Desktop Support Benchmark - Amazon Web...

Company XYZ

Company XYZPeer Group Desktop Support Benchmark

Company XYZ Peer Group Desktop Support BenchmarkSample Report Only. Data is not accurate.

1

Report Contents

Project Overview and Objectives

Industry Background Page 37

Performance Benchmarking Summary Page 51

Best Practices Process Assessment Page 78

Interview Themes and Quotes Page 92

Conclusions and Recommendations Page 102

Detailed Benchmarking Comparisons Page 134

Price Metrics Page 135

Productivity Metrics Page 142

Service Level Metrics Page 155

Quality Metrics Page 164

Technician Metrics Page 171

Ticket Handling Metrics Page 184

Workload Metrics Page 191

About MetricNet Page 200

© MetricNet, LLC, www.metricnet.com


2

Company

XYZ


Project Objectives

Review and assess the performance of Company XYZ’s desktop

support function

Benchmark the performance of Company XYZ against a peer group

of comparable desktop support organizations

Recommend strategies to optimize performance

Achieve world-class levels of performance

Maximize customer satisfaction

3© MetricNet, LLC, www.metricnet.com



Project Approach

Module 1: Company XYZ Baselining / Data Collection

Module 2: Benchmarking and Gap Analysis

Module 3: Balanced Scorecard

Module 4: Best Practices Process Assessment

Module 5: Strategies for Optimized Performance

Module 6: Report Development and Presentation of Results


5

Module 1: Company XYZ Baselining/Data Collection

Core Topics

Project Kickoff

Data Collection

Interviews


Sample Report Only. Data is not accurate.Company XYZ Peer Group Desktop Support Benchmark

Project Kickoff Meeting

Company XYZ


Key Objectives: Project Kickoff Meeting

• Introduce the MetricNet and Company

XYZ project teams

• Discuss the project schedule

• Distribute the data collection document

• Answer questions about the project


7

Data Collection



Interviews


Interviews

• Technicians, team leads, supervisors

• QA/QC, Workforce schedulers, trainers

Company XYZ


Module 2: Benchmarking and Gap Analysis

Core Topics

Peer Group Selection

Benchmarking

Comparison

Gap Analysis

© MetricNet, LLC, www.metricnet.com 9


Benchmarking Peer Group Selection

Read MetricNet’s whitepaper on Benchmarking Peer Group Selection. Go to www.metricnet.com to get your copy!

Scope

Complexity

Scale

Geography

IDEAL PEER

GROUP


http://www.metricnet.com/


Dynamic Peer Group Selection

Scope

Complexity

Scale

Geography

Scope refers to the services offered by Desktop Support. The broader the scope of

services, the broader the skill set required by the technicians. As scope increases,

so too does the cost of providing support. Desktop Support groups selected for

benchmarking comparison must be comparable in the scope of services offered.

Scale refers to the number of tickets handled by Desktop Support. Virtually

everything in Desktop Support is subject to scale economies. This is particularly

true when it comes to the volume of tickets handled. The approximate scale effect

for volume is 5%. What this means is that every time the number of transactions

doubles, you should expect to see the cost per ticket decline by 5%. For this

reason, it is important to select benchmarking peer groups that are similar in scale.

The complexity of transactions handled will influence the handle time, and hence the

cost per ticket. For example, a system reboot is a simple transaction that takes very

little time, and costs very little to resolve. By contrast, a complete system reimaging

takes much longer and costs much more to resolve. MetricNet uses a proprietary

algorithm to determine a weighted complexity index based upon the mix of tickets

handled by Desktop Support. The companies chosen for a benchmarking peer

group will have similar complexity factors.

The main factor that is affected by geography is cost; specifically labor cost. Since

labor accounts for 65% of desktop support operating expense, it is important to

benchmark desktop support groups that have a common geography. Even within a

particular geography, wage rates can differ significantly, so MetricNet makes

adjustments to ensure that each Desktop Support organization in a benchmarking

peer group is normalized to the same wage rate.



12

Key Questions

How is your Desktop Support

group performing?

How does your Desktop Support

group compare to other

comparable support groups?

What are the strengths and

weaknesses of your desktop

support group?

What are the areas of

improvement for your

Desktop Support?

How can you enhance Desktop

Support performance and

achieve world-class status?

