Component


The Strategic Desktop


3. Metrics


2. HR


4. Marketing


1. Strategy

DescriptionModel

Component

4

3

2

1

Customer

Enthusiasm

Strategy

Human Resources

Metrics

Marketing


The Paradox of IT Support

Less than 5% of all IT spending is allocated to end-user support Service desk, desktop support,

field support

This leads many to erroneously assume that there is little upside opportunity in IT support

The result is that most support organizations are managed with the goal of minimizing costs

But the most effective support strategies focus on maximizing valueCorporate IT Spending Breakdown

4%

96%: Non support functions

End-User Support

Application Development

Application Maintenance

Network Operations

Mainframe and midrange Computing

Desktop Computing

Contract Services (e.g., disaster recovery)

Strategy


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 a Positive View of Corporate IT

Strategy

World-Class Desktop Support: Three Sources of Leverage


A Primer on User Support TCO

Support Level Cost 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

Strategy


Cost of Resolution: North American Averages

Strategy


The Tao of SPOC (Single Point of Contact)

User CommunityLevel 1

Service Desk

Desktop Support

Field Support

Level 2 IT Support

Vendor Support

Strategy


Strategy

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


SPOC Support Reduces Total Cost of Ownership

0%

5%

10%

15%

20%

25%

30%

35%

40%

% R

esol

ved

Leve

l 1 C

apab

le

% Resolved Level 1 Capable with SPOC % Resolved Level 1 Capable without SPOC

Average = 22.8%

Average = 15.3%

Strategy


0

10

20

30

40

50

60

70

0 1 2 3 4 5

Prod

uctiv

e H

ours

Los

t per

Em

ploy

ee p

er Y

ear

Recognize and Communicate the Value Being Created

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

Strategy


84%

47%

31% 29%22%

19%

8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Service Desk DesktopSupport

NetworkOutages

VPN Training EnterpriseApplications

DesktopSoftware

Factors Contributing to IT Customer Satisfaction

% S

ayin

g Ve

ry Im

port

ant

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

Strategy


4

3

2

1

Customer

Enthusiasm

Performance Measurement and ManagementStrategy

Human Resources

Metrics

Marketing


3. Metrics


2. HR


4. Marketing


1. Strategy

DescriptionModel

Component


Metrics

Some Common Desktop Support KPI’s

Cost per Ticket Cost per Incident Cost per Service Request

Cost Productivity

Service Level

Quality

Ticket Handling

Technician Average Incident Response Time (min)

% of Incidents Resolved in 24 Hours

Mean Time to Resolve Incidents (hours)

Mean Time to Complete Service Requests (days)

Technician Utilization Tickets per Technician-

Month Incidents per Technician-

Month Service Requests per

Technician-Month Ratio of Technicians to

Total Headcount

Customer Satisfaction First Contact Resolution Rate

(Incidents) % Resolved Level 1 Capable % of Tickets Re-opened

Technician Satisfaction New Technician Training

Hours Annual Technician Training

Hours Annual Technician Turnover Technician Absenteeism Technician Tenure (months) Technician Schedule

Adherence

Average Incident Work Time (min)

Average Service Request Work Time (min)

Average Travel Time per Ticket (min)

And there are hundreds more!!

Workload Tickets per Seat per Month Incidents per Seat per

Month Service Requests per Seat

per Month Incidents as a % of Total

Ticket Volume


Metrics

Controllable vs. Non-Controllable KPI’s

CausalFactors

Drivers

Macro

Measures

Cost and Quality are the Macro Measures The Macro Measures tell the story of your

performance They are good for communicating the

performance of Desktop Support But you cannot control them directly

Workload metrics are driven by Causal Factors The Causal Factors define the volume and mix

of work performed by Desktop Support Desktop Support has very little control over the

Causal Factors They are a function of your IT environment

Productivity, Service Level, Technician, and Ticket Handling are the underlying drivers of performance

These are the metrics that drive your performance You can control these metrics directly It is through these metrics that you can influence the

Macro Measures, and improve your performance


Metrics

Causal Factors: The Workload Drivers

CausalFactors

Drivers

Macro

Measures

Causal Factors include: Device count and mix Mix of desktop vs. laptop

computers Number of mobile devices Average age of devices Standardization of desktop

environment User population density

High rise vs. campus vs. field User work location

Office vs. home vs. field And numerous other factors…


The Premise Behind Desktop Support KPI’s

We’ve all heard the expression…

“If you’re not measuring it, you’re not managing it!”

