5 case-studies-collaboration

Desktop/Service Desk Collaboration
Case Studies in Successful Partnership
Jeff Rumburg, Managing Partner - MetricNet
Session #608

Empirical Observations from the Global Benchmarking Database
More than 3,000 IT Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices
1© MetricNet, LLC, www.metricnet.com

Then and Now: The Evolution of the Service Desk
Service Desk
KPIs
North American Averages
1988 Last Year
Monthly Contacts per
End-User
0.79 1.95
Cost per Contact $9.57 $21.84
Average Handle Time 6:27 12:55
Resolved on First
Contact
35% 67%
Resolved at Level 1 39% 85%
Starting Agent Salaries
(current dollars)
$27,280 $35,411
Service Desk Cost per
End-User per Year
$97 $502

Then and Now: The Evolution of Desktop Support
Desktop Support
KPIs
North American Averages
1988 Last Year
Monthly Desktop Tickets
per Seat
0.53 0.78
Cost per Ticket $29 $62
Average Incident
Work Time (min:sec)
17:40 32:15
Incidents Resolved on
First Contact
74% 68%
% Resolved
Level 1 Capable
54% 22%
Starting Technician
Salaries (current dollars)
$37,050 $43,627
Desktop Cost per
Seat per Year
$184 $580

Why Collaborate?
Benefits Barriers
 Lower support costs
 Greater customer satisfaction
for support
 Shorter cycle times on
resolution
 Enhanced user productivity
for all of IT
 Different managers
 Different funding sources
 Drive-by’s, fly-by’s, snags
 No shared goals or
incentives
 Poor training
 Weak management / lack of
discipline
 Support is low priority

Adopting SPOC Support at an International Freight Co.
The Scenario
 Users call desktop support directly
 Desktop techs provide on-the-spot assistance
 Service desk has no clear dispatch rules for desktop
support
 Service desk and desktop have no operating level
agreement (OLA)
 Lost tickets are common
 Customers are universally dissatisfied

A Primer on Support 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

The Tao of SPOC (Single Point of Contact)
User Community
Level 1
Service Desk
Desktop
Support
Field
Support
Level 2 IT
Support
Vendor
Support

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 issues
 The Level 1 Service Desk is the SPOC
 The service desk and desktop support have
the same SLA with customers
 The service desk and desktop support have
an OLA
 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%
%ResolvedLevel1Capable
% Resolved Level 1 Capable with SPOC % Resolved Level 1 Capable without SPOC
Average = 22.8%
Average = 15.3%

The Result of Implementing a SPOC Process
KPI Before SPOC 10 Months Later
Level 1 Ticket Origination 64% 87%
% Resolved Level 1 Capable 39% 14%
Customer Satisfaction 66% 78%
Weighted Average Cost per Ticket $73 $45

Cross Training at a Regional Bank
The Scenario
 Support costs are high
 Desktop support is sometimes short-staffed
 Service desk is sometimes short-staffed
 Escalation defects increase when the service desk is
busy
 Service levels are rarely met
 Customer satisfaction is low

Universal Agents Can Greatly Improve Efficiency
12 FTE’s 7 FTE’s
3 – 4
Universal
Agents
Service Desk Desktop Support

Success Factors for Cross-Trained Agents
 Support personnel are co-located with the users
 Users are in a high density environment
 High rise building or campus setting
 Facilitates “jump & go”
 Scale is relatively low
 Fewer than 20 support techs in total between service desk and
desktop support
 Not all technicians can or should be cross-trained

The Result of Agent Cross Training
KPI Before Cross Training 6 Months Later
Cross-Trained Agents 0 4
Customer Satisfaction 72% 85%
Total Headcount 19 17

Shared Incentives at a Multi-National Insurance Company
The Scenario
 Both support groups – service desk and desktop
support – appear to be performing well
 Costs are in line with industry averages
 Customer satisfaction is above industry averages
 A SPOC process is followed
 So what’s the problem?

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
50% of Annual Bonus Tied to Benchmarking Results
16
Read MetricNet’s whitepaper on IT Support Benchmarking. Go to www.metricnet.com to download your copy!

Some Common Service Desk Metrics
 Cost per Ticket
 First Level Resolution Rate
Cost
Service Level
Quality
Call HandlingAgent
 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

A Summary of KPI Correlations for the Service Desk
Cost per Ticket Customer Satisfaction
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

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
 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

A Summary of KPI Correlations for Desktop Support
Cost per Ticket Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
Coaching Career Path Training Hours
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Scheduling
Efficiency
Service
Levels: MTTR

KPIs for Successful Collaboration
 Weighted Average Cost per TicketCost
Quality
Level 1 TCO
 Weighted Average Customer Satisfaction
 First Level Resolution Rate
Aggregate  Balanced scorecard
Desktop TCO  % Resolved Level 1 Capable
Read MetricNet’s whitepaper on Help Desk Performance Metrics. Go to www.metricnet.com to get your copy!

