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The Zen of Support

The Path to Strategic Enlightenment!

MetricNet Best Practices Series

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Session 101: The Economic Impact of Support

Wednesday April 17th 10:15 am

Session 408: Cause-and-Effect for Desktop Support KPI’s

Thursday April 18th at 10:00 am

Visit MetricNet at the Annual HDI Conference in Las Vegas

The Zen of Support

The Path to Strategic Enlightenment!

MetricNet Best Practices Series

Empirical Observations from Our Global Benchmarking Database

More than 2,000 IT Service and Support Benchmarks

Global Database

70+ Key Performance Indicators

More than 120 Industry Best Practices

5

Newer and less evolved

support organizations

are in this category

A reactive “fire-fighting”

mentality prevails at this

stage

Focus tends to be

almost exclusively on

service level compliance

Support is continuously

playing catch-up with

user needs and

expectations

The primary purpose of a

strategic support

organization is to make end

users more productive, and

to drive a positive view of IT

A preventive, proactive

culture prevails

Support anticipates user

needs and expectations, and

provides services

accordingly

Customer enthusiasm

and value creation is the

goal!

Heavy investments in

training, tools, and

metrics characterize this

stage

A knowledge base of

problem solutions is

typically established

An expert network of

problem solvers is

developed outside of

support

User self-help begins:

user-enabled password

resets, user searchable

knowledge base

Reactive Stage Growth Stage Strategic Stage

The Maturity Continuum in IT Support

© MetricNet, LLC, www.metricnet.com

IT Support as a Business Enterprise


Create Value

Metrics Focused

Proactive

Marketing


4

3

2

1

The Business

of IT Support

A Business Model for IT Support

Value

Proactive

Metrics

Marketing

Model

Component Description

1. Value Leverage end-

user productivity

and TCO

2. Metrics

Holistic and

diagnostic

application of

KPI’s

3. Proactive Anticipate user

needs and

expectations

4. Marketing Actively manage

stakeholder

perceptions


4

3

2

1

The Business

of IT Support

Value: A Business Model for IT Support

Value

Proactive

Metrics

Marketing

Model



user productivity

and TCO

2. Metrics

Holistic and

diagnostic

application of

KPI’s


needs and

expectations


stakeholder

perceptions

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

Support Drives Customer Satisfaction for All of IT


Value

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

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




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


Value

Support Has an Opportunity to Minimize TCO

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


Value


POLLING QUESTION


4

3

2

1

The Business

of IT Support

Metrics: A Business Model for IT Support

Value

Proactive

Metrics

Marketing

Model



user productivity

and TCO

2. Metrics

Holistic and

diagnostic

application of

KPI’s


needs and

expectations


stakeholder

perceptions


The Premise Behind 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!

Metrics

Some Common Service Desk Metrics

Cost per Ticket

First Level Resolution Rate

Cost

Service Level

Quality

Call Handling Agent

Average speed of answer

(ASA)

Call abandonment rate

% Answered within 30

Seconds

Average hold time

Average time to abandon

Percent of calls blocked

Contacts per Agent per Month

Agent Utilization

Agents as % of Total FTE’s

Customer Satisfaction

Call Quality

First Contact Resolution Rate

Agent Occupancy

Annual Agent Turnover

Daily Absenteeism

New Agent Training Hours

Annual Agent Training Hours

Schedule Adherence

Agent Tenure

Agent Job Satisfaction

Contact Handle Time

% Escalated Level 1

Resolvable

User Self-Service

Completion Rate

And there are hundreds more!!

Productivity


Metrics

Some Common Desktop Support Metrics

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



(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


Metrics


The Dilemma with IT Support KPI’s

Lots and Lots of data

But not enough analysis…

Not enough Insight…

And not enough Action!!

Metrics


Two Paradigms for IT Support Metrics

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!

Metrics


Service Desk KPI’s: Which Ones Really Matter?

