1. Is the Service Desk the ‘Rodney Dangerfield’
of IT? Does yours get the respect it deserves?
HDI Motown
January 14th, 2010
Presenter: Charles Cyna, President, ThinkITSM Corp.

2. A little about me and ThinkITSM
• Been involved in the Service Desk industry for
16 years
• ThinkITSM provides expertise and knowledge
captial around Service Improvement
• We make the world’s first dedicated CSI tracking
software for IT ‘Continual Service Improvement
as a Service’
• Customers in 34 countries send us their service
desk data to us every night for analysis,
baselining, benchmarking and reporting
• Unique perspective based on objective analysis

3. Agenda
The Truth about IT Service Delivery
Is your Service Desk the ‘Rodney Dangerfield’ of IT
The Big Picture
The Service Desk Value Proposition
Decomposition of a Metric (FCR)
6 Practical Instruments for Success
7 Q&A
3 Define, Measure, Achieve. Repeat

4. Three IT Truisms to think about...
1. Organizations often get the IT Service Delivery they deserve
2. IT Departments often get the Service Desks’ they deserve
3. Service Desks often get the resourcing they deserve
‘The
Service Desk
Organization’
IT
4 Define, Measure, Achieve. Repeat

5. Signs of ‘No Respect’
Management Organization People
Challenges Challenges Challenges
Escalation Group Low Morale
Management Cutbacks
Staff Turnover
Resourcing requests Service Desk
perceived as a cost Non Compliance
not granted
5 Define, Measure, Achieve. Repeat

6. The Big Picture
6 Define, Measure, Achieve. Repeat

7. The Big Picture
7 Define, Measure, Achieve. Repeat

8. State of the IT Nation Today
8 Define, Measure, Achieve. Repeat

9. IT Spending
“2008-09 witnessed the most sever economic
recession in generations, and the IT industry
suffered an even greater decline that it did in
2001, following the dot-com bubble.” (Gartner)
9 Define, Measure, Achieve. Repeat

10. Employment
IT Employment 2010
Reducing IT Headcount Freezing IT Headcount Increased IT Staff
8%
29%
63%
10 Define, Measure, Achieve. Repeat

11. The Big Picture
11 Define, Measure, Achieve. Repeat

12. Technology Proliferation
We are living through a technological revolution made possible through accessibility...
12 Define, Measure, Achieve. Repeat

13. The Big Picture
13 Define, Measure, Achieve. Repeat

14. Globalization
14 Define, Measure, Achieve. Repeat

15. The Big Picture
15 Define, Measure, Achieve. Repeat

16. IT Impact
1. Impact vs. Response
16 Define, Measure, Achieve. Repeat

17. IT Impact
1. Impact vs. Response
2. The Barbarians at the Gate
17 Define, Measure, Achieve. Repeat

18. The Big Picture
18 Define, Measure, Achieve. Repeat

19. IT Impact
1. Impact vs. Response
2. The Barbarians at the Gate
3. Broker vs. Builder
19 Define, Measure, Achieve. Repeat

20. The Little Picture
20 Define, Measure, Achieve. Repeat

21. But the Reality is that Most Service Desks...
- Do a great job
- Have a talented team
- Really want to help their customers
- Improve what they are doing
- Have challenges interacting with escalation groups that are not
directly managed
- Don’t record successes consistently
- Produce too many reports
- Focus on reporting on the wrong stuff
- Don’t identify what makes their offering unique
- Don’t identify what is the ‘business’ value being provided
21 Define, Measure, Achieve. Repeat

22. The Service Desk Paradox
22 Define, Measure, Achieve. Repeat

23. The Service Desk’s Value Proposition
Economic
Impact
Service
Organizational
Face of IT Desk Value Impact
Proposition
Impact on
other IT
Processes
23 Define, Measure, Achieve. Repeat

24. Economic Impact
1. What is the cost to the organization when an employee can’t
perform their job function?
2. What is the cost to the organization when a customer can’t use
your product or service?
3. How do you communicate that cost today?
24 Define, Measure, Achieve. Repeat

25. The Service Desk’s Value Proposition
Economic
Impact
Service
Organizational
Face of IT Desk Value Impact
Proposition
Impact on
other IT
Processes
25 Define, Measure, Achieve. Repeat

26. Organizational Impact
1. When IT Operations doesn’t align themselves to the
organization, overall organization morale and productivity can
actually be impacted.
2. Do you measure how closely your activities today align with the
perceived importance by your consumers and customers?
26 Define, Measure, Achieve. Repeat

27. The Service Desk’s Value Proposition
Economic
Impact
Service
Organizational
Face of IT Desk Value Impact
Proposition
Impact on
other IT
Processes
27 Define, Measure, Achieve. Repeat