Desktop

Support Benchmark

Gap Analysis

Improvement

Recommendations

Realized

Performance Gains

Company XYZ

Peer Group

Desktop

Support Data

MetricNet’s

Benchmarking

Database

Desktop Support Benchmark: Key Questions Answered



13

Company XYZ Peer

Group Desktop

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 Desktop Support Benchmarking. Go to www.metricnet.com to download your copy!

http://www.metricnet.com/


Summary of Included Desktop Support Metrics

Price per Ticket

Price per Incident

Price per Service Request

Price Productivity Service Level

Quality

Technician

Mean Time to Resolve

Incidents (hrs)

% of Incidents Resolved in

24 Hours

Mean Time to Fulfill Service

Requests (Days)

% of Service Requests

Fulfilled in 72 Hours

Tickets per Technician per

Month

Incidents per Technician

per Month

Service Requests per

Technician per Month

Technicians as a Percent

of Total FTE's

Technician Utilization

Customer Satisfaction

Incident First Visit Resolution

Rate

% Resolved Level 1 Capable

Annual Technician Turnover

Daily Technician Absenteeism

New Technician Training

Hours

Annual Technician Training

Hours

Technician Tenure (months)

Technician Job Satisfaction

Average Incident Work

Time (minutes)

Average Service Request

Work Time (minutes)

Estimated Travel Time per

Ticket (minutes)


Ticket Handling Workload

Tickets per Seat per Month

Incidents per Seat per Month

Service Requests per Seat

per Month

Incidents as a % of Total

Ticket Volume



Benchmarking KPI Performance Summary

Average Min Median Max

Price per Ticket $79.98 $124.74 $50.49 $99.69 $325.06

Price per Incident $62.13 $109.24 $39.38 $96.35 $301.55

Price per Service Request $82.84 $161.32 $51.71 $134.55 $446.50

Tickets per Technician per Month 138.4 99.1 32.3 93.5 183.9

Incidents per Technician per Month 19.2 69.8 19.2 56.9 144.8

Service Requests per Technician per Month 119.3 29.2 7.1 17.8 119.3

Technicians as a Percent of Total FTE's 87.5% 88.9% 79.6% 88.1% 97.1%

Technician Utilization 82.9% 58.3% 47.1% 55.5% 82.9%

Mean Time to Resolve Incidents (hrs) 77.29 11.79 3.00 6.30 77.29

% of Incidents Resolved in 24 Hours 30.1% 69.9% 30.1% 75.3% 86.7%

Mean Time to Fulfill Service Requests (Days) 6.40 3.04 1.20 3.10 6.40

% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% 33.5% 51.8% 80.7%

Customer Satisfaction 92.0% 84.9% 66.5% 86.6% 98.5%

Incident First Visit Resolution Rate N/A 84.5% 67.0% 85.3% 95.1%

% Resolved Level 1 Capable N/A 18.8% 6.9% 19.1% 29.0%

Annual Technician Turnover 62.3% 30.6% 9.6% 28.5% 62.3%

Daily Technician Absenteeism 11.0% 4.6% 0.6% 3.9% 11.0%

New Technician Training Hours 80 59 0 61 146

Annual Technician Training Hours N/A 10 0 3 56

Technician Tenure (months) 14.6 43.9 14.6 37.4 88.0

Technician Job Satisfaction 78.6% 78.3% 69.9% 78.1% 85.4%

Average Incident Work Time (minutes) 35.0 21.1 11.1 19.2 40.6

Average Service Request Work Time (minutes) 50.0 48.7 21.0 45.0 108.0

Estimated Travel Time per Ticket (minutes) 10.0 34.5 10.0 30.0 99.0

Tickets per Seat per Month 0.33 0.52 0.19 0.46 1.01

Incidents per Seat per Month 0.05 0.39 0.05 0.27 0.85

Service Requests per Seat per Month 0.28 0.12 0.04 0.11 0.28

Incidents as a % of Total Ticket Volume 13.8% 70.7% 13.8% 75.4% 93.4%

Ticket Handling

Peer Group StatisticsKey Performance Indicator (KPI)Metric Type

Price

Company

XYZ

Workload

Technician

Productivity

Quality

Service Level


16

Price vs. Quality for Company XYZ Peer Group Desktop

Support


Lower PriceCost (Efficiency)

Qualit

y (

Effectiveness)