Cost per Ticket Cost

Productivity

Quality

Call Handling

Agent Utilization



Agent Agent Job Satisfaction

Aggregate Balanced scorecard

TCO First Level Resolution Rate

Read MetricNet’s whitepapers on IT Support KPI’s. Go to www.metricnet.com to download your copy!

Metrics

http://www.metricnet.com/

Desktop Support KPI’s: Which Ones Really Matter?


Productivity

Quality

Call Handling

Technician Utilization

Customer satisfaction

First contact resolution rate (incidents)

Technician Technician Satisfaction


TCO % Resolved Level 1 Capable

Service Level Mean Time to Resolve

© MetricNet, LLC, www.metricnet.com 20

Metrics




Productivity

Quality

Call Handling

Agent Utilization







Metrics


Aggregate Metrics: The Balanced Scorecard

Step 1

Six 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

Metrics

Worst Case Best Case

Cost per Contact 25.0% $55.28 $9.15 $21.83 72.5% 18.1%

Customer Satisfaction 25.0% 63.7% 97.5% 77.2% 39.9% 10.0%

Agent Utilization 15.0% 30.9% 64.4% 47.0% 48.0% 7.2%

Net First Contact Resolution Rate 15.0% 51.8% 87.5% 70.2% 51.4% 7.7%

Agent Job Satisfaction 10.0% 53.5% 91.5% 73.4% 52.4% 5.2%

Average Speed of Answer 10.0% 192 13 60 73.5% 7.3%

Total 100.0% N/A N/A N/A N/A 55.6%

Performance RangeMetric

WeightingPerformance Metric

Balanced

Score

Your

Performance

Metric

Score


Benchmarking Your Overall Performance


Metrics

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Ba

lan

ced

Sc

ore

s

High 86.5%

Average ----- 50.3%

Median 50.3%

Low 13.8%

Your Score 55.6%

Balanced Scores

Key Statistics

High 86.5%

Average ----- 50.3%

Median 50.3%

Low 13.8%

Your Score 55.6%

Balanced Scores

Key Statistics

The Performance Trend in IT Support


40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

IT S

up

po

rt B

ala

nc

ed

Sc

ore

12 Month Average Monthly Score

Metrics


Question & Answer




Productivity

Quality

Call Handling

Agent Utilization







Metrics


Benchmarking Case Study

27


Your IT Support

Performance

Performance of

Benchmarking Peer

Group

Determine How Best in Class

Achieve Superiority

Adopt Selected Practices of

Best in Class

Build a Sustainable Competitive Advantage

The ultimate

objective of

benchmarking

COMPARE

The Benchmarking Methodology

Read MetricNet’s whitepaper on IT Support Benchmarking. Go to www.metricnet.com to download your copy!

Metrics



Cost per Ticket Higher Lower

Higher AFTER BENCHMARKING

STARTING POINT: BEFORE

BENCHMARKING

BEST-IN-CLASS

PERFORMANCE CURVE

AVERAGE PERFORMANCE CURVE

The Goal of Benchmarking

Metrics


POLLING QUESTION

Benchmarking Performance Summary

Read MetricNet’s whitepaper on Service Desk Benchmarking. Go to www.metricnet.com to get your copy!

Sample Data Only! Not Intended for Benchmarking Purposes!

Metrics


Average Min Median MaxCost/Contact $28.17 $22.96 $6.59 $22.56 $38.44

First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0%

Contacts/Agent-Month 429 504 373 487 699

Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1%

Average Speed of Answer (ASA) in seconds 18 45 12 34 187

Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0%

Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2%

Call Quality 68.4% 79.9% 43.8% 75.8% 94.5%

Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6%

Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0%

Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8%

New Agent Training Hours 36 79 20 69 241

Ongoing Agent Annual Training Hours 12 34 0 20 130

Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5%

Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4%

Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55

First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1%

IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8%

Agent

Call Handling

Cost

Productivity

Service Level

Quality

Metric

Type Key Performance Indicator (KPI)

Your

Score

Peer Group


The Foundation Metrics: Cost and Quality

Cost/Contact

(Efficiency)


