the 80/20 rule for desktop kpi's: less is more!

The 80/20 Rule for Desktop KPI’s: Less is More!

Jeff Rumburg • MetricNet

More than 1,100 Desktop Support Benchmarks

Global Database

30+ Key Performance Indicators

Nearly 60 Industry Best Practices

IT Support Benchmarking Database

The Traditional Paradigm for Technical Support

PEOPLE

PROCESS

TECH

3© 2014 MetricNet, LLC, www.metricnet.com

Human Resources Come First

PEOPLE


Followed by Processes Designed Around People

PEOPLE

PROCESS


Technology Creates Repeatability and Consistency

PEOPLE

PROCESS

TECH


But Is There and Even More Fundamental Building Block?

METRICS

PEOPLE

PROCESS

TECH


Six-Part Model for Desktop Support Best Practices

Proactively Managing

Stakeholder Expectations

Stakeholder Communication

A Holistic Approach to

Performance

Measurement

Performance Measurement

Leveraging People and

ProcessesTechnology

Expeditious Delivery of

Customer ServiceProcess

Proactive, Life-cycle

Management of

Personnel

Human

Resources

Defining Your Charter

and MissionStrategy

DefinitionModel

Component

Customer

Enthusiasm

Strategy

Human Resources

ProcessTechnology

PerformanceMeasurement

Stakeholder Communication


Best Practices in Performance Measurement1

2

3

4

5

6

11

12

Desktop Support tracks the Mean Time to Resolve (MTTR), and the Percentage of tickets resolved

within 24 hours.14

7

8

Technician Satisfaction is measured, recorded, and tracked.

Technician Utilization is measured, recorded, and tracked on an ongoing basis.

Desktop Support understands key correlations and cause/effect relationships between the various KPI's.

This enables Desktop Support to achieve desired performance goals by leveraging and driving the

underlying "causal" metrics.

10

9

13

Desktop Support conducts benchmarking at least once per year.

Desktop Support KPI's are used to establish "stretch" goals.

Cost per Ticket is measured, recorded, and tracked on an ongoing basis.

Customer Satisfaction is measured, recorded, and tracked on an ongoing basis.

Desktop Support measures are used holistically, and diagnostically to identify performance gaps in

Desktop Support performance, and to prescribe actions that will improve performance.

Desktop Support maintains a balanced scorecard that provides a single, all-inclusive measure of

Desktop Support performance.

First Contact Resolution Rate for Incidents is measured, recorded, and tracked on an ongoing basis.

First Level Resolution is measured, recorded, and tracked on an ongoing basis.

Desktop Support tracks the number of tickets that are that could have been resolved by the Desktop

Support organization at Level one.

Desktop Support conducts event driven customer surveys whereby the results of customer satisfaction

surveys can be linked back to a specific ticket, and to a specific technician handling the contact at


Ranking Explanation

1 No Knowledge of the Best Practice.

2 Aware of the Best Practice, but not applying it.

3 Aware of the Best Practice, and applying at a rudimentary level.

4 Best Practice is being effectively applied.

5 Best Practice is being applied in a world-class fashion.

Best Practices Evaluation Criteria


10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1 2 3 4 5

Metrics Maturity Ranking

Deskto

p S

up

po

rt B

ala

nced

Sco

re

The Evidence for Metrics as a Foundation Block

n = 143


10 Mega Trends and the Holistic Use of KPI’s

Holistic use of KPI’s and Benchmarking

Process Optimization (ITIL, ITSM)

User Self-Help

Desktop Virtualization

Marketing the Service Desk

Understanding of TCO and First Level Resolution

Process Optimization (ITIL, ITSM)

Knowledge Management and Remote Diagnosis

The Widespread Adoption of ROI Analysis

Service and Support as a Business


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!

© 2014 MetricNet, LLC, www.metricnet.com 13

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%)

Inc

rea

sin

g V

alu

e!