Top Quartile

Efficient and Effective

Lower Quartile

Middle Quartiles

Effective but not Efficient

Middle Quartiles

Efficient but not Effective

Higher Price

Lower

Quality

Higher

Quality

Company XYZ

Desktop

Support

Global

Database


17

Module 3: Balanced Scorecard


Core Topics

Metrics Selection

Metric Weightings

Scorecard Construction



Desktop Support Scorecard: An Overview

Desktop Support scorecard employs a methodology that provides

you with a single, all-inclusive measure of your Desktop Support

performance

It combines price, service level, productivity, and quality metrics into

an overall performance indicator of your Desktop Support

Your Desktop Support score will range between 0 and 100%, and

can be compared directly to the scores of other Desktop Support

Groups in the benchmark

By computing your overall score on a monthly or quarterly basis, you

can track and trend your performance over time

Charting and tracking your Desktop Support score is an ideal way to

ensure continuous improvement in Desktop Support!


Step 2

Each metric has been

weighted according to its

relative importance

Company XYZ Peer Group Desktop Support Scorecard*

Step 1

Eight critical

performance

metrics have been

selected for the

scorecard

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

19

Step 3

For each performance

metric, the highest and

lowest performance levels

in the benchmark are

recorded

*Peer group averages were

used for Incident First Visit

Resolution Rate since

Company XYZ does not

track this metric

Worst Case Best Case

Price per Incident 15.0% $301.55 $39.38 $62.13 91.3% 13.7%

Price per Service Request 15.0% $446.50 $51.71 $82.84 92.1% 13.8%

Customer Satisfaction 25.0% 66.5% 98.5% 92.0% 79.7% 19.9%

Incident First Visit Resolution Rate 10.0% 67.0% 95.1% 84.5% 62.4% 6.2%

Technician Utilization 15.0% 47.1% 82.9% 82.9% 100.0% 15.0%

% of Incidents Resolved in 24 hours 5.0% 30.1% 86.7% 30.1% 0.0% 0.0%

% of Service Requests Fulfilled in 72 hours 5.0% 33.5% 80.7% 42.0% 18.0% 0.9%

Technician Job Satisfaction 10.0% 69.9% 85.4% 78.6% 56.3% 5.6%

Total 100.0% N/A N/A N/A N/A 75.2%

Performance Metric

Metric

Weighting

Performance Range Your

Performance Metric Score

Balanced

Score



Balanced Scorecard Summary

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Bala

nced

Sco

res

Desktop Support

High 90.5%

Average ----- 58.6%

Median 58.0%

Low 11.5%

Company XYZ 75.2%

Desktop Support Scores

Key Statistics



Scorecard Performance Rankings

Overall

Ranking

Desktop

Support

Number

Price per

Incident

Price per

Service

Request

Customer

Satisfaction

Incident First

Visit

Resolution

Rate

Technician

Utilization

% of Incidents

Resolved in

24 hours

% of Service

Requests

Fulfilled in 72

hours

Technician

Job

Satisfaction

Total

Balanced

Score

1 18 $61.57 $51.71 98.5% 92.7% 73.6% 83.5% 50.9% 85.4% 90.5%

2 8 $39.38 $110.15 96.5% 94.8% 68.1% 74.8% 56.7% 75.2% 79.7%

3 17 $85.66 $106.80 96.3% 95.1% 65.1% 82.4% 48.8% 78.1% 77.6%

4 Company XYZ $62.13 $82.84 92.0% N/A 82.9% 30.1% 42.0% 78.6% 75.2%

5 15 $99.37 $102.16 93.0% 89.1% 57.1% 80.0% 64.2% 84.4% 74.4%

6 7 $128.02 $169.89 96.9% 94.7% 50.5% 75.1% 49.6% 83.5% 69.9%

7 4 $96.35 $134.55 90.2% 93.5% 55.5% 80.0% 59.7% 76.1% 66.2%

8 16 $133.95 $179.05 91.6% 81.0% 60.5% 75.3% 80.7% 78.7% 64.6%

9 10 $111.08 $126.17 86.6% 86.3% 55.4% 83.1% 48.5% 75.2% 58.8%

10 1 $99.48 $236.48 83.7% 86.1% 48.9% 67.8% 77.0% 84.7% 58.0%

11 9 $87.04 $162.61 86.0% 82.8% 58.2% 61.9% 51.8% 76.3% 57.4%

12 2 $41.29 $79.98 75.0% 80.6% 63.6% 78.9% 59.0% 70.5% 54.6%

13 5 $138.93 $206.74 92.4% 86.3% 47.1% 63.3% 42.8% 77.4% 54.3%

