5 case-studies-collaboration
TRANSCRIPT
Desktop/Service Desk CollaborationCase Studies in Successful Partnership
Jeff Rumburg, Managing Partner - MetricNet Session #608
Empirical Observations from the Global Benchmarking Database
More than 3,000 IT Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices
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Then and Now: The Evolution of the Service Desk
Service Desk KPIs
North American Averages1988 Last Year
Monthly Contacts per End-User 0.79 1.95
Cost per Contact $9.57 $21.84
Average Handle Time 6:27 12:55
Resolved on First Contact 35% 67%
Resolved at Level 1 39% 85%
Starting Agent Salaries (current dollars) $27,280 $35,411
Service Desk Cost per End-User per Year $97 $502
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Then and Now: The Evolution of Desktop Support
Desktop Support KPIs
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
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Why Collaborate?
Benefits Barriers
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Lower support costs
Greater customer satisfaction
for support
Shorter cycle times on
resolution
Enhanced user productivity
Greater customer satisfaction
for all of IT
Different managers
Different funding sources
Drive-by’s, fly-by’s, snags
No shared goals or
incentives
Poor training
Weak management / lack of
discipline
Support is low priority
Adopting SPOC Support at an International Freight Co.
The Scenario
Users call desktop support directly
Desktop techs provide on-the-spot assistance
Service desk has no clear dispatch rules for desktop support
Service desk and desktop have no operating level agreement (OLA)
Lost tickets are common
Customers are universally dissatisfied
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A Primer on 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
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The Tao of SPOC (Single Point of Contact)
User CommunityLevel 1
Service Desk
Desktop Support
Field Support
Level 2 IT Support
Vendor Support
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SPOC PrinciplesKey SPOC Principles
Enterprise takes an end-to-end view of user support
User/Customer has a single point of contact for all IT-related issues
The Level 1 Service Desk is the SPOC The service desk and desktop support have
the same SLA with customers The service desk and desktop support have
an OLA 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
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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%
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The Result of Implementing a SPOC Process
KPI Before SPOC 10 Months LaterLevel 1 Ticket Origination 64% 87%
% Resolved Level 1 Capable 39% 14%Customer Satisfaction 66% 78%
Weighted Average Cost per Ticket $73 $45
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Cross Training at a Regional Bank
The Scenario
Support costs are high
Desktop support is sometimes short-staffed
Service desk is sometimes short-staffed
Escalation defects increase when the service desk is busy
Service levels are rarely met
Customer satisfaction is low
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Universal Agents Can Greatly Improve Efficiency
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12 FTE’s 7 FTE’s
3 – 4Universal
Agents
Service Desk Desktop Support
Success Factors for Cross-Trained Agents
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Support personnel are co-located with the users
Users are in a high density environment High rise building or campus setting
Facilitates “jump & go”
Scale is relatively low Fewer than 20 support techs in total between service desk and
desktop support
Not all technicians can or should be cross-trained
The Result of Agent Cross Training
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KPI Before Cross Training 6 Months LaterCross-Trained Agents 0 4Customer Satisfaction 72% 85%
Weighted Average Cost per Ticket $67 $55Total Headcount 19 17
% Resolved Level 1 Capable 25% 9%
Shared Incentives at a Multi-National Insurance Company
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The Scenario
Both support groups – service desk and desktop
support – appear to be performing well
Costs are in line with industry averages
Customer satisfaction is above industry averages
A SPOC process is followed
So what’s the problem?
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Your IT 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
50% of Annual Bonus Tied to Benchmarking Results
16
Read MetricNet’s whitepaper on IT Support Benchmarking. Go to www.metricnet.com to download your copy!
Some Common Service Desk Metrics
Cost per Ticket First Level Resolution Rate
Cost
Service Level
Quality
Call HandlingAgent Average speed of answer
(ASA) Call abandonment rate % Answered within 30
Seconds Average hold time Average time to abandon Percent of calls blocked
Contacts per Agent per Month
Agent Utilization Agents as % of Total
FTE’s
Customer Satisfaction Call Quality First Contact Resolution Rate
Agent Occupancy Annual Agent Turnover Daily Absenteeism New Agent Training Hours Annual Agent Training Hours Schedule Adherence Agent Tenure Agent Job Satisfaction
Contact Handle Time % Escalated Level 1
Resolvable User Self-Service
Completion Rate
And there are hundreds more!!
Productivity
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A Summary of KPI Correlations for the Service Desk
Cost per Ticket Customer Satisfaction
Agent Utilization
First Contact
Resolution
Agent Satisfaction
Coaching Career Path Training Hours
Call Quality
HandleTime
Agents/Total FTE’s
Absenteeism/Turnover
First Level Resolution
Scheduling Efficiency
Service Levels: ASA and AR
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Some Common Desktop Support Metrics
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
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A Summary of KPI Correlations for Desktop Support
Cost per Ticket Customer Satisfaction
Technician Utilization
FCR (Incidents)
Technician Satisfaction
Coaching Career Path Training Hours
SL’s MTTR
Work/Travel Time
Techs/Total FTE’s
Absenteeism/Turnover
First Level Resolution
Scheduling Efficiency
Service Levels: MTTR
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KPIs for Successful Collaboration
Weighted Average Cost per TicketCost
Quality
Level 1 TCO
Weighted Average Customer Satisfaction
First Level Resolution Rate
Aggregate Balanced scorecard
Desktop TCO % Resolved Level 1 Capable
Read MetricNet’s whitepaper on Help Desk Performance Metrics. Go to www.metricnet.com to get your copy!
