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IntroductionHow We Deliver Our Desktop Support
Services To Washington University in St. Louis the ITIL Way
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Why should you trust us?
Josh Lawrence
21 years of desktop and server support experience
17 years academic industry
ITIL Foundation certified
Masters of Information Management – Washington University in St. Louis
Brian Schuler
17 years of desktop and server support experience
3 years in academic
HDI certified
COMBINED: 38 years of experience
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Organization of this speech
Part 1: How We Deliver Our Desktop Support Service Part 2: Staffing Desktop Services Based On Your
Strategy Part 3: How We Measure Success Part 4: Identifying Metrics For Success
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STRATEGY HANDOUTThink about it!
As we go through this speech, think about your organization’s strategy.
What are you trying to accomplish with your service?
What is your organization trying to accomplish?Metrics for your Strategy – Break out exercise
Name: ____________________________
Organization: ___________________________
Organizations to choose from (or choose your own):
Springfield Nuclear Power Plant (The Simpsons)
Dunder Mifflin, Inc. (The Office) Central Perk (Friends) Amazon Uber
Strategy (list one or more strategies):
1. __________________________
2. __________________________
3. __________________________
Strategy suggestions (or choose your own): Efficiency Cutting edge of technology Competitive advantage Increase speed to market Consistent service Reduce Risk Running Wild
Strategic metrics (list one or more metrics):
1. __________________________
2. __________________________
3. __________________________
Strategic metrics (or choose your own):
Performance Customer satisfaction Historical and trending Areas of improvement
What to measure (list one or more metrics):
1. ___________________________
2. ___________________________
3. ___________________________
Strategic metrics (or choose your own):
Performance o Closed tickets o Calls taken
Customer satisfaction o % abandon o % calls closed on first contact o Average time in queue
Historical and trending o Tickets opened on this date
Areas of improvement o How-to/break-fix/provisioning
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Part 1 - How We Deliver Our Desktop Support
Service
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Goals
You’re in good hands.
Describe how we are organized to deliver this service!
Provide the quickest service.
There is one number to remember:
935-8200
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Who are we?
The Solutions Center935-8200
We will fix your computer problemsRequest our support by phone or email
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The Mobile Docking Station Incident
Issue reported:
My laptop battery keeps draining while I’m at my desk.
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Resolution:
Undock from the docking station!
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Academia
Smart people!
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Software
Printer
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QUICKLY!!!!
2500 people
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Level 1Call
Center
Level 2Deskside
Level 3Engineeri
ng
Problem severity/complexity
935-8200
15% 4%
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Level 1 – Call Center
95%Calls answered on customer’s first attempt
On the phone no longer than
20 mins
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Level 2 – Deskside support
•20 minute response
•40 minutes max before someone is at your desk!!!!
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Level 3 – Engineering
Fix your problem, we will.
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Staffing Allocation – 150:1
staff
students%
closedtime resp
L15
5
85%
20 mins
L27
2
11%
40 mins
L32
1
4%
4 hrs
Total14
8 – 11
100%!
Quickly
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QUICKLY!!!
• 95% calls answered on your first attempt
• 12 seconds wait
• < 20 minutes on the phone
• 20 minutes to get a technician to your desk
• 96% issues resolved in 40 mins total
935-8200
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935-8200
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What’s Your Organization?
HANDOUT – Pick your organization
Springfield Nuclear Power Plant
Dunder Mifflin, Inc.
Uber
Amazon
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Part 2 - Staffing Desktop Services
Based On Your Strategy
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StrategyIT aligned with business
“patterns of resource allocation heavily influence the types of innovations at which leading firms will succeed or fail.”