14 6 $114.93 $161.24 79.5% 84.5% 47.3% 86.7% 42.0% 83.7% 52.8%

15 3 $52.04 $132.24 69.4% 73.9% 72.1% 42.3% 75.8% 77.9% 52.1%

16 13 $84.97 $120.15 66.5% 76.2% 48.6% 80.4% 46.2% 78.1% 39.8%

17 12 $301.55 $315.61 80.6% 81.5% 49.9% 85.0% 68.8% 80.6% 37.8%

18 11 $77.02 $140.15 70.4% 75.6% 52.7% 53.9% 33.5% 73.7% 37.5%

19 14 $260.84 $446.50 68.8% 67.0% 50.5% 43.2% 78.7% 69.9% 11.5%

Average $109.24 $161.32 84.9% 84.5% 58.3% 69.9% 56.7% 78.3% 58.6%

Max $301.55 $446.50 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%

Min $39.38 $51.71 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%

Median $96.35 $134.55 86.6% 85.3% 55.5% 75.3% 51.8% 78.1% 58.0%

Scorecard Metrics

Key Statistics


Module 4: Best Practices Process Assessment

Core Components

Company XYZ Self Assessment

MetricNet Maturity Ranking

Process Assessment Rollup



Six-Part Model for Desktop Support Best Practices

Proactively Managing

Stakeholder Expectations

Stakeholder Communication

A Holistic Approach to

Performance

Measurement

Performance Measurement

Leveraging People and

ProcessesTechnology

Expeditious Delivery of

Customer ServiceProcess

Proactive, Life-cycle

Management of

Personnel

Human

Resources

Defining Your Charter

and MissionStrategy

DefinitionModel

Component

Customer

Enthusiasm

Strategy

Human Resources

ProcessTechnology

PerformanceMeasurement




Ranking Explanation

1 No Knowledge of the Best Practice.

2 Aware of the Best Practice, but not applying it.

3 Aware of the Best Practice, and applying at a rudimentary level.

4 Best Practice is being effectively applied.

5 Best Practice is being applied in a world-class fashion.

Best Practices Evaluation Criteria




Company XYZ Peer Group Desktop Support Self

AssessmentBest

Practice

Company

XYZ's Score

Peer Group

Average

Total Score 15.5 18.9

Average Score 2.21 2.70

3.16

2.66

2.052.0

Summary Statistics

7

3.0

3.0

Desktop Support has OLA's (Operating Level Agreements) with other support groups in the organization (e.g.,

Level 1 support, field support, etc.). The OLA's clearly define the roles and responsibilities of each support

group, and the different support groups abide by the terms of the OLA's.

Desktop Support has SLA's that define the level of service to be delivered to users. The SLA's are documented,

published, and communicated to key stakeholders in the organization.

3.03

2.942.5

2

Desktop Support actively seeks to improve Level 1 Resolution Rates, Incident First Contact Resolution Rate, and

key Service Levels by implementing processes, technologies, and training that facilitate these objectives.

2.0

5

4

6

3

1

2.751.0

Strategy Best Practices Defined

Desktop Support has an action plan for continuous improvement. The plan is documented and distributed to key

stakeholders in the organization, and specific individuals are held accountable for implementing the action plan.

Desktop Support is well integrated into the information technology function. Desktop Support acts as the "voice

of the user" in IT, and is involved in major IT decisions and deliberations that affect end users. Desktop Support

is alerted ahead of time so that they can prepare for major rollouts, or other changes in the IT environment.

Desktop Support has a published Service Catalog, including a Supported Products List, that is distributed and

communicated to key stakeholders including end users. The Service Catalog is available on-line.

Desktop Support has a well-defined mission, vision, and strategy. The vision and strategy are well-documented,

and communicated to key stakeholders in the organization.

