metrics and myths-pikes peak 2016 · metrics and myths about metrics roy atkinson hdi pikes peak...
TRANSCRIPT
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Metrics and Myths About Metrics
Roy Atkinson HDI Pikes Peak Chapter
January 20, 2016
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About • HDI Senior Writer / Analyst • White papers, SupportWorld articles,
research reports, HDIConnect • 15 years experience as a practitioner • HDI and FUSION Conference Faculty • International Certification Standards
Committee (ICSC) • Desktop Support Advisory Board (DSAB) • Advanced Management Strategy
Tulane University Freeman School of Business
Twitter: @HDI_Analyst | @RoyAtkinson
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1. Measure the things that matter
2. Understand connections 3. Assign goals properly 4. Beware of metrics myths
What We’ll Discuss
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Start with Why
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Start with Why • Inform and communicate the value of the services • Increase customer satisfaction • Understand how well the people, processes and technology are performing
• Provide the basis for measuring regulatory compliance for SOX, HIPAA, PCI DSS, and others
• Achieve certifications (HDI Support Center Certification, ISO 9000, ISO 20000, COBIT)
• Measure progress towards goals and objectives
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This Isn’t Easy Things that are easily measured very rarely get us to what we really want.
— Steve Hultquist, in SupportWorld
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Your last full metrics review with stakeholders was • More than 1 year ago • 6 Months to a year ago • Last quarter • Last month
Quick show of hands…
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When was the last time you made any major changes to either the metrics or the way they are reported? • 1 Year or more • 6 Months – 1 year • Last quarter • Last month
Quick show of hands…
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What do you think?
Has the world of IT and/or technical support changed at all in the last 2 years? Will change continue?
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Pressure
Recent HDI research showed that 87% of support centers are feeling pressure to show value to business.
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Flow of Information
Strategic
Tactical
Operational
Business focus
Requirements for
success
Proof of execution
Based on The Definitive Guide to IT Service Metrics by McWhirter and Gaughan
Focused internally
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Flow of Information
Key: Deliver the right information to the right people at the right time in the right way.
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Communicating
Beware unintended messages. “We handled 4,000 incidents last month, but handled 5,000 this month.” Message: Things broke 1,000 more times this month.
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Communicating
Whenever you change the things you measure or the way you measure, you must communicate clearly to your stakeholders what the changes look like.
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Changing Metrics
Strategic Business focus
• What do executives and leaders want to know?
• When and how often do they want to know it? • How do they want the information expressed? • How do they want the information presented?
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Let’s Get More Specific
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According to the SAB
The HDI Strategic Advisory Board identified the Shift-Left strategy as an increasing trend.
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Shift-Left
Shift-Left means pushing more technical work toward the front line, and repetitive work out into self-service.
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Shift-Left
• Q1: Is it the right plan for your organization?
• Q2: If yes, how do you measure success?
• Q3: How will your metrics change?
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Shift-Left
Critical Shift-Left Metrics:
• Level 0 Solvable (LZS) • First Level Resolution (FLR) • Mean Time to Resolve (MTTR) • Customer Satisfaction or Net Promoter
Score™ (CSAT / NPS®) • Customer Effort Score (CES)
What is LZS? by Rick Joslin
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Shift-Left
Critical Shift-Left Metrics:
• Level 0 Solvable (LZS) • First Level Resolution (FLR) • Mean Time to Resolve (MTTR) • Customer Satisfaction or Net Promoter
Score™ (CSAT / NPS®) • Customer Effort Score (CES)
then
then
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If you Shift-Left, what happens to:
• Average Handle Time • Speed to Answer • Cost per Ticket
Have you thought about…
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Nothing Lives in a Vacuum
“Spooky action at a distance”
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In 2010, cost per ticket for phone was $20. In 2014, cost per ticket for phone was $14.
Have costs decreased?
Increased Number of Tickets
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Percentage of support centers that say the number (volume) of tickets (all channels) has increased:
2009 – 70% 2010 – 67% 2011 – 68% 2012 – 66% 2013 – 66% 2014 – 57% 2015 – 63%
Have costs decreased?
Increased Number of Tickets
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• Cost per Ticket is inversely proportional to the number of tickets
• If self-service knowledge (Tier 0) succeeds, the number of tickets goes down
• If the number of tickets goes down, Cost per ticket goes up
How Metrics Affect Each Other
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Fully-burdened cost per ticket
(Total costs ÷ Total number of tickets) Total costs = $1.3M/yr | Total # tickets = 52,000/yr
Fully burdened cost per ticket = $25 Total costs = $1.4M/yr | Total # tickets = 76,000/yr
Fully burdened cost per ticket = $18.42
Have costs decreased?