But there’s more to the story…Lots more!

Metrics


Two Paradigms for Desktop Support KPI’s

The Historical Approach The Holistic Approach

Measurement(75%)

Analysis(15%)

Prescription(7.5%)

Action(2.5%)

Measurement(5%)

Analysis(20%)

Prescription(30%)

Action(45%)

Incr

easi

ng V

alue

!

Metrics


Metrics

Some Common Desktop Support KPI’s

Cost per Ticket Cost per Incident Cost per Service Request

Cost Productivity

Service Level

Quality

Ticket Handling

Technician Average Incident Response Time (min)

% of Incidents Resolved in 24 Hours

Mean Time to Resolve Incidents (hours)

Mean Time to Complete Service Requests (days)

Technician Utilization Tickets per Technician-

Month Incidents per Technician-

Month Service Requests per

Technician-Month Ratio of Technicians to

Total Headcount

Customer Satisfaction First Contact Resolution Rate

(Incidents) % Resolved Level 1 Capable % of Tickets Re-opened

Technician Satisfaction New Technician Training

Hours Annual Technician Training

Hours Annual Technician Turnover Technician Absenteeism Technician Tenure (months) Technician Schedule

Adherence

Average Incident Work Time (min)

Average Service Request Work Time (min)

Average Travel Time per Ticket (min)

And there are hundreds more!!

Workload Tickets per Seat per Month Incidents per Seat per

Month Service Requests per Seat

per Month Incidents as a % of Total

Ticket Volume


Desktop KPI’s: Which Ones Really Matter?

Cost per TicketCost

Productivity

Quality

Call Handling

Technician Utilization

Customer Satisfaction

First Contact Resolution Rate

Technician Technician Satisfaction

Aggregate Balanced Scorecard

TCO % Resolved Level 1 Capable

Metrics

Service Level Mean Time to Resolve


Metrics

Aggregate Metrics: The Balanced Scorecard

Step 1Eight critical performance metrics have been selected for the scorecard

Step 2Each metric has been weighted according to its relative importance

Step 3For each performance metric, the highest and lowest performance levels in the benchmark are recorded

Step 4Your actual performance for each metric is recorded in this column

Step 5Your score for each metric is then calculated: (worst case – actual performance) / (worst case –best case) X 100

Step 6Your balanced score for each metric is calculated: metric score X weighting

36

Worst Case Best CaseCost per Incident 15.0% $312.00 $19.00 $48.00 90.1% 13.5%Cost per Service Request 15.0% $556.00 $41.00 $113.00 86.0% 12.9%Customer Satisfaction 25.0% 67.0% 94.0% 83.0% 59.3% 14.8%Technician Utilization 15.0% 36.0% 84.0% 59.0% 47.9% 7.2%First Contact Resolution Rate (incidents) 15.0% 38.0% 84.0% 61.0% 50.0% 7.5%% of Incidents Resolved in 24 Hours 5.0% 19.0% 71.0% 58.0% 75.0% 3.8%Mean Time to Complete Service Requests (days) 5.0% 18.4 1.8 5.8 75.9% 3.8%Technician Satisfaction 5.0% 59.0% 93.0% 84.0% 73.5% 3.7%

Total 100.0% N/A N/A N/A N/A 67.1%

Balanced Score

Your Actual Performance

Metric Score

Performance RangeMetric WeightingPerformance Metric


Desktop Support Balanced Scorecard Benchmark

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Desk

top

Supp

ort B

alan

ced

Scor

es

High 86.2%Average ----- 51.9%Median 50.1%Low 16.0%Your Score 67.1%

Desktop Support Balanced Scores

Key Statistics

Metrics


Desktop Support Scorecard Trend

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Des

ktop

Sup

port

Bal

ance

d Sc

ore

12 Month Average Monthly Score

Metrics

3939

Benchmarking

Case Study



Your 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

Metrics

Read MetricNet’s whitepaper on Desktop Support Benchmarking. Go to www.metricnet.com to receive your copy!