2.322.0



Best Practices Process Assessment Summary

2.21

3.77

1.94

2.50 2.54

1.64

2.70

2.432.55 2.53 2.61

2.25

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Av

era

ge

Sc

ore

Company XYZ

Peer Group




0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00

Bala

nced

Sco

re

Process Assessment Score

Average = 58.6%

Avera

ge =

180.2

Company XYZ

Global

Database

Wo

rld

-Cla

ss =

288.0

Process Assessment Score 160.8

Balanced Score 75.2%

Company XYZ Performance


Module 5: Strategies for Optimized Performance

Core Components

Conclusions and

Recommendations

Roadmap for World-

Class Performance



Conclusions and Recommendations

Conclusions and Recommendations fall into six

categories

1. Strategy

2. Human Resource Management

3. Call Handling Processes and Procedures

4. Technology

5. Performance Measurement and Management

6. Stakeholder Communication



KPI Correlations Drive Conclusions

Price per Ticket Customer Satisfaction

Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction

Coaching Career Path Training Hours

SL’s

MTTR

Work/

Travel TimeTechs/

Total FTE’s

Absenteeism/

Turnover

% Resolved

Level 1

Capable

Scheduling

Efficiency

Service

Levels: MTTR



31

Price vs. Quality for Global Desktop Support

Lower PricePrice (Efficiency)

Qu

ality

(E

ffecti

ven

ess

)

Top Quartile


Lower Quartile

Middle Quartiles


Middle Quartiles


World-Class

Desktop

Support

Peer Group

Higher Price

Lower

Quality

Higher

Quality



Performance Targets will be Established

Achieving the performance targets recommended above will result in a desktop support

balanced score of 81.7%, and elevate Company XYZ to second place in the benchmark


Performance Metric Current Performance Target Performance

Incident First Visit Resolution Rate N/A 85.0%

% Resolved Level 1 Capable N/A 15.0%

Technician Job Satisfaction 78.6% 80.0%

Mean Time to Resolve Incidents (hrs) 77.3 12.0%

% of Incidents Resolved in 24 hours 30.1% 70.0%

Mean Time to Fulfill Service Requests (Days) 6.4 3.0%

% of Service Requests Fulfilled in 72 hours 42.0% 60.0%

Annual Technician Training Hours N/A 20

Balanced Score 75.2% 81.7%

32


Module 6: Report Development and Presentation of Results

Core Topics

Conclusions and

Recommendations

Report Development

Presentation of

Benchmarking Results



34

Write Benchmarking Report



Presentation of Results

Company XYZ


The results of the benchmark will be presented in a live webcast


Summary of Deliverables

Deliverables include…

Project Participation Kit:

Project Schedule

Data collection questionnaires

Project Kickoff Meeting

Telephone Interviews

Comprehensive Assessment and Benchmarking Report


Industry Background

Benchmarking Performance Summary

Balanced Scorecard

Best Practices Process Assessment


Onsite Presentation of Results


Industry Background

37

Company

XYZ


25 Years of Desktop Support Benchmarking Data

More than 1,100 Desktop Support Benchmarks

Global Database

30 Key Performance Indicators

Nearly 60 Industry Best Practices



Then and Now: The Evolution of Desktop Support

Desktop Support

KPI’s

North American Averages

1988 Last Year

Monthly Desktop Tickets

per Seat0.53 0.78

Price per Ticket $29 $62

Average Incident

Work Time (min:sec)17:40 32:15

Incidents Resolved on

First Contact74% 68%

% Resolved

Level 1 Capable54% 22%

Starting Technician

Salaries (current dollars)$37,050 $43,627

Desktop Cost per

Seat per Year$184 $580



So What’s Going on Here?

Industry MegaTrends: The Drivers

Increasing awareness and understanding of Support TCO (Total Cost of Ownership)

End-User Support evolving from a support to a strategic role in the enterprise

The growing importance of Desktop Support in shaping end-user opinions on IT



And What are the Implications?

Industry MegaTrends: The Result

Increased Emphasis on First Contact Resolution (FCR),

and Mean Time to Resolve (MTTR)

Strategic Application of Key Performance Indicators (KPI’s)

Investments in Technician Development

New Models for Measuring Desktop Support Value

Renewed Emphasis on Internal Marketing

Increased Starting Salaries for Technicians



Tickets, Incidents, and Service Requests

Incident Volume + Service Request Volume = Ticket Volume

Tickets

Incidents Service Requests

Unplanned work that requires a physical touch to a device

Hardware break/fix

Device failure

Connectivity failure

Planned work that requires a physical touch to one or more devices

Move/Add/Change

Hardware or software upgrade

Device refresh

Device set-up



Characteristics of World-Class Desktop Support

Desktop Support consistently exceeds customer expectations Result is high levels of customer satisfaction (> 93%)