(Effectiveness)

Metrics


34

Foundation Metrics: Cost vs. Quality

Lower Cost Cost (Efficiency)

Qu

ality

(E

ffecti

ven

ess

)

Top Quartile

Efficient and Effective

Lower Quartile

Middle Quartiles

Effective but not Efficient

Middle Quartiles

Efficient but not Effective

Your Service Desk

Peer Group

Higher Cost

Lower

Quality

Higher

Quality

Metrics

© MetricNet, LLC, www.metricnet.com

Agent Utilization and First Contact Resolution Rate

Cost/Contact Customer Satisfaction

Agent

Utilization

First Contact

Resolution

Metrics


Agent Utilization Drives Cost per Contact

$0

$5

$10

$15

$20

$25

$30

$35

$40

$45

20% 30% 40% 50% 60% 70% 80%

Agent Utilization

Co

st

per

Co

nta

ct

Metrics


Agent Utilization Defined

Agent Utilization is a measure of the actual time agents spend providing direct customer

support in a month, divided by total time at work during the month

It takes into account both inbound and outbound contacts handled by the Agents, and

includes all contact types: voice, voice mail, email, web chat, walk-in, etc.

But the calculation for Agent Utilization does not make adjustments for sick days, holidays,

training time, project time, or idle time

By calculating Agent Utilization in this way, all Service Desks worldwide are measured in

exactly the same way, and can therefore be directly compared for benchmarking purposes

Agent

Utilization

((Average number of inbound Contacts handled by an Agent in a month) X (Average inbound handle time in minutes) +

(Average number of outbound Contacts handled by an Agent in a month) X (Average outbound handle time in minutes))

(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr) =


Metrics

Example: Service Desk Agent Utilization

Inbound Contacts per Agent per Month = 375

Outbound Contacts per Agent per Month = 225

Average Inbound Contact Handle Time = 10 minutes

Average Outbound Contact Handle Time = 5 minutes

Agent

Utilization

((375 Inbound Contacts per Month) X (10 minutes) + (225 Outbound Contacts per Month) X (5 minutes)

(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr) = =

50.4%

Agent

Utilization

Agent

Utilization

((Average number of inbound Contacts handled by an Agent in a month) X (Average inbound handle time in minutes) +

(Average number of outbound Contacts handled by an Agent in a month) X (Average outbound handle time in minutes))

(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr) =


Metrics

First Contact Resolution Drives Customer Satisfaction

20%

40%

60%

80%

100%

20% 40% 60% 80% 100%

First Contact Resolution

Cu

sto

mer

Sati

sfa

cti

on

Metrics


Service Levels: ASA and Abandonment Rate


Agent

Utilization

First

Contact

Resolution

Training Hours Scheduling

Efficiency

Service Levels:

ASA and AR

Metrics


ASA Drives Cost per Contact

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

$35.00

$40.00

0 50 100 150 200 250

Average Speed of Answer (sec)

Co

st

per

Co

nta

ct

Metrics


Call Abandonment Rate Also Drives Cost per Contact

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

$35.00

$40.00

$45.00

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

Call Abandonment Rate

Co

st

pe

r C

on

tac

t

Metrics


ASA vs. Customer Satisfaction

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

0 5% 10% 15% 20%

ASA as a % of Total Handle Time

Cu

sto

me

r S

ati

sfa

cti

on

Metrics


Call Abandonment Rate vs. Customer Satisfaction

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

Call Abandonment Rate

Cu

sto

mer

Sati

sfa

cti

on

Metrics


Training Hours Impact First Contact Resolution Rate


Agent

Utilization

First

Contact

Resolution

Training Hours Scheduling

Efficiency

Service Levels:

ASA and AR

Metrics


New Agent Training Hours vs. First Contact Resolution

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0 50 100 150 200 250 300 350