15

4

3

2

1

Customer

Enthusiasm

An Industry MegaTrend: The Holistic Use of KPI’s

Measure

Diagnose

Prescribe

Implement

Model

Component Description

1. Measure

Measure help

desk

performance on

an ongoing basis

2. Diagnose

Benchmark

performance and

conduct a gap

analysis

3. PrescribeDefine actions to

close the gap

4. Implement

Implement your

action plan and

improve

performance© 2014 MetricNet, LLC, www.metricnet.com

The Most 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


Controllable vs. Non-Controllable KPI’s

Causal

Factors

Drivers

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


Causal Factors: The Workload Drivers

Causal

Factors

Drivers

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…


There Has Got to Be a Better Way!

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)


Tickets per Technician-Month

Incidents per Technician-Month

Service Requests per Technician-Month

Ratio of Technicians to Total Headcount


First Contact Resolution Rate

(Incidents

% Resolved Level 1 Capable

% of Tickets Re-opened


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


The 80/20 Rule for Desktop Support KPI’s

Cost per TicketCost

Productivity

Quality

Call Handling


Customer satisfaction

First contact resolution rate (incidents)

Technician Technician Satisfaction

Aggregate Balanced scorecard

TCO % Resolved Level 1 Capable

Service Level Mean Time to Resolve


Desktop KPI’s: Which Ones Really Matter?

Cost per TicketCost

Productivity

Quality

Call Handling









Aggregate Metrics: The Balanced Scorecard

Step 1

Eight critical

performance

metrics have been

selected for the

scorecard

Step 2

Each metric has been

weighted according to its

relative importance

Step 3

For each performance metric,

the highest and lowest

performance levels in the

benchmark are recorded

Step 4

Your actual

performance for

each metric is

recorded in this

column

Step 5

Your score for each

metric is then

calculated: (worst case

– actual performance) /

(worst case – best

case) X 100

Step 6

Your balanced score for each

metric is calculated: metric

score X weighting

22

Worst Case Best Case

Cost 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

© 2014 MetricNet, LLC, www.metricnet.com

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

kto

p S

up

po

rt B

ala

nc

ed

Sc

ore

12 Month Average Monthly Score


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%

Deskto

p S

up

po

rt B

ala

nced

Sco

res

High 86.2%

Average ----- 51.9%

Median 50.1%

Low 16.0%

Your Score 67.1%

Desktop Support Balanced Scores

Key Statistics


10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1 2 3 4 5

Metrics Maturity Ranking

Deskto

p S

up

po

rt B

ala

nced

Sco

re

Reminder: Metrics Matter!

n = 143


26

Benchmarking Case Study:

Optimizing Desktop Support Performance


27

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


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


Benchmarking Data Summary

Average Min MaxCost per Ticket $81 $68 $55 $117

Cost per Incident $57 $45 $34 $85

Cost per Service Request $144 $128 $107 $196

Customer 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 93

Incidents per Technician per Month 81 100 72 131

Service Requests per Technician per Month 42 53 35 71

Ratio 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 4.3

Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7

Technician Satisfaction 71% 84% 66% 87%

New Technician Training Hours 10 46 10 80

Annual Technician Training Hours 0 21 0 28

Annual Technician Turnover 53% 24% 8% 53%

Technician Absenteeism 19% 14% 9% 22%

Technician Tenure (months) 11 47 11 64

Technician Schedule Adherence 64% 87% 64% 91%

Average Incident Work Time (min) 65 49 38 77

Average Service Request Work Time (min) 119 94 80 110

Average Travel Time per Ticket (min) 18 23 12 49

Tickets per Seat per Month 0.79 0.90 0.70 1.68

Incidents per Seat per Month 0.57 0.65 0.5 1.2

Service Requests per Seat per Month 0.22 0.25 0.2 0.48

Incidents 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


Key Metrics Magnified


KPI Company Peer Group Average

Cost per Ticket $81 $68

Customer Satisfaction 71% 81%

The Two Foundation Metrics: Cost and Customer Satisfaction

Cost per Ticket Customer Satisfaction


Cost and Quality: Nothing Else Matters!