Efficiency/Cost per Ticket

Effe

ctiv

enes

s/Q

ualit

y/C

usto

mer

Sat

isfa

ctio

n

HigherLower

Higher AFTER BENCHMARKING

STARTING POINT: BEFORE BENCHMARKING

BEST-IN-CLASS PERFORMANCE CURVE

AVERAGE PERFORMANCE CURVE

The Goal of Benchmarking

Metrics


Polling Question


Benchmarking Data SummaryMetrics

Average Min MaxCost per Ticket $81 $68 $55 $117Cost per Incident $57 $45 $34 $85Cost per Service Request $144 $128 $107 $196Customer Satisfaction 71% 81% 71% 89%First Contact Resolution Rate (Incidents) 49% 55% 44% 82%% Resolved Level 1 Capable 9% 17% 4% 23%% of Tickets Re-opened 2.0% 6.0% 1.0% 8.0%Technician Utilization 46% 54% 36% 84%Tickets per Technician per Month 65 81 58 93Incidents per Technician per Month 81 100 72 131Service Requests per Technician per Month 42 53 35 71Ratio of Technicians to Total Headcount 73% 84% 69% 88%Average Incident Response Time (hours) 9.1 6.3 4.2 12.1% of Incidents Resolved in 24 Hours 33% 51% 33% 62%Mean Time to Resolve Incidents (days) 2.6 1.9 0.7 4.3Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7Technician Satisfaction 71% 84% 66% 87%New Technician Training Hours 10 46 10 80Annual Technician Training Hours 0 21 0 28Annual Technician Turnover 53% 24% 8% 53%Technician Absenteeism 19% 14% 9% 22%Technician Tenure (months) 11 47 11 64Technician Schedule Adherence 64% 87% 64% 91%Average Incident Work Time (min) 65 49 38 77Average Service Request Work Time (min) 119 94 80 110Average Travel Time per Ticket (min) 18 23 12 49Tickets per Seat per Month 0.79 0.90 0.70 1.68Incidents per Seat per Month 0.57 0.65 0.5 1.2Service Requests per Seat per Month 0.22 0.25 0.2 0.48Incidents as a % of Total Ticket Volume 72% 72% 71% 71%

Deskside Support KPI's Peer GroupYour Performance

Productivity

Workload

Cost

Quality

Metric Type

Service Level

Technician

Ticket Handling


The Two Foundation Metrics: Cost and Customer Sat

Cost per Ticket Customer Satisfaction

Metrics


Cost and Quality: Nothing Else Matters!

Lower CostCost per Ticket (Efficiency)

Qua

lity

(Effe

ctiv

enes

s)

Top QuartileEfficient and Effective

Lower Quartile

Middle QuartilesEffective but not Efficient

Middle QuartilesEfficient but not Effective

Your DesktopSupportPeer Group

Higher Cost

Lower Quality

Higher Quality

Metrics


The Drivers of Cost and Customer Sat



Metrics


$0

$50

$100

$150

$200

$250

$300

30% 40% 50% 60% 70% 80% 90%

Techncian Utilization

Cost

per

Tic

ket

Technician Utilization vs. Cost per Ticket

Metrics


Desktop Support Technician Utilization Defined


((Average number of Incidents handled by a technician in a month) X (Average Incident Work Time) +

(Average number of Service Requests handled by a technician in a month) X (Average Service Request Work Time) +

(Average number Tickets handled by a technician in a month) X (Average Travel Time per Ticket))

(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)

Technician Utilization is a measure of technician work and travel time, divided by total time at work during the month

It takes into account both incidents and service requests handled by the technicians

But it does not make adjustments for sick days, holidays, training time, project time, or idle time