New Agent Training Hours

Fir

st

Co

nta

ct

Res

olu

tio

n R

ate

Metrics


Annual Agent Training vs. First Contact Resolution

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0 20 40 60 80 100 120 140


Fir

st

Co

nta

ct

Res

olu

tio

n R

ate

Metrics


A Summary of Service Desk KPI Correlations


Agent

Utilization

First

Contact

Resolution

Agent

Satisfaction

Coaching Career Path Training Hours

Call

Quality

Handle

Time

Agents/

Total FTE’s

Absenteeism/

Turnover

First Level

Resolution Scheduling

Efficiency

Service Levels:

ASA and AR

Metrics


Benchmarking Performance Summary

Read MetricNet’s whitepaper on Service Desk Benchmarking. Go to www.metricnet.com to get your copy!

Sample Data Only! Not Intended for Benchmarking Purposes!

Metrics


Average Min Median MaxCost/Contact $28.17 $22.96 $6.59 $22.56 $38.44

First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0%

Contacts/Agent-Month 429 504 373 487 699

Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1%

Average Speed of Answer (ASA) in seconds 18 45 12 34 187

Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0%

Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2%

Call Quality 68.4% 79.9% 43.8% 75.8% 94.5%

Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6%

Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0%

Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8%

New Agent Training Hours 36 79 20 69 241

Ongoing Agent Annual Training Hours 12 34 0 20 130

Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5%

Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4%

Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55

First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1%

IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8%

Agent

Call Handling

Cost

Productivity

Service Level

Quality

Metric

Type Key Performance Indicator (KPI)

Your

Score

Peer Group



4

3

2

1

The Business

of IT Support

Proactive: A Business Model for IT Support

Value

Proactive

Metrics

Marketing

Model



user productivity

and TCO

2. Metrics

Holistic and

diagnostic

application of

KPI’s


needs and

expectations


stakeholder

perceptions

A Proactive Culture in IT Support

Some Common Proactive Behaviors

Root Cause Analysis / Closed Ticket Analysis

Marketing / Brand Management

Business Case Analysis for New Investments

Benchmarking

Goal-based Training

Cause-and-Effect Decision-making

Manage Agent Morale / Agent Job Satisfaction

Agent Scorecards

Proactive


Some Common Proactive Behaviors

Root Cause Analysis / Closed Ticket Analysis

Marketing / Brand Management

Business Case Analysis for New Investments

Benchmarking

Goal-based Training

Cause-and-Effect Decision-making

Manage Agent Morale / Agent Job Satisfaction

Agent Scorecards

A Proactive Culture in IT Support

Proactive



POLLING QUESTION


Managing Agent Morale and Job Satisfaction

Cost per Ticket Customer Satisfaction

Agent

Utilization First

Contact

Resolution

Agent

Satisfaction


Call

Quality

Handle

Time

Agents/

Total FTE’s

Absenteeism/

Turnover

First Level


Efficiency

Service Levels:

ASA and AR

Proactive

Agent Job Satisfaction vs. Customer Satisfaction

40%

50%

60%

70%

80%

90%

100%

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


Cu

tom

er

Sati

sfa

cti

on

Proactive


Agent Job Satisfaction vs. Agent Turnover

0%

10%

20%

30%

40%

50%

60%

70%

80%

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


An

nu

al

Ag

en

t T

urn

over

Proactive



Managing Agent Morale and Job Satisfaction

Cost per Ticket Customer Satisfaction

Agent

Utilization First

Contact

Resolution

Agent

Satisfaction


Call

Quality

Handle

Time

Agents/

Total FTE’s

Absenteeism/

Turnover

First Level


Efficiency

Service Levels:

ASA and AR

Proactive

40%

50%

60%

70%

80%

90%

100%

0 10 20 30 40 50 60 70 80 90 100


Ag

en

t Jo

b S

ati

sfa

cti

on

Agent Training Hours vs. Agent Job Satisfaction

Proactive


40%

50%

60%

70%

80%

90%

100%

Ag

en

t Jo

b S

ati

sfa

cti

on

Agent Satisfaction with Career Path Agent Satisfaction without Career Path

Average = 72.3%

Average = 80.7%

Proactive

The Impact of Career Path on Agent Job Satisfaction



Question & Answer


4

3

2

1

The Business

of IT Support

Marketing: A Business Model for IT Support

Value

Proactive

Metrics

Marketing

Model



user productivity

and TCO

2. Metrics

Holistic and

diagnostic

application of

KPI’s


needs and

expectations


stakeholder

perceptions


The Role of Marketing in IT Support

We’ve all heard the expression…

“Expectations Not Set…

are Expectations Not Met!