MTTR is below average for Incidents and Service Requests < 0.7 days for Incidents

< 3.8 days for Service Requests

Costs are managed at or below industry average levels Price per Ticket, per Incident, and per Service Request is below

average

Minimizes Total Cost of Ownership (TCO)

Desktop Support follows industry best practices Industry best practices are defined and documented

Desktop Support follows industry best practices

Every transaction adds value A positive customer experience

Drives a positive view of IT overall



World-Class Desktop Support Defined

Price per Ticket

Cu

sto

mer

Sati

sfa

cti

on

HigherLower

HigherWorld-Class Desktop Support

“Average” Desktop Support

BEST-IN-CLASS

PERFORMANCE CURVE

AVERAGE PERFORMANCE CURVE



World-Class Desktop Support organizations recognize and

exploit three unique sources of leverage:

1. Minimizing Total Cost of Ownership (TCO)

2. Improving End-User productivity

3. Driving High Levels of Customer Satisfaction for

Corporate IT

World-Class Desktop Support: Three Sources of Leverage



Cost of Resolution: North American Averages

Support Level Price 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 CommunityLevel 1:

Service Desk

Level 2:

Desktop

Support

Field

Support

Level 3:

IT Support

Vendor

Support



The Tao of SPOC (Continued)

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 incidents, questions,

problems, and work requests

The Level 1 Service Desk is the SPOC

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



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



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


Performance Benchmarking Summary

51

Company

XYZ



Company XYZ Peer Group Desktop Support Overview

Tickets

Incidents

Service Requests

Desktop Support

Tech Level 12.0 Trouble Ticket System BMC, Remedy ITSM V7.5.0

Desktop Support

Tech Level 24.0 Customer Information System BMC, Remedy ITSM V7.5.0

Desktop Support

Tech Level 31.0 Automatic Call Distributor (ACD) CISCO, 8.6.2

Operations Manager 1.0Workforce Management/Scheduling

System/SoftwareCCModeler, CCModeler

Total 8.0 Interactive Voice Response (IVR) CISCO, 8.6.2

Knowledge Management BMC, Remedy ITSM V7.5.0

Labor Reporting Systems CISCO, 8.5

Remote Control Software Logme In, Remotely Anywhere

134

835

FTE Headcount Technology Profile

Monthly Contact Volume

969

Desktop Support Location Washington, DC

Hours of Operation 7:00 am - 7:30 pm ET, Monday through Friday

$929,953Annual Price Paid


Summary of Included Benchmarking Metrics

Price per Ticket

Price per Incident


Price Productivity Service Level

Quality

Technician

Mean Time to Resolve

Incidents (hrs)

% of Incidents Resolved in

24 Hours


Requests (Days)

% of Service Requests

Fulfilled in 72 Hours

Tickets per Technician per

Month

Incidents per Technician

per Month

Service Requests per

Technician per Month

Technicians as a Percent

of Total FTE's



Incident First Visit Resolution

Rate




New Technician Training

Hours

Annual Technician Training

Hours



Average Incident Work

Time (minutes)

Average Service Request

Work Time (minutes)

Estimated Travel Time per

Ticket (minutes)