The Balanced Scorecard for SPOC Support
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
Worst Case Best Case
Service Desk Cost per Ticket 20.0% $40.00 $8.00 $22.00 56.3% 11.3%
Desktop Support Cost per Ticket 20.0% $120.00 $25.00 $64.00 58.9% 11.8%
Service Desk Customer Satisfaction 20.0% 60.0% 100.0% 85.0% 62.5% 12.5%
Desktop Support Customer Satisfaction 20.0% 60.0% 100.0% 90.0% 75.0% 15.0%
Level 1 Resolution Rate (service desk) 10.0% 40.0% 100.0% 88.0% 80.0% 8.0%
% Resolved Level 1 Capable (desktop support) 10.0% 50.0% 0.0% 8.0% 84.0% 8.4%
100.0% N/A N/A N/A N/A 66.9%Total
Performance Metric
Cost
Quality
TCO
Balanced
Score
Your
Performance
Metric
Score
Performance RangeMetric
Weighting
© MetricNet, LLC, www.metricnet.com

The Performance Trend in SPOC Support
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
ITSupportBalancedScore
12 Month Average Monthly Score

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
BalancedScores
Benchmarking the SPOC Balanced Score
High 83.3%
Average ----- 51.4%
Median 52.3%
Low 17.5%
Your Performance 66.9%
Balanced Scores
Key Statistics

The Results of Benchmarking and Shared Incentives
Before Benchmarking 1 Year Later
Service Desk Cost per Ticket $22 $19
Desktop Support Cost per Ticket $64 $62
Service Desk Customer Satisfaction 85% 92%
Desktop Support Customer Satisfaction 90% 93%
Level 1 Resolution Rate (service desk) 88% 91%
% Resolved Level 1 Capable (desktop support) 8% 4%
66.9% 75.5%
42.3% 63.8%% of Bonus Awarded
Balanced Score
Key Performance Indicator
Cost
Quality
TCO

Closed Ticket Analysis at a Fortune 100 Telecom Company
The Scenario
 Monthly meetings are held between service desk and
desktop support to review tickets
 Goal is to ensure proper categorization of tickets, and
eliminate tickets through Root Cause Analysis
 Benchmarks show that First Level Resolution on the
service desk is low
 And nearly half the tickets resolved by desktop support
are resolvable at level 1

0
2
4
6
8
10
12
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
22%
24%
26%
28%
30%
32%
34%
36%
38%
40%
% Resolved Level 1 Capable
NumberofSupportOrganizations
FirstQuartile=12.7%
FourthQuartile=24.3%
Median=18.1%
Industry Data for Desktop % Resolved Level 1 Capable

Industry Data for Level 1 Resolution
0
5
10
15
20
25
30
35
40
45
50
55
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
Net First Level Resolution Rate
NumberofDataPoints
Average ------ 73.9%
Max 98.9%
Min 24.0%
Median 75.0%
> 95% Net FLR 2.0%
Industry Average Net FLR Statistics
Net First Level Resolution Rate
NumberofDataRecords

0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
NetFirstLevelResolution
Remote Diagnostic Software No Remote Diagnostic Software
The Effect of Remote Diagnostic Software on FLR
Average = 77.8% FLR
Average = 61.4% FLR

The Effect of a Mature Knowledge Base on FLR
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
0 1 2 3 4 5 6
KBase Maturity
NetFirstLevelResolution

The Action Plan
 Adopt a remote diagnostic tool
 Add a check box to desktop support tickets
 Resolved but Level 1 Capable
 Establish a goal for First Level Resolution
 Establish a goal for % Resolved Level 1 Capable
 Enforce a strict SPOC support model

The Results: 6 months Later
KPI Before Action Plan 6 Months Later
First Level Resolution 61% 83%

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
%SayingVeryImportant
 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

0
10
20
30
40
50
60
70
0 1 2 3 4 5
ProductiveHoursLostperEmployeeperYear
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 Quartile
Support 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

Why Collaborate?
Benefits Barriers
 Lower support costs
for support
 Shorter cycle times on
resolution
 Enhanced user productivity
for all of IT
 Different managers
 Different funding sources
 Drive-by’s, fly-by’s, snags
 No shared goals or
incentives
 Poor training
 Weak management / lack of
discipline
 Support is low priority

About MetricNet:
Your Benchmarking Partner

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
 Technical Support
 Customer Service
 Telemarketing/Telesales
 Collections
 Service Desk
 Desktop Support
 Field Support
 Price Benchmarking
 Employee Satisfaction

MetricNet’s Global Benchmarking Database
More than 3,000 IT Support Benchmarks
Global Database
70+ Key Performance Indicators
More than 120 Industry Best Practices

Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for support organizations
worldwide, and across virtually every industry sector.
© MetricNet, LLC, www.metricnet.com 43

You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com

Thank You!
We look forward
to serving you!

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