=

Metrics


Desktop Support Technician Utilization: Example

Incidents per Technician per Month = 60 Service Requests per Technician per Month = 24 Average Tickets per Technician per Month = 84 Average Incident Work Time = 32 minutes Average Service Request Work Time = 59 minutes Average Travel Time per Ticket = 41 minutes


((Average number of Incidents handled by a technician in a month) X (Average Incident Work Time) +

(Average number of Service Requests handled by a technician in a month) X (Average Service Request Work Time) +

(Average number Tickets handled by a technician in a month) X (Average Travel Time per Ticket))

(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)=


((60 Incidents per Month) X (32 minutes) + (24 Service Requests per Month) X (59 minutes) + (84 Tickets per Month) X (41 minutes))

(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr)= = 70%


Metrics


The Drivers of Cost and Customer Satisfaction



FCR (Incidents)

Metrics

Technician Satisfaction

SL’s MTTR


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

30% 40% 50% 60% 70% 80% 90% 100%


Cust

omer

Sat

isfa

ctio

nTech Satisfaction vs. Customer Satisfaction

Metrics


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

30% 40% 50% 60% 70% 80% 90%

First Contact Resolution Rate (Incidents)

Cust

omer

Sat

isfa

ctio

nFCR vs. Customer Satisfaction

Metrics


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)

Cust

omer

Sat

isfa

ctio

nMetrics


The Drivers of Utilization and Tech Satisfaction



FCR (Incidents)


Training Hours

SL’s MTTR

Service Levels: MTTR

Metrics


New Technician Training Hours vs. Technician Satisfaction

20%

30%

40%

50%

60%

70%

80%

90%

100%

0.0 50.0 100.0 150.0 200.0 250.0

New Technician Training Hours

Tech

nici

an S

atis

fact

ion

Metrics


Annual Training Hours vs. Technician Satisfaction

40%

50%

60%

70%

80%

90%

100%

0 20 40 60 80 100 120 140

Annual Technician Training Hours

Tech

nici

an S

atis

fact

ion

Metrics


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)

Inci

dent

FCR

Metrics


A Summary of the Major KPI Correlations



FCR (Incidents)


Coaching Career Path Training Hours

SL’s MTTR

Work/Travel Time

Techs/Total FTE’s

Absenteeism/Turnover

First Level Resolution

Scheduling Efficiency


Metrics


Benchmarking Data SummaryMetrics

Average Min MaxCost per Ticket $81 $68 $55 $117Cost per Incident $57 $45 $34 $85Cost per Service Request $144 $128 $107 $196Customer Satisfaction 71% 81% 71% 89%First Contact Resolution Rate (Incidents) 49% 55% 44% 82%% Resolved Level 1 Capable 9% 17% 4% 23%% of Tickets Re-opened 2.0% 6.0% 1.0% 8.0%Technician Utilization 46% 54% 36% 84%Tickets per Technician per Month 65 81 58 93Incidents per Technician per Month 81 100 72 131Service Requests per Technician per Month 42 53 35 71Ratio of Technicians to Total Headcount 73% 84% 69% 88%Average Incident Response Time (hours) 9.1 6.3 4.2 12.1% of Incidents Resolved in 24 Hours 33% 51% 33% 62%Mean Time to Resolve Incidents (days) 2.6 1.9 0.7 4.3Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7Technician Satisfaction 71% 84% 66% 87%New Technician Training Hours 10 46 10 80Annual Technician Training Hours 0 21 0 28Annual Technician Turnover 53% 24% 8% 53%Technician Absenteeism 19% 14% 9% 22%Technician Tenure (months) 11 47 11 64Technician Schedule Adherence 64% 87% 64% 91%Average Incident Work Time (min) 65 49 38 77Average Service Request Work Time (min) 119 94 80 110Average Travel Time per Ticket (min) 18 23 12 49Tickets per Seat per Month 0.79 0.90 0.70 1.68Incidents per Seat per Month 0.57 0.65 0.5 1.2Service Requests per Seat per Month 0.22 0.25 0.2 0.48Incidents as a % of Total Ticket Volume 72% 72% 71% 71%