So, let’s get serious about proactively managing

expectations!

Marketing


Perception vs. Reality in IT Support

LOWER COST HIGHER ACTUAL VALUE

PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER

Perceived Value > Actual Value

Perceived Value < Actual Value

Marketing

Perception Is Almost Always Worse Than the Reality


PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER



A Common (but

Dangerous) Operating

Position


Marketing

Brand Management in IT Support


PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER



#1 Operational

Effectiveness

#2 B

ran

d

Man

ag

em

en

t


Marketing

Closing the Perception Gap


PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER



Closing

the

Perception

Gap

Where you Should Be

Where you Are


Marketing


Brand Management: The Five W’s

1. Who – Who are the Key Stakeholder Groups?

2. What – What are the Key Messages?

3. When – When are You Going to Communicate Them?

4. Where/How – Where/How do You Reach the Stakeholders?

5. Why – Why are We Doing This?

Marketing

Key Success Factors in Marketing IT Support

Messages Tim

ing

Timing

Frequent Contact

• New employee orientation

• At session log-in

• During training

• During the incident

• At scheduled sessions

Messages

Multiple Messages • Services

• Major initiatives

• Performance Levels

• FAQ’s

• Success Stories

Channels

Use All Available

• Log-in messages

• Newsletters

• Reference Guides

• Asset tags

• Surveys

• User Liaisons

Tim

ing


Marketing


The Most Common Communication Vehicles

Marketing

Where is IS failing to meet XXX needs?

Rank Fails Survey Question

1 - 22.1% 24. Availability of shared resources

2 - 16.2% 30. Your satisfaction with remote access services

3 - 14.7% 17. Continue using the IS Support Center

4 - 13.2% 28. Overall satisfaction with computing/network services

5 - 11.8% 21. The response to requested software changes

5 - 11.8% 29. Satisfaction with the current E-Mail services

7 - 10.3% 09. Current services provided by IS

8 - 8.8% 19. Developers understand your business requirements

9 - 8.8% 23. Reliability of business applications

10 - 7.4% 08. IS communication of products and services

10 - 7.4% 22. The response to requested enhancements

12 - 4.4% 07. IS value compared to the cost of services

12 - 4.4% 14. Value of IS Business Consultants

12 - 4.4% 20. Responsiveness to application maintenance requests

15 - 2.9% 12. Acquisition process for IT

15 - 2.9% 18. Applications provide the necessary functionality

12%

Avg.

2.9 % of XXX’s said issue18. failed to meet expectations.

Mean

for ALL

“fails”

Sort field

sequence

field

varriance

duplicate rank

Title of List

above

average

below

average

Selected Issues

Newsletters Brown Bag

Sessions Leave Behinds

Business Unit

Liaisons

Surveys Log-in Screens Webcasts FAQ Site


Marketing

So Why Are We Doing This?

84%

47%

31%29%

22%19%

8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


Support

Network

Outages


Applications

Desktop

Software


% S

ayin

g V

ery

Im

po

rtan

t

n = 1,044








Marketing


Marketing Summary

Managing the gap between perception and reality is fairly

straightforward

It doesn’t take a lot of time, or cost a lot of money

But it is critically important

The success of your support organization depends as much on your

image, as it does on your actual performance!

The Benefits of effective Image Management Include:

Customer loyalty and positive word-of-mouth referrals

Credibility, which leverages your ability to Get Things Done!

