Metrics that Matter: Focusing on key metrics for an efficient service desk and happy users
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Transcript of Metrics that Matter: Focusing on key metrics for an efficient service desk and happy users
20+ years in ITSM (Wall Street, PwC, InfoManage)
SMB, Mid-market and Enterprise
Infrastructure, software, desktop, helpdesk
Alan Berkson Director of Community Outreach
Freshservice
Why do we need metrics?
Cost per Contact? Uptime? SLA’s? First Contact Resolution Rate? End-user Satisfaction? Agent Utilization? Agent Satisfaction?
The burning questions
• How do you justify your existence? • How do you know what staffing levels are needed? • How do you know when you need to hire additional
staff? • What skillsets do you need? • How can you tell how efficient your service desk is now? • Do your users have visibility into the process? Do they
know what to expect? Are they happy?
Acme Entertainment
CIO is concerned about the quality and effectiveness of her Help Desk and IT infrastructure support.
• Organization has grown over the last 5 years; • Implemented e-commerce site – went from extended business day to 24x7 support;
• IT director wants to add more staff because they feel overworked;
• User community not entusiastically satisfied with overall support.
The Challenge
The Challenge50+remote users
400+Users
75+400
24x7website/eCommerce
8am-8pm M-F10am-8pm Sat12pm-6pm Sun
Acme Entertainment
IT Director Senior System/Network Administrator
System administrator Application Support
3 Helpdesk/Desktop Support
Acme Entertainment
Staffing
User concerns
“Insufficient knowledge of
common applications – need product experts for MS
Office.”
“Problems not fixed immediately tend to linger without being
resolved.”
“Help Desk technicians can’t judge the level of expertise of the
caller.”
“Help Desk doesn’t
distinguish between a real emergency and just a problem.”
“Help Desk not directly connected
to Application Support – should
be one phone call.”
“No weekend support for Citrix.” “Help Desk
technicians don’t understand how
users use technology.”
“Not enough communication as to the status of open issues.”
“Not enough “root cause analysis” – fixing a symptom
but not the problem.”
Acme Entertainment
3 Key Metrics
Happy Customers?
SLA
Load
CSAT
Setting/Meeting Expectations
Understanding time/effort spent
Service Level Agreements
More than half the battle in having satisfied end-users?
Setting and managing expectations.
SLA
What will you do? • Service Catalog • Priority Based SLA’s (P1=2hr, P2=8hr, P3=Next Day) • Incidents vs. Service Requests
SLA
Service Level Agreements
SLA
Important Not Important
Urgent
Not urgent
You’re going to have a mix of incidents requests and service requests.
Incidents are urgent but not always important Incidents can be related to Problems
Problems are often important but may not be urgent.
Load - Volume of tickets
It’s normal that the volume of tickets will increase.
The question is the type of tickets that are increasing:
1- Service requests 2- Incidents
Load
An increase in incidents could mean you’re not handling problems and known issues.
Problem Management = Reduced Load - Problem aging - Known issues
Load
Load - indications
Load - indications
Where are your hotspots?
Pinpoint where you need to focus Are there underlying problems not
being addressed?
Load
Customer Satisfaction
Surveys
As simple as Good/OK/Bad.
CSAT
After each ticket Random users Periodic Audits
Focusing on just these metrics:
Move from incident-driven mentality to problem management mentality
Volume of Incidents (and tickets) go down Realistic SLA’s give more transparency and manage
expectations Customer satisfaction – and confidence – go up; trust
No change in staffing levels
Results
CSAT
Acme Entertainment
Key Metrics
Happy Customers?
SLA
Load
CSAT
Setting/Meeting Expectations
Understanding time/effort spent