join community | eureka community - introduction · web viewthis can confirm that it was a busy...

Eureka Process, LLC (912) 388-6680

[email protected]

KPI – Service Desk

ContentsIntroduction.................................................................................................................................................2

KPIs..............................................................................................................................................................2

Resolution Time.......................................................................................................................................2

CSAT........................................................................................................................................................2

Time per ticket gauge..............................................................................................................................3

Kill Rate....................................................................................................................................................3

Tickets Last 7 Days...................................................................................................................................4

Greater than X hours...............................................................................................................................4

Need to schedule tickets.........................................................................................................................4

Conclusion...................................................................................................................................................5

Related Documents.....................................................................................................................................6

Revision History...........................................................................................................................................6

pg. 1 of 6 ©2018-2021 Eureka Process, LLC

You may make this process your own with our explicit consent, but if you share, please consider giving credit to the original creator, Eureka Process.

mailto:[email protected]

https://EurekaProcess.com/


[email protected]

IntroductionMetrics are quick ways to tell how we are doing and have been proven to improve organizations. Even without specific goals or actions, the act of measurement tends to improve a number, simply through human nature. We can Compound that affect my measuring and REPORTING on it. Then imagine what you can do with specific actions taken to improve a reported metric!

Time and time again, we will be working with a client, putting off deciding on our KPIs, and make some small headways to solve various issues. Yet, in each case, as soon as we tackle KPIs, suddenly everything makes sense. Our action items from each week’s meeting come around to being able to measure the KPI, documenting a process to ensure the KPI measure what we expect, and ultimately improving the KPI.

As such, we want to also apply these concepts to Service Desk.

KPIsResolution TimeWhat it is: The time it takes to resolve a ticket minus the time it was waiting.Why This Metric: This is a good metric to track to ensure you are providing good customer service. A 30 day average will give you some context as to how your team is handling tickets week to week. We recommend a resolution time of less than one hour for a help desk team and less than three hours for a service desk team. How to set it up: To set up this metric we want to filter to our Help Desk and Service Desk/Escalations board, include the appropriate members, and filter our Resolution time to our selected time frame. How to impact or improve: If this metric is trending higher it needs some attention. When this metric is too high it means your SOPs need to be refined to reduce the time spent on each ticket. This metric may coincide with your SLAs for your agreements. Set your thresholds appropriately.

CSATWhat it is: Measuring our client’s “happiness” is a critical piece of knowing how well we are serving our clients.

Why This Metric: A customer satisfaction score is a good metric to show how well your staff are supporting your clients. A CSAT score is good to know for your sales process when you are going to a vCIO or QBR meeting. Also when you’re up against an agreement renewal.

How to set it up: If you have a reporting tool that linked to your PSA and it can capture this data then it should be straight forward. You may need to have this report emailed from your CSAT capturing tool on a regular basis. Filter to get an average over a certain time period or per employee if you want to narrow the scope.






[email protected]

How to impact or improve: If CSAT is low you may need to focus on communicating next steps, meeting deadlines promised, responding to tickets in a timely manner, and or resolving service tickets as quickly as possible.

Time per ticket gaugeWhat it is: The average amount of technician time entered on tickets.

Why This Metric: Time per ticket is an important metric to know for your service and sales reporting. For service a high time per ticket will tell you there are processes to improve or additional SOP definition that could help anyone touching the ticket for the first time. Time per ticket will help the sales team in job costing when they want to know how to price agreements.

How to set it up: To build a time per ticket gauge or report first determine which service board you want to filter to. Include time entries associated with that service board. Filter for a certain time period, for this style of metric we like to filter for the last 30-90 days to give some historical trending data. Longer time frames will show you have you improved over time. Work to get this metric as close to 30 minutes per ticket as you can.

How to impact or improve: If a time per ticket gauge is too high you will want to review the types of tickets that are coming in and associated SOPs with how to solve them. You may need to refine these SOPs and define some escalation steps so your staff doesn’t spend too long trying to resolve a ticket that cannot be resolved quickly.

Kill RateWhat it is: This metric is related to your open and close ratio.

Why This Metric: We want to know how many tickets were opened and closed over a period of time to show trending data of how fast tickets are being closed. We like to measure this over the last 7 days to show a trend to review internally.

How to set it up: To set this metric up we will filter to our relevant Service Desk or Escalations board, filter for the specific members on that board, and divide the open tickets by the closed tickets. Anything above 100% is in the green anything below that is in trouble.

How to impact or improve: If this metric is consistently trending under 100% kill rate it means you have more new tickets than you can close in a day or that 7-day period. Review open issues with your team. Document common service issues so they can be solved more rapidly. If a kill rate under 100% continues and it's difficult to break out then your service team may be understaffed.

Tickets Last 7 DaysWhat it is: The total number of service tickets over the last 7 days

Why This Metric: This gauge is another canary in the coal mines like the Kill Rate metric. It will tell us if our ticket count is increasing over time. Which is something technicians usually feel before you can put a number on it. This can confirm that it was a busy week or show that it wasn’t really that busy and you need to work on your time per ticket.






[email protected]

How to set it up: For this metric we want to filter to a specific service board, date the service tickets were entered, and period of time like 7 days in this example. This will show us over the last 7 days X number of tickets were opened. Measure this over time to watch trends. This will also tell you if there is too much noise on your service boards.

How to impact or improve: If this metric is trending up consistently you might be experiencing a particularly busy time in your area. Like companies preparing for the end of their fiscal year or requests that ramp up before the holidays and then die off. But if your number of clients have remained the same and it's just a regular day you may want to review the types of issues that are coming in to make sure they aren’t being caused by something that could be fixed relatively easily to address the extra ticket volume.

Greater than X hoursWhat it is: Service tickets greater than a certain number of hours will drag down your agreement profitability. In this metric we want to stop tickets from spiraling out of control and resulting in upset clients and many hours spent resolving one single ticket.

Why This Metric: We want to filter this metric to our Service Desk board and the members associated with it. We want to set a threshold like 2-4 hours that will alert us to the ticket. We are alerting on time spent on the ticket. You might find when you first turn this on that you have a lot of tickets over your threshold. That’s ok. Time to work on closing tickets faster.

How to set it up: Set up a report or use a gauge software to show tickets that are over X hours

How to impact or improve: When you have tickets over your hours threshold you want to review your SOPs and your escalation process. Are the correct steps being followed to resolve that specific issue? Was it escalated fast enough? Does your technical staff have the resources to resolve that issue? Answer these and bring down those hours.

Need to schedule ticketsWhat it is: Tickets that are waiting to be scheduled and worked

Why This Metric: Tickets on the service desk usually can’t be resolved quickly and need to be scheduled. Sometimes we miss those schedules or clients get busy. Sometimes a ticket has been overlooked and not scheduled forward. This metric is to highlight tickets that need to be scheduled in the future to be resolved.

How to set it up: If you’re following our calendaring process these tickets were on the schedule at some point and that scheduled time has past. What happens now is they need to have a light shining on them to get them rescheduled. Filter for your Service Desk board and tickets that are in a past due status. There should be a follow up scheduled or they should be in a resolved status. Work this metric to zero by the end of the day.

How to impact or improve: This should be a manage to zero metric. We want everything scheduled forward. If you have too many tickets with past due schedules then this will start to effect all the other






[email protected]

gauges we mention so far. Resolution time will be too high and you CSAT might be affected because it took so long to resolve the ticket. Do It Complete It! If you start a ticket then work to finish it.

ConclusionNow go and work towards your goals!






[email protected]

Related DocumentsRevision History

BL 210324 cleaned up and made uniformARE 210303 Updated and edited