Deskside Support KPI's Peer GroupYour Performance

Productivity

Workload

Cost

Quality

Metric Type

Service Level

Technician

Ticket Handling


Question & Answer


4

3

2

1

Customer

Enthusiasm

Human Resource ManagementStrategy

Human Resources

Metrics

Marketing


3. Metrics


2. HR


4. Marketing


1. Strategy

DescriptionModel

Component


Best Practices: Human Resources

Service desk management demonstrates commitment to continuous improvement by conducting frequent, one-on-one coaching to each agent, and by providing specific suggestions for improvement andsetting attainable goals.

Coaching and

FeedbackService desk agents are held accountable for minimum performancestandards with incentives for surpassing, and disincentives for falling short of the standard. Performance goals cover both quality andproductivity.

Perform-ance

Standards

Formal strategies are employed to maximize employee retention. These strategies are designed to improve employee job satisfaction and loyalty, thereby maximizing agent morale and minimizing turnover.

Retention

Career paths have been formalized and documented, and often include vertical as well as lateral promotion opportunities. Performance levels required for advancement are clearly articulated. Agents are encouraged to take charge of their own career and skills development.

Career Pathing

Rigorous and formalized training is available for both new and seasoned agents. Training is customized to meet the needs of each agent, and is designed to meet the strategic goals of the service desk.

Training

Recruiting is a rigorous and holistic process that measures specific agent competencies, and matches those competencies to the needs of the service desk.

Recruit-ment

Turnover

MTTR

Res Level 1

FCR

Utilization

Custom

er Sat

Cost/Ticket

Affected KPI’s

Human Resources:Best Demonstrated Practices

HR


Driving Individual Accountability: The Technician Scorecard

Step 1Eight critical performance metrics have been selected for the scorecard

Step 2Each metric has been weighted according to its relative importance

Step 3For each performance metric, the highest and lowest performance levels in the benchmark are recorded

Step 4Your actual performance for each metric is recorded in this column

Step 5Your score for each metric is then calculated: (worst case – actual performance) / (worst case –best case) X 100

Step 6Your balanced score for each metric is calculated: metric score X weighting

64

Worst Case Best CaseCustomer Satisfaction 20.0% 67.0% 94.0% 83.0% 59.3% 11.9%First Contact Resolution Rate (Incidents) 20.0% 38.0% 84.0% 61.0% 50.0% 10.0%Incidents Closed this Month 15.0% 19.9 76.9 59.8 69.9% 10.5%Service Requests Closed This Month 15.0% 15.6 42.2 28.5 48.6% 7.3%Unplanned Absenteeism 7.5% 0.0% 22.0% 19.0% 86.4% 6.5%Teamwork 7.5% 0.0 5.0 3.5 69.9% 5.2%Initiative 7.5% 0.0 5.0 5.0 100.0% 7.5%Mentoring 7.5% 0.0 5.0 4.5 90.0% 6.7%