Lower CostCost per Ticket (Efficiency)

Cu

sto

mer

Sati

sfa

cti

on

(Eff

ecti

ven

ess)

Top Quartile

Efficient and Effective

Lower Quartile

Middle Quartiles

Effective but not Efficient

Middle Quartiles

Efficient but not Effective

World-ClassDesktop Support

Peer Group

Higher Cost

Lower

Quality

Higher

Quality


Technician Utilization: The Key Driver of Cost


Technician

Utilization


$0

$50

$100

$150

$200

$250

$300

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

Techncian Utilization

Co

st

per

Tic

ket

Technician Utilization vs. Cost per Ticket


Desktop Support Technician Utilization Defined

Technician

Utilization

((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

=


Example: Desktop Support Technician Utilization

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

Technician

Utilization

((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

((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%

Technician

Utilization


The Drivers of Customer Satisfaction


Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction

SL’s

MTTR


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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


Cu

sto

mer

Sati

sfa

cti

on

Technician Satisfaction vs. Customer Satisfaction


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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

First Contact Resolution Rate (Incidents)

Cu

sto

mer

Sati

sfa

cti

on

Incident FCR vs. Customer Satisfaction


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)

Cu

sto

mer

Sati

sfa

cti

on


The Drivers of Technician Satisfaction


Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction

SL’s

MTTR

Service

Levels: MTTR

Coaching Career Path Training Hours


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

nic

ian

Sati

sfa

cti

on


Annual Training Hours vs. Technician Job Satisfaction

40%

50%

60%

70%

80%

90%

100%

0 20 40 60 80 100 120 140

Annual Technician Training Hours

Te

ch

nic

ian

Sa

tis

fac

tio

n


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)

Incid

en

t F

CR


Measuring Defects: % Resolved Level 1 Capable


Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction

SL’s

MTTR

Service

Levels: MTTR


% Resolved

Level 1

Capable



Two Metrics You Should Know

% Resolved Level 1 Capable (PRLC)

The percentage of tickets resolved by desktop support

that could have been resolved at level 1 support.

First Level Resolution Rate (FLR)

The number of tickets resolved at level 1 divided by all

tickets that can potentially be resolved at level 1.

Cost of Resolution: North American Averages

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


A SPOC Service Desk is Highly Leveraged

User CommunityLevel 1:

Service Desk

Level 2:

Desktop

Support

Field

Support

Level 3:

IT Support

Vendor

Support


Key SPOC Principles

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

eso

lved

Level

1 C

ap

ab

le

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

Average = 22.8%

Average = 15.3%


A Summary of the Major KPI Correlations


Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction


SL’s

MTTR

Work/

Travel TimeTechs/

Total FTE’s

Absenteeism/

Turnover

% Resolved

Level 1

Capable

Scheduling

Efficiency

Service

Levels: MTTR


Benchmarking Case Study: The Diagnosis

Average Min MaxCost per Ticket $81 $68 $55 $117

Cost per Incident $57 $45 $34 $85

Cost per Service Request $144 $128 $107 $196

Customer 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 93

Incidents per Technician per Month 81 100 72 131

Service Requests per Technician per Month 42 53 35 71

Ratio 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 4.3

Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7

Technician Satisfaction 71% 84% 66% 87%

New Technician Training Hours 10 46 10 80

Annual Technician Training Hours 0 21 0 28

Annual Technician Turnover 53% 24% 8% 53%

Technician Absenteeism 19% 14% 9% 22%

Technician Tenure (months) 11 47 11 64

Technician Schedule Adherence 64% 87% 64% 91%

Average Incident Work Time (min) 65 49 38 77

Average Service Request Work Time (min) 119 94 80 110

Average Travel Time per Ticket (min) 18 23 12 49

Tickets per Seat per Month 0.79 0.90 0.70 1.68

Incidents per Seat per Month 0.57 0.65 0.5 1.2

Service Requests per Seat per Month 0.22 0.25 0.2 0.48

Incidents 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


Low Customer Satisfaction Diagnosed



Customer Satisfaction 71% 81%

Incident FCR 49% 55%

New Tech Training Hrs 10 46

Annual Tech Training Hrs 0 21

High Costs Diagnosed



Cost per Ticket $81 $68

Technician Utilization 46% 54%

% Resolved in 24 Hrs 33% 51%

Annual Turnover 53% 24%

A Summary of the Major KPI Correlations


Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction


SL’s

MTTR

Work/

Travel TimeTechs/

Total FTE’s

Absenteeism/

Turnover

% Resolved

Level 1

Capable

Scheduling

Efficiency

Service

Levels: MTTR


56

The Big Picture for Desktop KPI’s

57

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


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 Desktop

Support

Network

Outages

VPN Training Enterprise

Applications

Desktop

Software

Factors Contributing to IT Customer Satisfaction

% S

ayin

g V

ery

Im

po

rtan

t

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


Because Desktop Support is a Major Driver of Customer Satisfaction

60

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


Because Support Has an Opportunity to Minimize TCO

61

0

10

20

30

40

50

60

70

0 1 2 3 4 5

Pro

du

cti

ve H

ou

rs L

ost

per

Em

plo

yee p

er

Year

Because 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


The 80/20 Rule for Desktop Support KPI’s

Cost per TicketCost

Productivity

Quality

Call Handling









Some Final Thoughts on Desktop Support KPI’s

When it comes to Desktop Support KPI’s, the 80/20 Rule applies

Less really is more!

Seven KPI’s, plus the Balanced Scorecard are all you need to holistically

measure and manage your Desktop Support organization

Understand the cause-and-effect relationship between KPI’s

This gives you the power to achieve desired outcomes in Desktop Support!

Not all Desktop Support KPI’s are controllable

Focus on the controllable KPI’s

Effective application of Desktop Support KPI’s can help to

Drive high levels of Customer Satisfaction for all of IT

Reduce and minimize Total Cost of Ownership for End-User Support,

Return productive hours to end users


The Traditional Paradigm for Technical Support

PEOPLE

PROCESS

TECH


Metrics: The Foundation of Success in Desktop Support!

METRICS

PEOPLE

PROCESS

TECH


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Question and Answer


69

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73

Your Presenter: Jeff Rumburg


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 in

benchmarking 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.

Meet a Sampling of Our Clients

MetricNet Conducts benchmarking for IT Service and Support

organizations worldwide, and across virtually every industry sector.


http://www.barclays.co.uk/

http://www.barclays.co.uk/

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http://www.google.com/imgres?imgurl=http://www.easywaystogogreen.com/wp-content/uploads/2010/05/Schneider_Electric_Logo_New.jpg&imgrefurl=http://www.easywaystogogreen.com/eco-friendly-company-profiles/schneider-electric-global-energy-management/&h=292&w=800&sz=80&tbnid=QY0LGVKCidaQwM:&tbnh=52&tbnw=143&prev=/images%3Fq%3Dschneider%2Belectric%2Blogo&zoom=1&q=schneider+electric+logo&hl=en&usg=__rEPuyPxx6f1RkOgp6ZstFYjKFn8=&sa=X&ei=766bTMSiHIXGlQfXqvWaCg&ved=0CBgQ9QEwAA

You Can Reach MetricNet…

By Phone…

703-992-7559

On Our Website…

www.metricnet.com

Or E-mail us…

[email protected]


http://www.metricnet.com/

mailto:[email protected]?subject=Benchmarking%20Information%20Request

The 80/20 Rule for Desktop KPI’s: Less is More!
