the service desk survival guide 2005 service desk... · 2017-09-12 · create your survival guide...

©2005 Copyright McGarahan & Associates. All rights reserved.

The Service DeskSurvival Guide 2005

Peter McGarahan


The Outlook For 2005The Outlook For 2005

• Go After Project Funding• Globalization/Consolidation• Outsourcing/Offshoring• Career Development in/outside of IT• Cost Containment• Technology/Automation• ITIL Service Management• Best Practices mapped into tools• Security issues dominate• Supporting the business applications


How Can I Best Prepare?How Can I Best Prepare?

• Assessment and Benchmarking• Continuous Improvement Plan

– 30, 60 90-day plan– Gap analysis of Strategy and Assessment– Build The Roadmap

• Business Focus and Alignment– Support the proprietary, mission-critical business apps

• Create and Market Value Proposition to Senior Managers

• Business Value Metrics & Reporting – Running your support business– Identifying trends that impact business/productivity

• Map Best Practices to Automate Tools• Invest in developing/mentoring leaders


Identify ‘Pain-Points’Identify ‘Pain-Points’

• The proactive support mantra– Minimize business impact– Improve employee productivity

• Leverage RCA and reporting to highlight pain-points

– Just the facts– “In God we trust, all others must bring data

• Take advantage of opportunities to sell support strategy and value-add

– Pain-points– Business impact– What you can do to minimize impact

• Leverage customers – Customer Advocacy– Champions– Sponsors– The “Voice”


Create Your Survival Guide – Now!Create Your Survival Guide – Now!

TheThe

Service Desk Service Desk

For 2005For 2005


Assess Your OperationsAssess Your Operations

Service DeskService Desk

Education & StaffingEducation & Staffing

Measurement & Reporting

Measurement & Reporting

Methodologies & Procedures

Methodologies & Procedures

Systems & TechnologiesSystems &

Technologies

Structure & Strategy

Structure & Strategy

Perception & PerformancePerception & Performance

• Conduct a benchmarking assessment• Listen to you customer, team, peers,

etc.– Sit in on the phones

• Challenge Your Direct Reports– “How Do You Know” and “Show Me”

• D3 - Drill Down into the Details• Enlist a Third Party Service Desk

Expert – Methodology– Preparation– Urgency– Timeliness– Executive Briefing


Review Your Delivered ServicesReview Your Delivered Services

• List Services Currently Delivered• Rank in Order of Importance/Value To

Customer• Categorize Services Into Problem And

Request• Identify Services Where You Add No Value

– Look for ways to Deflect or Eliminate

• Estimate Cost To Deliver Services• Map Your Team’s Skills To Your Services• Any thing left over for the valued services?


The Support Best Practices RoadmapThe Support Best Practices Roadmap

Source: STI KnowledgeSource: STI Knowledge


Protect and Leverage Your InvestmentsProtect and Leverage Your Investments

• Identify where you are on best practices roadmap• Strengthen and reinforce positioning

– Assessment, Validation, Value– Marketing, Communication and Support Story

• Review strategic objectives and where you are going

• Create “gap analysis” for continuous improvement

• Utilize existing investments in technology and people


Know What and Who You Should KnowKnow What and Who You Should Know

• Identify the Critical Elements of Your Support Business

– Supply, Demand and SLA adherence– Total Cost of Support, Cost per Contact and Solution– Don’t forget the customer’s who stopped calling!– Service Desk Professional Utilization– Top 5 Call Types by Volume and Mean Time To Resolve

• Identify and Report Business Impact and Employee Productivity Trends

– Barriers to Total Contact Ownership

• Identify Key Sponsors and Champions of Service Desk

– Senior Level Management– Customers– Business Drivers


• Reports:– Morning report

• ACD• Open tickets• SLA/OLA adherence• First Contact Resolution• KBU

– Individual performance reports

• HDP Utilization• First Contact Resolution

vs. Escalated • Call Monitoring/Quality

Assurance• Daily Checklists:

– Professional ticket review– Manager’s checklist

• Case Aging• Financial – business impact• Customer Surveys

Report Generated on 6/1/01 9:35:35AM Overview

XYZ Company

Calls Received and Tickets Created For 5/21/01 through 5/26/01

Calls for For 5/21/01 through 5/26/01

SLA Abandon TimeSLA Answer TimeSLA Answer/Abandon Rate

18Total Calls Abandoned204Total Calls Answered229Total Calls Received %TotalMetric%TotalMetric%TotalMetric