A Positive Image for IT overall

High levels of Customer Satisfaction

Marketing

The Zen of Support

73

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%


Support

Network

Outages


Applications

Desktop

Software


% S

ayin

g V

ery

Im

po

rtan

t

n = 1,044








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

Quality of Support Drives End-User Productivity

1 (top) 2 3 4 (bottom)







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


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


Support Has an Opportunity to Minimize TCO

A Call to Action:

Your Opportunity to Excel!

78

Five Easy Ways to Get Started

Five Suggestions

to Get You Started!

1. Connect with MetricNet on

Social Media

2. Attend our Presentations at

the HDI Conference in April

3. Sign Up for Future

Webcasts

4. Download MetricNet’s Best

Practices Whitepapers

5. Sign up for a MetricNet

Benchmark


4

3

2

1

The Business

of IT Support

Value

Proactive

Metrics

Marketing

Connect With MetricNet on Social Media


Company Page

Best Practices in

Call Centers - Group Best Practices in Customer

Satisfaction - Group

Best Practices in Desktop

Support - Group

Best Practices in Service

Desks - Group

Company Page Best Practices in

Service Desks -

Community

Best Practices in Desktop

Support - Community

Best Practices in Customer

Satisfaction - Community

Best Practices in Call

Centers - Community



http://www.linkedin.com/company/metricnet






http://www.linkedin.com/groups/Best-Practices-in-Customer-Satisfaction-1825753

http://www.linkedin.com/groups/Best-Practices-in-Desktop-Support-4034463

http://www.linkedin.com/groups/Best-Practices-in-Service-Desks-1801657


http://plus.google.com/u/0/b/111056508365533897358/111056508365533897358/posts

MetricNet on Social Media

Like us on Facebook:

http://www.facebook.com/metricnet | Mention us using @MetricNet

Follow us on Twitter:

http://www.twitter.com/metricnet | Mention us using @MetricNet or #MetricNet

Follow our LinkedIn Company Page:


Become a Member of our MetricNet Certified LinkedIn Groups:





Subscribe to YouTube:


Follow our Google+ Company Page:


Mention us using +MetricNet

Become a Member of our Google+ Communities:



























































Session 101: The Economic Impact of Support

Wednesday April 17th 10:15 am

Session 408: Cause-and-Effect for Desktop Support KPI’s

Thursday April 18th at 10:00 am

Visit MetricNet at the Annual HDI Conference in Las Vegas

Upcoming MetricNet Webcasts

Register at www.metricnet.com

April 9

Service Desk and Desktop Collaboration

May 7

Service Desk KPI’s

June 11

Desktop Support KPI’s

July 9

Call Center KPI’s

August 6

Service Desk Best Practices

September 10

Best Practices in Desktop Support

For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts

83

Download MetricNet’s Best Practices Whitepapers

Download at www.metricnet.com



Sign Up for a MetricNet Service Desk or Desktop Support Benchmark

The Service Desk Performance Benchmark


You Can Reach MetricNet…

By Phone…

703-992-7559

On Our Website…

www.metricnet.com

Or E-mail us…

[email protected]


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


Question & Answer


Thank You!

We look forward

to serving you!

About MetricNet:

Your Benchmarking Partner

89

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, formerly the Help Desk Institute.

Your Presenter: Jeff Rumburg



Benchmarking is MetricNet’s Core Business

Call Centers

Telecom

Information

Technology

Satisfaction

Customer Service

Technical Support

Telemarketing/Telesales

Collections

Service Desk

Desktop Support

Field Support

Price Benchmarking


Employee Satisfaction


25 Years of IT Service and Support Benchmarking Data

More than 2,000 IT Service and Support Benchmarks

Global Database

70+ Key Performance Indicators

More than 120 Industry Best Practices

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/

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You Can Reach MetricNet…

By Phone…

703-992-7559

On Our Website…

www.metricnet.com

Or E-mail us…

[email protected]



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

Thank You!

We look forward

to serving you!


Free Desktop Support Training Series | The Zen of Support - The Path to Strategic Enlightenment |...

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