28. Impact on other IT Practices
1. Is the Service Desk the central hub for information for IT?
2. Does Change and Release improve their practices based on
measurement from the service desk?
3. Does the Service Desk provide a view of all incidents’ that are
caused by releases?
4. What is the relationship between the Service Desk and all
backend IT Processes?
28 Define, Measure, Achieve. Repeat

29. The Service Desk’s Value Proposition
Economic
Impact
Service
Organizational
Face of IT Desk Value Impact
Proposition
Impact on
other IT
Processes
29 Define, Measure, Achieve. Repeat

30. Face of IT
1. IT is important
2. The Service Desk is the face of IT
3. Have you identified your stakeholder groups
4. How do you show whether your stakeholder groups are
satisfied (think what you do is important)
30 Define, Measure, Achieve. Repeat

31. The Little Picture
31 Define, Measure, Achieve. Repeat

32. Continuous Service Improvement
32
Part of the big picture…
6-Step – Continual Service Improvement Model
Business vision,
1. What is the vision? mission, goals and
objectives
2. Where are we
Baseline assessments
now?
6. How do we keep
3. Where do we want
the momentum Measurable targets
to be?
going?
4. How do we get Service & process
there? Improvement
Measurements &
5. Did we get there?
metrics
ITIL V3 CSI – “Continual Service Improvement” book
32 Define, Measure, Achieve. Repeat

33. Challenges in demonstrating value to the business…
33 Define, Measure, Achieve. Repeat

34. Three Steps that YOU can do NOW to Earn Respect
34 Define, Measure, Achieve. Repeat

35. What is a Process Maturity Assessment
 Compare actual practices and processes in operations to a set of
performance standards
 Standardized scoring system to allow you to objectively identify
strengths and areas for improvement
35 Define, Measure, Achieve. Repeat

36. Process Maturity Measures
Management
Vision and
Support
Reporting
and Continual Organization
Improvement
Practice Practice
Integration Design
Practice
Execution

37. How does scoring work with assessments?
Level 0 – The practice does not exist
Level 1- Pockets of the Practice are being done (Ad Hoc)
Level 2 – Know what you don’t know. Management want to improve
performance
Level 3 – Practice is owned, documented, repeatable and consistent
across many departments
Level 4 – Practice integrates well with other practices, strong
collaboration, performance reviews
Level 5 – Surpassing customer expectations, Peer benchmarking,
external quality awards and standards
37 Define, Measure, Achieve. Repeat

38. Output
38 Define, Measure, Achieve. Repeat

39. Pop Quiz/Discussion Time
39 Define, Measure, Achieve. Repeat

40. Maturity…
 Who has gone through a formal assessment process for any IT Service Delivery
Practice?
– Consulting based
– Self Assessed
 Why did you do it?
 What is YOUR score?
 Did you/Do you know what it means
 What did you do?
 Why?
 Are you reassessing?
40 Define, Measure, Achieve. Repeat

41. Three Steps to Respect
41 Define, Measure, Achieve. Repeat

42. 42 Define, Measure, Achieve. Repeat

43. Group Discussion
 How many people here survey?
 Why do (don’t) you survey?
 Annual vs. Transactional (or Both)?
 What do you want to know?
 Why?
 What do you do with the information?
 Who do you share the results with?
43 Define, Measure, Achieve. Repeat

44. Assessing Satisfaction
 Identify who your stakeholder groups are
– Customers
– Consumers
– IT
– Executives (IT & Business)
 Build a decision matrix
– Don’t just assess satisfaction, ask about importance
– Get stakeholders to drive IT focus for improvement
44 Define, Measure, Achieve. Repeat

45. Possible Survey Outputs...
45 Define, Measure, Achieve. Repeat

46. Three Steps to Respect
46 Define, Measure, Achieve. Repeat

47. Measurement Discussion
 Does you role involve measurement?
 Why do you measure?
 What do you measure?
 Who consumes what you measure?
 What do you do with the information?
47 Define, Measure, Achieve. Repeat

48. How you move from Data to Wisdom
Fulsome Process
48 Define, Measure, Achieve. Repeat

49. Service Support Inputs
What information should the help desk collect?
49 Define, Measure, Achieve. Repeat

50. Report Example #1
Incident Types (Feb ‘10)
Problem
82%
• Too few categories for
incident type
• No insight into what
types of requests, or
18% what types of
interruptions are
occurring
Solution
• Apply a 2-tiered incident
type categorization
Break-Fix Service Request
50 Define, Measure, Achieve. Repeat

