Delivering quality is a standard for success within any IT service organization. But how does one measure success? To measure success, IT service organizations often report on KPI's and SLA's, and these reports are usually based on their own performance. One risk of this approach towards measuring and reporting is that clients are no longer the focus, even though the service is intended for them. Reporting should focus on the experience of clients instead. This presentation focuses on how the IT organization can best acquire a full insight into its own service by combining measuring and reporting with a client-focused approach. (presented by Gökhan Tuna on a BrightTALK Webcast: http://www.brighttalk.com/community/it-service-management/webcast/22224)

1. Are your clients really
satisfied?
“Measuring service delivery with a
client-focused approach”

2. Program
• What is ‘quality’?
• The SERVQUAL-model
• How to measure quality?
• Questions and discussion

3. What’s the difference between a
magician and a service organization?
Gökhan Tuna, TOPdesk

4. What’s the difference between a
magician and a service organization?
A magician makes things unvisible.
A service organization tries to make
everything as visible as possible.
Gökhan Tuna, TOPdesk

5. Client focused
=
Delivering quality
Gökhan Tuna, TOPdesk

6. Client focused
=
Delivering quality
…what is quality?
Gökhan Tuna, TOPdesk

7. Philosophical
approach
For example:
“Music composed by
Beethoven is of a high
quality, but we still don’t
know why”
Gökhan Tuna, TOPdesk

8. Philosophical
approach
Scientifically interesting,
but practically useless:
- Quality can not be
explained nor measured
Gökhan Tuna, TOPdesk

9. Technical
approach
• Frederick W.
Taylor laid the
foundations in:
‘The Principles of
Scientific
Management’
(1911)
Gökhan Tuna, TOPdesk

10. Technical
approach
• Quality can be
seen as an
objective standard
that can be
measured.
• Any divergence
from the standard
means a reduction
in quality.
Gökhan Tuna, TOPdesk

11. Client-focused
approach
• Quality is subjective
and depends on the
client’s individual
experience
Gökhan Tuna, TOPdesk

12. Client-focused
approach
• Joseph M. Juran,
expert in quality
management:
“The quality of a
service is good when
the client is convinced
that it’s good.”
Gökhan Tuna, TOPdesk

13. ITIL v2
Quality is the whole set
of qualities and
characteristics
of a product or service
that are of interest to
the satisfaction
of agreed or self-evident
needs
Gökhan Tuna, TOPdesk

14. ITIL v3
Utility =
what does the client
get?
Warranty = in what way
does it get delivered?
Gökhan Tuna, TOPdesk

15. What is quality?
Gökhan Tuna, TOPdesk

16. What is quality?
Quality =
Percieved Service – Expected Service
Gökhan Tuna, TOPdesk

17. What is quality?
Quality =
Percieved Service – Expected Service
What is the cause of a low quality service?
1. Shortcomings of a service organization
2. The result of influences towards the
customers (“overpromising”)
Gökhan Tuna, TOPdesk

18. Word of mouth
Personal needs Past experience
communications
Expected service
Customer Perceived service
Organization
Service
organization
Service delivery
Translation of
instructions into actions
Translation of strategy
into procedures
Formulation of strategy
by the management
Gökhan Tuna, TOPdesk

19. Word of mouth
Personal needs Past experience
communications
Expected service
Quality?
Customer Perceived service
Organization
Service
organization
Service delivery
Translation of
instructions into actions
Translation of strategy
into procedures
Formulation of strategy
by the management
Gökhan Tuna, TOPdesk

20. How to measure quality?
Gökhan Tuna, TOPdesk

21. EXAMPLE #1
Service Performance Metric:
ASA (Average Speed to
Answer):
Average time (usually in
seconds) it takes for a call to
be answered by the service
desk
Gökhan Tuna, TOPdesk

22. EXAMPLE #1
KPI:
Phone calls are to be
answered within 6 seconds
Gökhan Tuna, TOPdesk

23. EXAMPLE #1
Practice:
Service desk employee
answers phone calls quickly,
but puts the caller on hold.
Gökhan Tuna, TOPdesk

24. EXAMPLE #1
Conclusion:
KPI achieved!
But: are clients satisfied?
Gökhan Tuna, TOPdesk

25. How to measure quality?
• IT organizations are often stuck to the
technical approach of measuring quality
Gökhan Tuna, TOPdesk

26. How to measure quality?
• IT organizations are often stuck to the
technical approach of measuring quality
Possible danger:
• One-sided view
• Losing sight of reality
Gökhan Tuna, TOPdesk

27. EXAMPLE #2
Service Level Agreement:
99% uptime for a CRM
application in a 24/7 service
window
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28. EXAMPLE #2
Practice:
CRM application commonly
used during office hours (9
am – 5 pm)
Gökhan Tuna, TOPdesk

29. EXAMPLE #2
Incident/Failure:
Due to overuse during office
hours the application needs
a restart twice a day
The restart takes appr. 5
minutes, but unsaved data
for users are lost
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30. EXAMPLE #2
SLA measurement:
100% Uptime = 1.080
minutes per week
Downtime in example #2 =
50 minutes per week
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31. EXAMPLE #2
Gökhan Tuna, TOPdesk