Minutes0:48Minutes0:2289204 Average AbandonAverage Wait TimeAnswered

33682167 15 Seconds or LessIn 30 Seconds or Less

81631 to 60 Seconds 173

37

16 to 30 Seconds

Voice Mail 173Minutes770 31 to 60 SecondsTotal Talk Time

33Minutes3:46 61 Seconds or MoreAverage Talk Time 6

SLA Abandoned Non-SLA Abandoned

9 4

9 4

Tickets For 5/21/01 through 5/26/01

Tickets by StatusSLA Call Logging Ratio

Total Calls Answered 204

Metric Total %

Tickets Created 112 55

ACKNOWLEDGED 6 5CLOSED 99 88RESOLVED 3 3TRANSFERRED 4 4

Closed Same Day 73 65

Ticket Status as of 6/1/01 only.

Snapshots

Tickets Aging Total Tickets Open Metric Total %

33

1.) < 24 Hours 217

2.) 24 - < 72 Hours 93

3.) 72 Hours - < 1 Week 124

4.) > 1 Week 5819

All Tickets as of 6/1/01 only.

SLA Tickets Transferred Ratio

Tickets Created 112

Metric %Total

Transfer to Technician

First Contact Resolution

Average Transfer*

* Average Time between ticket creation and transfer.

33

79

6:14:20

29

71

hh:mm:ss

A full report explanation is available that includes definitions used in this report. Contact your Help Desk Manager to request a copy. All numbers are for the period, that is, the date range in the report heading. The period is specified at the time the report is run and may be daily, weekly (week ending on Sunday), and monthly. Reports should be e-mailed to Help Desk Team members daily with weekly reports e-mailed on Mondays and monthly reports e-mailed the first working day of each new month. MR612001

Daily Operational ReportDaily Operational Report

Source: STI Knowledge


Balanced ScorecardBalanced Scorecard

Financial Scorecard

Operational Scorecard

Customer Scorecard

Learning Scorecard


The Project Score Card

• Represented either graphically or numerically– Percentage of a goal or absolute value

• Select three or four key metrics that are easily measured and have business impact

• Measures baseline, actual and target over time• Critical to demonstrating success and establishing

credibility • Serves as valuable input into the investment

decision making process• Assists in quickly identifying ‘gaps’ so they can be

addressed and corrected


Become the Customer Advocate Become the Customer Advocate

• The Support Center is the “voice of the customer”

• You are the customer advocate

• Root-cause analysis• Trend reporting• Business impact• The customer tour

• Listen to your customer• Listen to calls• Ask what you are NOT

doing• Survey the customers who

are NOT using your services

• Identify customer champions and sponsor


Report, Market and Communicate Report, Market and Communicate

• Reporting – Operational– Marketing

• Always tell a story with your reports• Always add you analysis and recommendations• Know the purpose of your reports

– What it tells you– What it tells stakeholders

• Follow-through to make sure stakeholders are gaining value from your reporting

• Market all the time• Communicate until they say “Uncle”


Communicate and Market Your Value PropositionsCommunicate and Market Your Value Propositions

• The short presentation delivered to senior management and customers

– Educate them on your value-add in supporting business goals and objectives

• As CEO of the support business, you must articulate your:

– Scope of services– Your current demand, supply and adherence to SLAs– Other key metrics (including costs) depicting the ‘health of your

business’– Key projects and initiatives aligned with the business– Customer advocates, business leader testimonials

• Leverage into your elevator speech– Practice, deliver, push-down to team

• Take on Customer Tour

Your Support Story


Visit Your CustomersVisit Your Customers

• Plan a Customer Tour– Listen– Negotiate– Look for More Business– Articulate Your Support Story

• Get involved with their activities and meetings

• Sponsor team to spend time working with customers in the field

• Network• Build a personal and business

relationship


Target Calls for Self ServiceTarget Calls for Self Service

• Always look for ways to:– Eliminate calls– Deflect repetitive, non-value-add calls to a non-phone support

alternative– Reduce the diagnostic time for complex calls

• It’s about shifting work to more high value, business impact

• It’s about keeping the phone-queue open for mission-critical problems

• Proactively Prevent problems from impacting productivity – use Root Cause Analysis combined with tools and call deflection options

• Top 4 call types for Self-service:– Status Calls– Password resets– Requests– How To


Invest in Training Your TeamInvest in Training Your Team

• Increase productivity– High Impact Training– Screen Human Harmony– Automate the Manual

• No better time– Create Career paths– Invest in Training and Certification– Mentor and Coach

• Former Intel CEO Andy Grove says never forget that your career is your business:

– “Every person … is like an individual business. Your career is your business -- and you are its CEO."