51. Incident Type
What does the customer want/need?
51 Define, Measure, Achieve. Repeat

52. Report Example #2
Incidents Meeting SLA (Jan '10)
Problem
50 • Flat categorization
45 • Too many categories at
40 the same level and
35 many similar
categories
30
25 • Difficult to compare
like-components
20
15
10 Solution
5
0 • Establish more levels to
the category model, or
roll-up categories
52 Define, Measure, Achieve. Repeat

53. Component Categorization
Application
Appliance Mainframe
Level 1
Software
Intel
Network Server
Compatible
Hardware Network Virtual
Document PC
Level 2
Specialization
Data Handheld
Facility
Process O/S Web Server
Message
Broker Level 3
Support Application
Middleware EAI
Software Platform
Policy Backup Agent Telecom
App Server
(Standard) Software
Not Production
Environment
Etc.
53 Define, Measure, Achieve. Repeat

54. Symptoms Report Example #3
Incident Count (Dec '09)
Problem
70 64.0 • Inconsistent
60 categorization
50 • Mix of type, service,
40 34.0 component
30 23.0 categorization
20 12.0 • Impossible to make
10 6.0 sound business
3.0 4.0 1.0 5.0
0 4.0 decisions
Solution
• Separate classifications
and categories
54 Define, Measure, Achieve. Repeat

55. Service Categorization
Customer Knows This…
IT Business Service End-to-End
(End-to-End Service) Service
IT Service Network Desktop
Active
Application Etc.
(Provider Service) Directory
IT Business Service Common Provider Personal
(End-to-End Service) Services Productivity
IT Service Network Desktop Voice
File and Active
(Provider Service) Print Directory.
IT Business Service Payroll
(End-to-End Service) Automation
IT Service Network Desktop
Active Payroll Payroll
(Provider Service) Directory Application Hosting
55 Define, Measure, Achieve. Repeat

56. Service Categorization – Provider Service Determined After Initial Diagnosis
IT Business Service End-to-End
(End-to-End Service) Service
IT Service Network Desktop
Active
Application Etc.
(Provider Service) Directory
IT Business Service Personal
(End-to-End Service) Productivity
IT Service Network Desktop Voice
File and Active
(Provider Service) Print Directory.
IT Business Service Payroll
(End-to-End Service) Automation
IT Service Network Desktop
Active Payroll Payroll
(Provider Service) Directory Application Hosting
56 Define, Measure, Achieve. Repeat

57. Correct Classification + Consistency = Business Value
Support Model Value
57 Define, Measure, Achieve. Repeat

58. Reporting Types
58 Define, Measure, Achieve. Repeat

59. Measurement
1. The Service Desk needs to transition measurement to make it
relevant to non-IT Stakeholders
2. Report for a minimum of three stakeholder groups
3. Embrace CSI and communicate to both business and IT
stakeholders
59 Define, Measure, Achieve. Repeat

60. What to look for in a dashboard?
 Ensure indicators follow
SMART model
– Specific
– Measureable
– Achievable
– Relevant
– Time-Based
 Trending
 Hide/Show groupings of
indicators
60 Define, Measure, Achieve. Repeat

61. What to look for in a dashboard?
 Ensure indicators follow
SMART model
– Specific
– Measureable
– Achievable
– Relevant
– Time-Based
 Trending
 Hide/Show groupings of
indicators
61 Define, Measure, Achieve. Repeat

62. First Call Resolution: A Catalyst for Service
Improvement?

63. First Call Resolution
A Stimulus for Service Improvement.
• This is partly a story about FCR, how it can be used to advance
service improvement. Ultimately this is a fable around
measurement...
63 Define, Measure, Achieve. Repeat

64. What is FCR?
Powerful measure or KPI that provides insight into Service
Desk performance and consumer satisfaction
• Classic Qualitative KPI
• Service Desk training/resourcing
• Support Model Planning and Execution
• IT Consumer Satisfaction correlation
• Efficiency of other IT Practices/Processes
What is FCR specifically in your organization?
• FCR means different things depending on who you ask...
64 Define, Measure, Achieve. Repeat

65. What does FCR mean in your Organization?
• FCR is achieved when a resolution is provided at first contact
with the Service Desk?
• FCR is achieved when a resolution is provided without the
Service Desk escalating the call to 2nd Line Support?
• FCR is achieved when we provide the customer with a
workaround but don’t close the problem?
• FCR is achieved when we provide the customer with a
workaround after they submit a request electronically?
65 Define, Measure, Achieve. Repeat

66. Answer
Ask an accountant what 2+2 is and you get the answer ‘ what do you want it to be...
• The answer depends on what your goal of measurement is.
 IT Consumer Satisfaction
 Service Desk training
 Support Model Maturity
66 Define, Measure, Achieve. Repeat