Total 100.0% N/A N/A N/A N/A 43.7%

Balanced Score

Your Actual Performance

Metric Score

Performance RangeMetric WeightingPerformance Metric

HR


Monthly Technician Performance PostingsHR

Sep Aug Jul Jun May Apr11 1 95.8% 98.0% 97.1% 95.7% 98.3% 97.3% 97.0%32 2 92.8% 92.1% 90.3% 89.3% 84.6% 92.2% 90.2%21 3 91.5% 88.5% 83.2% 94.0% 93.7% 93.5% 90.7%35 4 91.0% 86.8% 85.2% 78.5% 80.5% 68.2% 81.7%14 5 89.5% 89.1% 90.0% 90.1% 92.3% 92.1% 90.5%26 6 83.8% 84.4% 90.2% 86.5% 77.8% 63.9% 81.1%25 7 83.0% 73.6% 81.9% 72.1% 84.8% 87.9% 80.5%15 8 70.4% 66.6% 53.3% 56.3% 56.6% 39.0% 57.0%20 9 64.9% 66.5% 70.1% 56.9% 40.9% 72.7% 62.0%31 10 62.3% 47.4% 22.7% 38.4% 26.0% 93.0% 48.3%16 11 61.0% 62.8% 54.5% 45.9% 41.7% 62.7% 54.8%17 12 57.9% 42.1% 32.3% 71.6% 60.3% 60.3% 54.1%33 13 56.8% 75.5% 64.8% 80.3% 79.7% 73.5% 71.8%13 14 52.2% 34.9% 61.0% 52.8% 58.9% 48.7% 51.4%24 15 48.9% 66.7% 86.9% 87.7% 83.6% 74.5% 74.7%28 16 46.4% 45.5% 19.3% 40.3% 28.8% 32.4% 35.4%27 17 43.7% 26.5% 31.5% 24.3% 22.2% 17.2% 27.6%19 18 41.5% 28.4% 50.1% 48.1% 71.1% 81.0% 53.4%23 19 39.1% 52.3% 57.1% 86.4% 87.7% 88.9% 68.6%22 20 36.8% 18.7% 19.3% 52.9% 66.4% 64.3% 43.1%12 21 36.6% 43.2% 33.1% 65.7% 69.0% 86.0% 55.6%30 22 36.3% 22.6% 23.5% 85.8% 81.5% 70.3% 53.3%29 23 34.1% 44.9% 50.2% 28.3% 48.9% 36.9% 40.5%34 24 33.4% 37.9% 23.1% 21.7% 29.7% 22.6% 28.0%18 25 32.6% 68.4% 80.4% 88.4% 83.8% 91.6% 74.2%

59.3% 58.5% 58.0% 65.5% 66.0% 68.4% 62.6%

Monthly Ranking

Monthly Average

Technician Number

Monthly Scorecard Performance Six Month Average


Job Satisfaction Can be Managed!



FCR (Incidents)


Coaching Career Path Training Hours

SL’s MTTR

Work/Travel Time

Techs/Total FTE’s

Absenteeism/Turnover

First Level Resolution

Scheduling Efficiency


HR


40%

50%

60%

70%

80%

90%

100%

Age

nt J

ob S

atis

fact

ion

Agent Satisfaction with Career Path Agent Satisfaction without Career Path

Average = 72.3%

Average = 80.7%

Career Path Also Drives Agent Job Satisfaction

HR


4

3

2

1

Customer

Enthusiasm

Market Your Desktop!Strategy

Human Resources

Metrics

Marketing


3. Metrics


2. HR


4. Marketing


1. Strategy

DescriptionModel

Component


Perception vs. Reality

LOWER COST HIGHERACTUAL VALUE

PER

CEI

VED

VA

LUE

HIGHER

LOWER

Perceived Value > Actual Value

Perceived Value < Actual Value

Perceived Value = Actual Value

Marketing

70

Where Does Your Desktop Support Operate?


PER

CEI

VED

VA

LUE

HIGHER

LOWER




A Common (but Dangerous) Operating

Position

Marketing


71

Operational Effectiveness First!


PER

CEI

VED

VA

LUE

HIGHER

LOWER




#1 Operational Effectiveness

#2 B

rand

M

anag

emen

t

Marketing


72

Closing the Perception vs. Reality Gap


PER

CEI

VED

VA

LUE

HIGHER

LOWER




Closing the Perception Gap

Where you Should Be

Where you Are

Marketing



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?

Marketing


Key Success Factors in Desktop Image Management

MessagesTi

min

g

Chann

els

TimingFrequent Contact

• New employee orientation• At log-in• During training• During the incident• At scheduled sessions

MessagesMultiple Messages

• Services• Major initiatives• Performance Levels• FAQ’s• Success Stories

ChannelsUse All Available

• User liaisons• Newsletters• Reference Guides• Surveys• Log-in messages

Marketing


Why are We Doing This?

We’ve all heard the expression…

“Expectations Not Set…are Expectations Not Met!

So, let’s get serious about proactively managing expectations!