How Metrics Affect Each Other
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Quantity / Quality
Quantitative metrics: • Typically related to volume, time, and/or production; easy
to count or measure • Quantitative metrics are based on data and information
and can be accurately measured and reported • Examples: number of calls in queue, number of
abandoned calls, average talk time, after contact work
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Quantity / Quality
Qualitative metrics: • How well someone or something is performing towards
meeting defined guidelines or specifications • Qualitative metrics can be based on perception or
opinion • Examples: quality scores, customer satisfaction surveys,
employee satisfaction surveys
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For Consideration
• Number of cases escalated • Δ in MTTR, escalations vs. FLR• Number of Incidents vs. Number of Requests • KM: Number of times articles are reused • MTBF (Mean Time Between Failures) • MTBSI (Mean Time Between Service Incidents) • IUM (Interrupted User Minutes)
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Change of Focus
Activities Outcomes
Quantitative Qualitative
How many times are we…? How well are we…?
We resolve tickets. We help produce business results.
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1. Support business growth 2. Reduce costs 3. Improve efficiency 4. Improve customer service 5. Expand services
Top Spending Priorities 2014-15
Source: HDI 2014 Support Center Practices & Salary Report
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Support business growth: Ø Efficiency, effectiveness, capacity Reduce costs: Ø Cost per user; IUM; MTBF Ø Improve efficiency: Ø AHT, FLRR, MTTR; Quality scores Improve customer service: Ø CSAT, NPS® or CES; MTTR, IUM Expand services: Ø Capacity (volume), utilization, value
Metrics That Make Sense
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Real-World Metrics
MTTFS – Mean Time to Find Someone via Carlos Casanova
MTBCA – Mean Time Before CEO Apologizes MTTFCM – Mean Time To Free Credit Monitoring
via Rick Holland / Forrester
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Measuring Support Only
• Are most incidents due to support, or to something else in the IT organization?
• Why is the support center generally the only group to measure and report CSAT?
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New Question
What if a new question were added to your surveys:
Overall, how satisfied are you with the quality and delivery of IT services?
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Incidents
Incidents are the measure of IT quality.
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• Measurement and management • Industry Standards • Metrics as goals • FCR
Metrics Myth-Busting
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Metrics Myth-Busting
What we think Deming said: “if you can’t measure it, you can’t manage it” What Deming actually said: “It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.”
W. Edwards Deming, The New Economics – p. 35 (and no, it’s not Peter Drucker, either)
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What is an industry standard? “Generally accepted requirements followed by members of an industry.”
- BusinessDictionary.com
Myth: Industry Standards
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This is an industry standard: This is not an industry standard:
FCRR = 72.1% (It’s the average FCRR of respondents to our survey.)
Myth: Industry Standards
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Myth: Published Metrics Are Goals
• HDI’s published metrics are averages or medians (and are labeled as such)
• They are intended as general industry benchmarks
• They are not intended to be considered goals or best practices
• The benchmarks that really count are your own metrics, tracked and trended
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• Customers do want their issues addressed quickly
• More importantly, they want issues fixed correctly
Is the Fast the Enemy of the Correct?
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Is the Fast the Enemy of the Correct?
DIRTFT*
Do It Right the First Time
* “dirtfoot”
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A Closer Look at FCR
FCR is, in reality, mostly a measure of fixing known and repeated issues .
Contact
Solution
Resolution
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A Closer Look at CSAT
• Send surveys to people who contact you • Get X% response • Calculate CSAT (or NPS® or CES)
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I do not think this metric means what you think it means.
Inconceivable!
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A Closer Look at CSAT
• Send surveys to ~60% of the user base • Get 20% response • Calculate CSAT (or NPS® or CES)
20% x 60% = 12% HDI 2015 Stat: CSAT = 87%
87% x 12% = 10.44% So, <11% are satisfied
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Misleading Numbers
Your customer/user base
Those who contact you
Survey respondents
Satisfied customers
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Your customer/user base
Satisfied customers
Misleading Numbers
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Meaningful numbers
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Meaningful numbers
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About 70% of the calls that come to the desk are about known issues.
A Closer Look at FCR
About 30% of calls are for password resets
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What happens if you say, “We must achieve 75% FCRR next month?”
Myth: We Should Set Goals on Activities
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Is It Performance?
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Metrics Backfires
“Stores will be rated on whether or not they have all their shelf-talkers displayed.”
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Metrics Backfires
“Stores will be rated on the
cleanliness of their
restrooms.”
Creative Commons: David Woo
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Quality
• DIRTFT – True FCR (as close to 0 reopens / repeats as
possible) – Properly categorized and documented
• Low IUM (Interrupted User Minutes) IUM = Length of Interruption [minutes] × Number of Affected Users
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Mileposts
The metric is not the goal. The metric is only a milepost that helps you measure your progress
towards your goal.
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“Don’t put goals on activities; put goals on outcomes.”- Phil Verghis
Don’t Forget