IntroductionHow We Deliver Our Desktop Support

Services To Washington University in St. Louis the ITIL Way

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

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

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

Part 1 - How We Deliver Our Desktop Support

Service

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

Who are we?

The Solutions Center935-8200

We will fix your computer problemsRequest our support by phone or email

The Mobile Docking Station Incident

Issue reported:

My laptop battery keeps draining while I’m at my desk.

Resolution:

Undock from the docking station!

Academia

Smart people!

Email

Software

Printer

QUICKLY!!!!

2500 people

Level 1Call

Center

Level 2Deskside

Level 3Engineeri

ng

Problem severity/complexity

935-8200

15% 4%

Level 1 – Call Center

95%Calls answered on customer’s first attempt

On the phone no longer than

20 mins

Level 2 – Deskside support

•20 minute response

•40 minutes max before someone is at your desk!!!!

Level 3 – Engineering

Fix your problem, we will.

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

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

935-8200

What’s Your Organization?

HANDOUT – Pick your organization

Springfield Nuclear Power Plant

Dunder Mifflin, Inc.

Uber

Amazon

Part 2 - Staffing Desktop Services

Based On Your Strategy

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

NOMENCLATURE

T1 – Service desk support services

T2 - Deskside support services T3 - Engineering resources

Strategy 1: EfficiencyMinimize the cost of IT

T1 T2 T3

Strategy 2: Innovation/Cutting Edge

T1 T2 T3

Strategy 3: Competitive Advantage

T1 T2 T3

Strategy 4: Running Wild

T1 T2 T3

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

In summary

Know your organization’s strategyStaff according to your strategyListen to leadership, not your customer

HANDOUT Reference

Part 3 - How We Measure Success

2012 Indy 500 pit stop by Justin Wilson

Metrics!

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

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

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

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

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)

History and trends

Tickets open (work load)

Types of incidents

Call patterns

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

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

Areas of improvement

Identify opportunities Tickets by incident type

Tickets per capita in each department/group

Top ticket generators

In Summary:Metrics make our lives better!

HANDOUT Reference

Part 4: Identifying Metrics For Success

How to develop metrics that measure your success

Measuring success requires understanding what success means

Mission StatementVisionGoalsValues

2013 Red Bull Racing by Mark Webber

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

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?

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

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

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!

HANDOUT REFERENCE

What organizations did you strategize about?

QUESTIONS?

Thank you!Josh Lawrence

Brian Schuler

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,

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: ___________________

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

Review results of breakout session

Discuss the strategies that each team identified.

What is success? What metrics could be used to measure that

success?

HANDOUT – pick your metrics!

But, wait! What’s our strategy?