67. Why does FCR Matter?
• When does FCR matter?
 When IT consumers can’t get their jobs done
 When customer perception on the service desk matters
 When team morale matters and we want to reduce service
desk turnover
67 Define, Measure, Achieve. Repeat

68. Why does FCR Matter?
• When does FCR matter?
 When IT consumers can’t get their jobs done
 When customer perception on the service desk matters
 When team morale matters and we want to reduce service
desk turnover
Basically FCR matters.
68 Define, Measure, Achieve. Repeat

69. Setting ourselves up for...
We have to be careful what we measure...
69 Define, Measure, Achieve. Repeat

70. Setting ourselves up for...
We have to be careful what we measure...
70 Define, Measure, Achieve. Repeat

71. Making FCR work...
What are the Understand
How do we
considerations Existing
improve what we
that make FCR Measurement
are doing today?
achievable? Challenges?
71 Define, Measure, Achieve. Repeat

72. Making FCR work...
• Overall FCR rate
• FCR Designed rate
KPI’s
• Baseline current performance
• Understand the ‘why’ behind the KPI(s)
Improve
• Inconsistent data capture on service desk
• Definition as to what FCR is
Fix • All FCRS’ are not equally
72 Define, Measure, Achieve. Repeat

73. Overall FCR Rate
73 Define, Measure, Achieve. Repeat

74. Overall FCR Rate
74 Define, Measure, Achieve. Repeat

75. The ‘why’ behind FCR
75 Define, Measure, Achieve. Repeat

76. The ‘why’ behind FCR
76 Define, Measure, Achieve. Repeat

77. Making FCR work...
• Overall FCR rate
• FCR Designed rate
KPI’s
• Baseline current performance
• Understand the ‘why’ behind the KPI(s)
Improve
• Inconsistent data capture on service desk
• Definition as to what FCR is
Fix • All FCRS’ are not equally
77 Define, Measure, Achieve. Repeat

78. Micro CSI Workshop – Actions to Earn Respect
HDI Motown
January 14th, 2010

79. Continuous Service Improvement (Reprised)
79
6-Step – Continual Service Improvement Model
Business vision,
1. What is the vision? mission, goals and
objectives
2. Where are we
Baseline assessments
now?
6. How do we keep
3. Where do we want
the momentum Measurable targets
to be?
going?
4. How do we get Service & process
there? Improvement
Measurements &
5. Did we get there?
metrics
ITIL V3 CSI – “Continual Service Improvement” book
79 Define, Measure, Achieve. Repeat

80. The Next Generation of Service Reporting
One Measure to Rule Them All!
80 Define, Measure, Achieve. Repeat

81. The Next Generation of Service Reporting
One Measure to Rule Them All!
81 Define, Measure, Achieve. Repeat

82. The Next Generation of Service Reporting
One Measure to Rule Them All!
82 Define, Measure, Achieve. Repeat

83. The Measurement Dictionary…
83 Define, Measure, Achieve. Repeat

84. Tactical Tree
84 Define, Measure, Achieve. Repeat

85. Master Action Plan
85 Define, Measure, Achieve. Repeat

86. Time for a Wrap Up
86 Define, Measure, Achieve. Repeat

87. Summary
The Economic Big Picture is going to drive  High Performance is a combination of
change in how Service Desks are Process, Stakeholder Satisfaction, and
resourced and staffed making it Service Desk Performance working in
increasingly difficult to get respect unison
Understand that for many organizations IT Proven Practices (i.e. ITIL, MOPS, COBIT
will be out of the building business etc…) adoption are also your friend
CSI is your best friend, as it focuses your Start small and demonstrate success
activities on value generation
Learn to embrace change and lead the
Baseline your performance and share charge
good and bad news
Have fun
Get your measurement house in order –
less is more
87 Define, Measure, Achieve. Repeat

88. Take Action Today…
Two things for free and one for some coin…
1. Do a Maturity Assessment for a single practice and get your score…
2. Not ready for a customer assessment, how about an IT satisfaction assessment…
3. Get measurement clarity on your existing service desk data
Fill out a ballot and you will be entered to win an Apple iPad and will receive a
complementary log into ITSM Coach with the ability to conduct a maturity
assessment and customer satisfaction survey.
88 Define, Measure, Achieve. Repeat

89. Any questions?
Q&A
Questions & Answers
89 Define, Measure, Achieve. Repeat

90. Thank you!
Contact
Charles Cyna
ccyna@thinkitsm.com
ThinkITSM
www.thinkitsm.com
5405 Eglinton Ave. West
Suite 201
Toronto, Ontario
M9C 5K6
Canada
Toll-Free: 1.866.HUG.ITSM (484.4874)
Fax: 1.647.259.0695
Email: contactus@thinkitsm.com
90 Define, Measure, Achieve. Repeat