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The Balanced Scorecard for SPOC Support
Step 1Six 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
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Worst Case Best CaseService Desk Cost per Ticket 20.0% $40.00 $8.00 $22.00 56.3% 11.3%Desktop Support Cost per Ticket 20.0% $120.00 $25.00 $64.00 58.9% 11.8%Service Desk Customer Satisfaction 20.0% 60.0% 100.0% 85.0% 62.5% 12.5%Desktop Support Customer Satisfaction 20.0% 60.0% 100.0% 90.0% 75.0% 15.0%Level 1 Resolution Rate (service desk) 10.0% 40.0% 100.0% 88.0% 80.0% 8.0%% Resolved Level 1 Capable (desktop support) 10.0% 50.0% 0.0% 8.0% 84.0% 8.4%
100.0% N/A N/A N/A N/A 66.9%Total
Performance Metric
Cost
Quality
TCO
Balanced Score
Your Performance
Metric Score
Performance RangeMetric Weighting
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The Performance Trend in SPOC Support
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40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
IT S
uppo
rt B
alan
ced
Scor
e
12 Month Average Monthly Score
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Bal
ance
d Sc
ores
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Benchmarking the SPOC Balanced Score
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High 83.3%Average ----- 51.4%Median 52.3%Low 17.5%Your Performance 66.9%
Balanced Scores
Key Statistics
The Results of Benchmarking and Shared Incentives
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Before Benchmarking 1 Year LaterService Desk Cost per Ticket $22 $19Desktop Support Cost per Ticket $64 $62Service Desk Customer Satisfaction 85% 92%Desktop Support Customer Satisfaction 90% 93%Level 1 Resolution Rate (service desk) 88% 91%% Resolved Level 1 Capable (desktop support) 8% 4%
66.9% 75.5%42.3% 63.8%% of Bonus Awarded
Balanced Score
Key Performance Indicator
Cost
Quality
TCO
Closed Ticket Analysis at a Fortune 100 Telecom Company
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The Scenario
Monthly meetings are held between service desk and desktop support to review tickets
Goal is to ensure proper categorization of tickets, and eliminate tickets through Root Cause Analysis
Benchmarks show that First Level Resolution on the service desk is low
And nearly half the tickets resolved by desktop support are resolvable at level 1
0
2
4
6
8
10
12
0% 2% 4% 6% 8% 10%
12%
14%
16%
18%
20%
22%
24%
26%
28%
30%
32%
34%
36%
38%
40%
% Resolved Level 1 Capable
Num
ber o
f Sup
port
Org
aniz
atio
ns
Firs
t Qua
rtile
= 1
2.7%
Four
th Q
uarti
le =
24.
3%
Med
ian
= 18
.1%
Industry Data for Desktop % Resolved Level 1 Capable
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Industry Data for Level 1 Resolution
0
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45
50
55
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
Net First Level Resolution Rate
Num
ber o
f Dat
a P
oint
s
Average ------ 73.9%Max 98.9%Min 24.0%
Median 75.0%> 95% Net FLR 2.0%
Industry Average Net FLR Statistics
Net First Level Resolution Rate
Num
ber o
f Dat
a R
ecor
ds
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Net
Firs
t Lev
el R
esol
utio
n
Remote Diagnostic Software No Remote Diagnostic Software
The Effect of Remote Diagnostic Software on FLR
Average = 77.8% FLR
Average = 61.4% FLR
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The Effect of a Mature Knowledge Base on FLR
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0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
0 1 2 3 4 5 6
KBase Maturity
Net
Firs
t Lev
el R
esol
utio
n
The Action Plan
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Adopt a remote diagnostic tool
Add a check box to desktop support tickets Resolved but Level 1 Capable
Establish a goal for First Level Resolution
Establish a goal for % Resolved Level 1 Capable
Enforce a strict SPOC support model
The Results: 6 months Later
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KPI Before Action Plan 6 Months LaterFirst Level Resolution 61% 83%
% Resolved Level 1 Capable 44% 17%Weighted Average Cost per Ticket $96 $61
Some Final Thoughts
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 value
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Corporate 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)
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
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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
Quality of Support Drives End-User Productivity
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
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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
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Support Has an Opportunity to Minimize TCO
Why Collaborate?
Benefits Barriers
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Lower support costs
Greater customer satisfaction
for support
Shorter cycle times on
resolution
Enhanced user productivity
Greater customer satisfaction
for all of IT
Different managers
Different funding sources
Drive-by’s, fly-by’s, snags
No shared goals or
incentives
Poor training
Weak management / lack of
discipline
Support is low priority
About MetricNet:Your Benchmarking Partner
Jeff Rumburg is a co-founder and Managing Partner at MetricNet, LLC. Jeff is responsible for global strategy, product development, and financial operations for the company. As a leading expert inbenchmarking and re-engineering, Mr. Rumburg authored a best selling book on benchmarking, and has been retained as a benchmarking expert by such well-known companies as American Express, Hewlett-Packard, and GM. Prior to co-founding MetricNet, Mr. Rumburg was president and founder of The Verity Group, an international management consulting firm specializing in IT benchmarking. While at Verity, Mr. Rumburg launched a number of syndicated benchmarking services that provided low cost benchmarks to more than 1,000 corporations worldwide.
Mr. Rumburg has also held a number of executive positions at META Group, and Gartner, Inc. As a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was focused on business and product development for IT benchmarking. Mr. Rumburg's education includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality and Productivity Improvement, and has taught graduate-level engineering and business courses. Mr. Rumburg serves on the Strategic Advisory Board for HDI, formerly the Help Desk Institute.
Your Presenter: Jeff Rumburg
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70+ Key Performance Indicators
More than 120 Industry Best Practices
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