– Although your career may be on track, be sure not to ignore turning points that could lead to greater success -- or bitter failure.

– You've got to keep track of the market, watch for competitors and look for better ways to do things.

• Grove says a "mental fire drill" can help every career

– Read newspapers, trade magazines and books (“Leaders are Readers”)– Attend industry conferences– Listen to associates to learn when change is imminent


The Success PlanThe Success Plan



Exceeding Customer Expectations…Top 10 Industry Best Practices


1. Increase service levels by providing high quality, consistent customer interactions

2. Reduces costs with higher productivity and lower turn-over

1. Reduces costs thru lower turnover of professionals2. Increases service levels with higher awareness of customers

needs.

1. Reduces costs by attacking identified problem areas and executing tactical plans to eliminate the problem

2. Improves service levels by resolving more calls at T0-T1

1. Increases customer service by solving more calls at T0-T1 without transfers

2. Decreases costs by improving the productivity of T1 professionals and collapsing costly escalations

1. Reduces costs by eliminating call backs2. Improves customer services by insuring that all service levels

are met and no contacts are mishandled

Certified professionals provides consistent service any how, any where and any time. This includes all internal and external support groups.

Professional Certification

Running the knowledge center like a business. Using your organization’s Mission, Strategy and Goals to train the frontline professionals and how their customer interactions support the overall business.

Alignment with Business Goals and Objectives

Using the daily and weekly categorization reports to determine what areas of the business need more attention. Act on the information to push marketing and communications customers to reduce inbound contact volumes.

Problem Prediction and Prevention

Integrate knowledge base technology and processes to improve first contact resolution and collapse the tiers in which calls are resolved. (Solve more calls at T0 – T1)

Cost Effective Support Thru Knowledge Base and FCR

Provides customers with a single point of contact ( the frontline professional) this is responsible for managing customer expectations and driving SLA compliance with other support groups to insure that customers receive consistent, predictable service.

Total Contact Ownership™





1. Improves customer service by demonstrating the service improvements in relationship to the investments utilizing the customers data feeds

2. Supports the overall service desk mission and vision and how the Knowledge Center is integral to the business

1. Improved customer service by setting clear expectations with the stakeholder

2. Reduce costs by creating a culture focused on “exceeding customer expectations”

1. Reduces risks of being unaware of trends2. Improves service levels because management is able to make

clearer decisions.

1. Increases business and customer awareness by linking all trends and activity to specific call types

2. Reduces costs by improving productivity of all professionals

1. Reduces costs by shortening call resolution times2. Improves customer service by solving more problems without

escalation

Illustrates the operational, financial and customer metrics to show the positive impact the Knowledge Center is having on the bottom line and customer experience.

Balanced Scorecard

Marketing both internally and externally on the services and service levels provided by the service desk to all stakeholders.

Call Center Marketing Coordination

Professionals log 100% of all contacts in order to provide a 360o view of the environment - improving management and control.

Logging 100% of Contacts

Weekly determination of HIT™ areas and vital integration with content development team to facilitate creation of knowledge articles.

Root Cause Analysis

Daily, highly focused training on the most needed subject areas across all support groups.

High Impact Training (“HIT™”)



Continue to focus on….Continue to focus on….

• Look for more business (funded business)– Accept more responsibilities, customers, call volume, work load, business

units, etc.• Improve SLA adherence commitments to the business

– Eliminate calls / problems, deflect repetitive calls to self-service and automate the manual

• Capture support savings that can be returned to bottom-line

• Run your support organization like a business– Know your cost structure and business impact / value– Maximize utilization of people and tools

• Deliver cost-effective industry best practices to dynamically meet the needs of your business

• Leverage the Balance Scorecard approach to reporting – Quality vs. quantity, team vs. individual, business impact (short and long-

term)• Market your value daily to all stakeholders• Offer value-based/alternative pricing based upon

customer value


Thank You!Q & A

Pete McGarahanMcGarahan & [email protected]

http://www.mcgarahan.com/

http://www.mcgarahan.com/

the service desk survival guide 2005 service desk... · 2017-09-12 · create your survival guide...

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