32. EXAMPLE #2
Conclusion:
Uptime = 99.5%
SLA achieved!
But: are clients satisfied?
Gökhan Tuna, TOPdesk

33. Word of mouth
Personal needs Past experience
communications
Expected service
Customer Perceived service
Organization
Service
organization
Service delivery
Translation of instructions
into actions
Translation of strategy
into procedures
Formulation of strategy
by the management
Gökhan Tuna, TOPdesk

34. Word of mouth
Personal needs Past experience
communications
Expected service
Customer Perceived service
Organization
Service
organization
Service delivery Service Quality
Translation of instructions
into actions
Translation of strategy
into procedures
Formulation of strategy
by the management
Gökhan Tuna, TOPdesk

35. Word of mouth
Personal needs Past experience
communications
Expected service
Customer Perceived service Client Satisfaction?
Organization
Service
organization
Service delivery Service Quality
Translation of instructions
into actions
Translation of strategy
into procedures
Formulation of strategy
by the management
Gökhan Tuna, TOPdesk

36. How to measure quality?
Gökhan Tuna, TOPdesk

37. THE SERVQUAL-MODEL
(Zeithaml, Parasuraman, Berry; 1985 – 1994)
• Service vs Manufacturing
• The model offers a way to measure the
perception of a customers towards the
'quality of a service‘
• Quality of a service has been split up into five
dimensions that customers experience
Gökhan Tuna, TOPdesk

38. 1. TANGIBLES
Physical facilities, equipment and
the appearance of personnel.
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39. 2. RELIABILITY
Ability to perform the promised service
dependably and accurately.
Gökhan Tuna, TOPdesk

40. 3. RESPONSIVENESS
Willingness to help customers and
provide prompt service.
Gökhan Tuna, TOPdesk

41. 4. ASSURANCE
Knowledge and courtesy of
employees and their ability to inspire trust and
confidence.
Assurance is split up into four subdimensions
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42. 4A. COMPETENCE
The expertise of the personnel and the
extent of knowledge that they own.
Gökhan Tuna, TOPdesk

43. 4B. COURTESY
The kindness, politeness and affection of
the personnel that has contact with the
customer
Gökhan Tuna, TOPdesk

44. 4C. CREDIBILITY
The trust that the customer has with
respect to the service supplier
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45. 4D. SECURITY
The freedom of danger, risk or doubt, while
taking part of the service
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46. 5. EMPATHY
Caring and individualized attention that the
firm provides to its customers.
Empathy is split up into three
subdimensions
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47. 5A. ACCESS
The possibility to approach the services
supplier and the ease of contact
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48. 5B. COMMUNICATION
The ability of the services supplier to
communicate with the customer in a way
in which the customer understands it
Gökhan Tuna, TOPdesk

49. 5C. UNDERSTANDING THE
CUSTOMER
The extent of individual care and attention
that the services supplier gives to their
customers
Gökhan Tuna, TOPdesk

50. Performance
Service Satisfaction (Q)
Expectation
Gökhan Tuna, TOPdesk

51. Performance
Service Satisfaction (Q)
Expectation
Unspoken
Expectation
Gökhan Tuna, TOPdesk

52. EXAMPLE #3
Service Performance Metric:
FCR (First Call Resolution):
Percentage of incoming calls
that can be resolved without
the use of a callback or
without having the caller call
back the helpdesk to finish
resolving the case
Gökhan Tuna, TOPdesk

53. EXAMPLE #3
KPI:
60% of incoming calls need
to be resolved during the
phone call
Gökhan Tuna, TOPdesk

54. EXAMPLE #3
Practice:
Service desk employees fail
to meet the KPI, but provide
solutions for callers within
the next hour in 70% of the
time
Gökhan Tuna, TOPdesk

55. EXAMPLE #3
Gökhan Tuna, TOPdesk

56. EXAMPLE #3
Conclusion:
KPI breached!
But: are clients unsatisfied?
Gökhan Tuna, TOPdesk

57. How to measure quality?
• Perform periodical client satisfaction
researches as an addition to quantitative
reports
Gökhan Tuna, TOPdesk

58. Gökhan Tuna, TOPdesk

59. The average score for ‘Tangibles’ on a scale
from one to five is: 3.2
The average score for ‘Reliability’ on a scale
from one to five is: 3.0
The average score for ‘Responsiveness’ on a
scale from one to five is: 2.4
The average score for ‘Assurance’ on a scale
from one to five is: 4.1
The average score for ‘Empathy’ on a scale
from one to five is: 3.4
Gökhan Tuna, TOPdesk

60. How to measure quality?
• Perform periodical client satisfaction
researches as an addition to quantitative
reports
Advantages:
• Whole view of service delivery
• Making comparisons in time
• Making comparisons between the service
organization and the customer organization
Gökhan Tuna, TOPdesk

61. ITIL v3
Utility =
what does the client
get?
Warranty = in what way
does it get delivered?
Gökhan Tuna, TOPdesk

62. Word of mouth
Personal needs Past experience
communications
Expected service
Customer Perceived service Client Satisfaction
Organization
Service
organization
Service delivery Service Quality
Translation of instructions
into actions
Translation of strategy
into procedures
Formulation of strategy
by the management
Gökhan Tuna, TOPdesk

63. THANK YOU FOR YOUR ATTENTION
Questions and discussion