– Herman Gleek, CEO of Uber
“resource allocation is [typically] market-driven.”- Homer Simpson, Springfield Nuclear Power Plant
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NOMENCLATURE
T1 – Service desk support services
T2 - Deskside support services T3 - Engineering resources
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Strategy 1: EfficiencyMinimize the cost of IT
T1 T2 T3
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Strategy 2: Innovation/Cutting Edge
T1 T2 T3
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Strategy 3: Competitive Advantage
T1 T2 T3
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Strategy 4: Running Wild
T1 T2 T3
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IT Strategy summary
Strategy Adoption rate
Lifecycle $ Service scope
Efficiency Slow Long Maximize value Narrow
Innovation Fast Short Higher spend Broad
Competitive
Fast Short Higher spend Narrow
Running wild
Sporadic Unknown Uncontrolled Shotgun
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In summary
Know your organization’s strategyStaff according to your strategyListen to leadership, not your customer
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HANDOUT Reference
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Part 3 - How We Measure Success
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2012 Indy 500 pit stop by Justin Wilson
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Metrics!
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What do we measure?
Performance Calls taken
Tickets opened/closed
Tickets updated
Efficiency - Repeats within a specified time
Areas of improvement Tickets opened (activity)
Types of incidents
Call patterns
Expectations and satisfaction Abandon rates – 95%
Call durations
Current open tickets
Tickets per day
History and Trends Tickets by request type
Tickets per capita in each department/group
Top ticket generators
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Performance
Individual performance Calls taken
Tickets opened/closed
Tickets updated
Efficiency* - Repeats within a specified time
* Not currently measured
VALUE: Enables us to compare performance and make resourcing decisions.
Technician performance
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Customer expectations % tickets closed on the
Solutions Center Rate of incoming tickets Current open tickets No tickets not updated in
three days Responsiveness and
time to close
VALUE: Enables us to show empirically and objectively if we are meeting expectations.
Ticket analysis for department liaisons
Technician Ticket Numbers Open Ticket Analysis
Updated Closed Awaiting Customer Response 0
Daniel Gleek 8 5 Escalated 0
SC 23 21 User Provisioning 0
SC % N/A 81% Scheduled 1
Total 31 26 Project Work 0
Hardware/Quote 0
Tickets from 8/10 - 8/17 Currently Being Worked 5
Opened Closed
25 28 Currently Assigned
Dan Gleek 2
Average per Day Joseph Hambone 1
Opened Closed Jonathan Beevore 2
5 5.6 Max Headroom 1
PCSS Facilities Open 8
Not Updated in 3 Days 0
Hold 0
Resolved 0
Low 0
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Customer satisfaction
Satisfaction surveys
Time in queue
Call duration
strongly agree92%
agree8%
Question: The overall service I received was good
strongly agreeagreeneither agree nor disagreedisagreestrongly disagreenot applicable
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History and trends
Tickets open (work load)
Types of incidents
Call patterns
10/1
4/14
11/1
1/14
12/9
/14
12/2
3/14
1/5/
15
1/20
/15
2/3/
15
2/17
/15
3/3/
15
3/16
/15
3/30
/215
4/14
/15
5/13
/15
6/2/
15
7/23
/15
0
50
100
150
200
250
110
190
231
156
209 216
186
214
147136
110
153142
160
123
Open tickets (work load)
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History and trends
Tickets open (work load)
Types of incidents
Call patterns
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History and trends
Tickets open (work load)
Types of incidents
Call patterns
15-May 16-May
Interval Calls Rec'dCalls Answered Interval Calls Rec'd Calls Answered
7:00 0 0 7:00 2 27:30 0 0 7:30 2 18:00 5 5 8:00 7 78:30 6 6 8:30 12 129:00 9 8 9:00 13 139:30 4 4 9:30 12 12
10:00 3 3 10:00 10 1010:30 11 10 10:30 6 611:00 6 6 11:00 14 1411:30 7 6 11:30 4 412:00 6 6 12:00 4 412:30 2 2 12:30 4 313:00 7 7 13:00 5 413:30 9 9 13:30 3 314:00 4 4 14:00 5 514:30 4 4 14:30 4 415:00 7 7 15:00 7 615:30 4 3 15:30 3 316:00 1 1 16:00 2 216:30 0 0 16:30 17:00 0 0 17:00
95 91 119 115
Commencement calls May 2015
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History and trends How is our time spent? (tickets vs. time)
What issues are we working (Request Typer: email, software, hardware)
Departments and groups (appropriate resourcing)
Event planning Snow days
Commencement
Time of year Start of semester
Fiscal year turnover
April 15
Project planning Slower on Thursday and Friday afternoons
Busy on Monday and Tuesday
Identify customers that need training
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Areas of improvement
Identify opportunities Tickets by incident type
Tickets per capita in each department/group
Top ticket generators
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In Summary:Metrics make our lives better!