Marketing


Marketing


84%

47%

31% 29%22%

19%

8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Service Desk DesktopSupport

NetworkOutages

VPN Training EnterpriseApplications

DesktopSoftware

Factors Contributing to IT Customer Satisfaction

% S

ayin

g Ve

ry Im

port

ant

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

Driving a Positive View of Corporate ITMarketing


Marketing 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 Level 1 and Desktop Support 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

Marketing

A Call to Action:Your Opportunity to Excel!

79


A Mandate for Action!

4. Marketing

3. Human Resources

2. Metrics

1. Strategy

Four Key Components

4

3

2

1

Customer

Enthusiasm

Strategy

Human Resources

Metrics

Marketing


1. Think Strategically

Focus on adding value Proactive/Preventive

Part of an end-to-end support process

Understand TCO

Emphasize First Level Resolution

Recognize how value is created

4

3

2

1

Customer

Enthusiasm

Strategy

Human Resources

Metrics

Marketing

Strategy


2. Performance Measurement

Diagnostic use of

KPI’s Small number of KPI’s

Balanced scorecard

Benchmarking

Understand the KPI

correlations

4

3

2

1

Customer

Enthusiasm

Strategy

Human Resources

Metrics

Marketing

Metrics


3. Human Resource Management

Holistic approach to Human Resources Invest in technician

training and development

Career pathing

Coaching and feedback

Individual Accountability

4

3

2

1

Customer

Enthusiasm

Strategy

Human Resources

Metrics

Marketing

HR


4. Marketing

Actively manage your brand

Perception vs. reality

Desktop Support as driver of IT perceptions

Communicate value

4

3

2

1

Customer

Enthusiasm

Strategy

Human Resources

Metrics

Marketing

Marketing


The Bottom Line on Desktop Support Best Practices

Desktop Support is now being managed as a strategic asset within the enterprise One that can reduce the overall cost of IT Dramatically improve the productivity of end-users And drive a positive view of IT

Strategic Desktop Support organizations have a number of success factors in common

1. Part of an end-to-end support process2. An understanding of the economics of TCO for user support3. Active efforts to maximize First Contact, and First Level resolution

rates4. Use performance metrics diagnostically5. Invest in technician training, coaching, and career pathing6. Have active internal marketing efforts7. And aggressively promote and communicate the value delivered

by Desktop Support


Six Ideas to Get You Started!

4

3

2

1

Customer

Enthusiasm

Measure

Diagnose

Prescribe

Implement 4. Register for Future MetricNet Webcasts

1. Visit MetricNet at Fusion 2014 next week

2. Visit Our Website and Become a Free Member

5. Browse MetricNet’s Resource Library

6. Purchase a MetricNet IT Support Benchmark

3. Connect with MetricNet on Social Media

Six Opportunities to Get Started!

87

Session 302Optimizing the Tradeoff:

Cost vs. Quality in Service and Support

Jeff Rumburg, Managing Partner at MetricNetMonday, October 20 at 3:00 PM


More info at metricnet.com/fusion14

88

Schedule Time with MetricNet at Fusion!

http://www.metricnet.com/schedule


Visit MetricNet’s Resource Library at www.metricnet.com


Become a Member: It’s Free!



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For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts

93


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“


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Question and Answer

Desktop Support Best Practices


Thank You!

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About MetricNet:Your Benchmarking Partner

100

101

Your Presenter: Jeff Rumburg

© MetricNet, LLC, www.metricnet.com© MetricNet, LLC, www.metricnet.com

Co Founder and Managing Partner,

MetricNet, LLC

Winner of the 2014 Ron Muns

Lifetime Achievement Award

Former CEO, The Verity Group

Former Vice President, Gartner

Founder of the Service Desk

Benchmarking Consortium

Author of A Hands-On Guide to

Competitive Benchmarking

Harvard MBA, Stanford MS


Benchmarking is MetricNet’s Core Business

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Global Database

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Meet a Sampling of Our ClientsMetricNet Conducts benchmarking for IT Service and Support

organizations worldwide, and across virtually every industry sector.


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