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HANDOUT Reference
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Part 4: Identifying Metrics For Success
How to develop metrics that measure your success
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Measuring success requires understanding what success means
Mission StatementVisionGoalsValues
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2013 Red Bull Racing by Mark Webber
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What’s the difference?
2012 Indy 500 pit stop by Justin Wilson Six crew members
11.5 seconds
2013 Infiniti Red Bull Racing by Mark Webber 18 crew members
2.05 seconds
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The Formula
1. Strategy
Determine your strategy. This should come from leadership.
2. Metrics
Develop metrics that measure parameters associated with the strategy.
Example: less concerned with how many calls were abandoned, more concerned with technologies customers are asking about.
3. Seek consensus
Communicate your metrics and set expectations with leadership and customers.
4. Report
Produce consistent reports that include your data points.
Many metrics must be tracked over time in order to have meaning.
Example: 80 calls per day. Is that high, low or normal?
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Mission Statements
Springfield Nuclear Power Plant
Dundler Mifflin, Inc “Dunder Mifflin Inc. provides its customers quality office and information technology products,
furniture, printing values and the expertise required for making informed buying choices. We provide our products and services with a dedication to the highest degree of integrity and quality of customer satisfaction, developing long-term professional relationships with employees that develop pride, creating a stable working environment and company spirit.”
STRATEGY: Great customer service, account management, stability
Amazon “Our vision is to be earth's most customer centric company; to build a place where people can come
to find and discover anything they might want to buy online.”
STRATEGY: Great customer service, expedient order fulfillment
Zappos “Our goal is to position Zappos as the online service leader. If we can get customers to associate the
Zappos brand with the absolute best service”
STRATEGY: Great customer service, expedient order fulfillment
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Example Strategies
Speed to market
Reduce costs
Superior customer service
Service consistency - Sustain repeatable services levels
Reduce risk
Competitive advantage by exploiting new technology (social media)
Productivity
Tapping the potential of the cloud
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IN SUMMARY – The FormulaI’ve identified the strategy, how do I measure?
1. Establish your metrics
2. Seek consensus with stakeholders – This is the ITIL way!
3. Report your metrics
4. What’s next? Don’t rest. Celebrate success! Or fix what’s broken!
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HANDOUT REFERENCE
What organizations did you strategize about?
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QUESTIONS?
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Thank you!Josh Lawrence
Brian Schuler
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Questions?
1. What if the strategy is dynamic and changes frequently?
1. ANSWER: I would recommend considering temporary staffing or contractors:
1. Enables you to expand or contract your workforce as needed.
2. Bring in specialists for “high cost” technologies to stand up services, and use generalists to maintain and support it; bringing in the specialists only when needed.
2. What other strategies?
1. ANSWER: Unlimited. But you should always consider IT as an essential business function,
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Break out exercise
1. Identify your organization’s strategy (Efficiency, Cutting Edge, Competitive Advantage, Running Wild, or name your strategy)
2. Identify what you currently or should measure to gauge success.
3. What do those metrics look like for success?
4. Worksheet:
5. Organization: _______________
6. Strategy: _________________
7. Metrics:
1. Performance
2. Customer Satisfaction
3. Other: ___________________
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What do we measure?
Performance Calls taken
Tickets opened/closed
Tickets updated
Efficiency - Repeats within a specified time
Areas of improvement Tickets opened (activity)
Types of incidents
Call patterns
Expectations and satisfaction Abandon rates – 95%
Call durations
Current open tickets
Tickets per day
History and Trends Tickets by request type
Tickets per capita in each department/group
Top ticket generators
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Review results of breakout session
Discuss the strategies that each team identified.
What is success? What metrics could be used to measure that
success?
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HANDOUT – pick your metrics!
But, wait! What’s our strategy?