Ticket Handling Workload



Service Requests per Seat

per Month

Incidents as a % of Total

Ticket Volume


Benchmarking KPI Performance Summary


Average Min Median Max

Price per Ticket $79.98 $124.74 $50.49 $99.69 $325.06

Price per Incident $62.13 $109.24 $39.38 $96.35 $301.55

Price per Service Request $82.84 $161.32 $51.71 $134.55 $446.50

Tickets per Technician per Month 138.4 99.1 32.3 93.5 183.9

Incidents per Technician per Month 19.2 69.8 19.2 56.9 144.8

Service Requests per Technician per Month 119.3 29.2 7.1 17.8 119.3

Technicians as a Percent of Total FTE's 87.5% 88.9% 79.6% 88.1% 97.1%

Technician Utilization 82.9% 58.3% 47.1% 55.5% 82.9%

Mean Time to Resolve Incidents (hrs) 77.29 11.79 3.00 6.30 77.29

% of Incidents Resolved in 24 Hours 30.1% 69.9% 30.1% 75.3% 86.7%

Mean Time to Fulfill Service Requests (Days) 6.40 3.04 1.20 3.10 6.40

% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% 33.5% 51.8% 80.7%

Customer Satisfaction 92.0% 84.9% 66.5% 86.6% 98.5%

Incident First Visit Resolution Rate N/A 84.5% 67.0% 85.3% 95.1%

% Resolved Level 1 Capable N/A 18.8% 6.9% 19.1% 29.0%

Annual Technician Turnover 62.3% 30.6% 9.6% 28.5% 62.3%

Daily Technician Absenteeism 11.0% 4.6% 0.6% 3.9% 11.0%

New Technician Training Hours 80 59 0 61 146

Annual Technician Training Hours N/A 10 0 3 56

Technician Tenure (months) 14.6 43.9 14.6 37.4 88.0

Technician Job Satisfaction 78.6% 78.3% 69.9% 78.1% 85.4%

Average Incident Work Time (minutes) 35.0 21.1 11.1 19.2 40.6

Average Service Request Work Time (minutes) 50.0 48.7 21.0 45.0 108.0

Estimated Travel Time per Ticket (minutes) 10.0 34.5 10.0 30.0 99.0

Tickets per Seat per Month 0.33 0.52 0.19 0.46 1.01

Incidents per Seat per Month 0.05 0.39 0.05 0.27 0.85

Service Requests per Seat per Month 0.28 0.12 0.04 0.11 0.28

Incidents as a % of Total Ticket Volume 13.8% 70.7% 13.8% 75.4% 93.4%

Ticket Handling

Peer Group StatisticsKey Performance Indicator (KPI)Metric Type

Price

Company

XYZ

Workload

Technician

Productivity

Quality

Service Level


KPI Gap Summary


Price per Ticket $79.98 $124.74 35.9%

Price per Incident $62.13 $109.24 43.1%

Price per Service Request $82.84 $161.32 48.6%

Tickets per Technician per Month 138.4 99.1 39.7%

Incidents per Technician per Month 19.2 69.8 -72.6%

Service Requests per Technician per Month 119.3 29.2 308.6%

Technicians as a Percent of Total FTE's 87.5% 88.9% -1.6%

Technician Utilization 82.9% 58.3% 42.2%

Mean Time to Resolve Incidents (hrs) 77.29 11.79 -555.6%

% of Incidents Resolved in 24 Hours 30.1% 69.9% -57.0%

Mean Time to Fulfill Service Requests (Days) 6.40 3.04 -110.4%

% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% -25.9%

Customer Satisfaction 92.0% 84.9% 8.3%

Incident First Visit Resolution Rate N/A 84.5% N/A

% Resolved Level 1 Capable N/A 18.8% N/A

Annual Technician Turnover 62.3% 30.6% -103.7%

Daily Technician Absenteeism 11.0% 4.6% -139.7%

New Technician Training Hours 80 59 36.1%

Annual Technician Training Hours N/A 10 N/A

Technician Tenure (months) 14.6 43.9 -66.8%

Technician Job Satisfaction 78.6% 78.3% 0.4%

Average Incident Work Time (minutes) 35.0 21.1 -65.8%

Average Service Request Work Time (minutes) 50.0 48.7 -2.6%

Estimated Travel Time per Ticket (minutes) 10.0 34.5 71.0%

Tickets per Seat per Month 0.33 0.52 36.9%

Incidents per Seat per Month 0.05 0.39 88.4%

Service Requests per Seat per Month 0.28 0.12 -129.7%

Incidents as a % of Total Ticket Volume 13.8% 70.7% -80.4%

Service Level

Quality

Technician

Ticket Handling

Workload

Performance GapPeer AverageMetric Type Key Performance Indicator (KPI) Company XYZ

Price

Productivity



KPI Gap Ranking

Service Requests per Technician per Month 119.3 29.2 308.6%

Incidents per Seat per Month 0.05 0.39 88.4%

Estimated Travel Time per Ticket (minutes) 10.0 34.5 71.0%

Price per Service Request $82.84 $161.32 48.6%

Price per Incident $62.13 $109.24 43.1%

Technician Utilization 82.9% 58.3% 42.2%

Tickets per Technician per Month 138.4 99.1 39.7%

Tickets per Seat per Month 0.33 0.52 36.9%

New Technician Training Hours 80 59 36.1%

Price per Ticket $79.98 $124.74 35.9%

Customer Satisfaction 92.0% 84.9% 8.3%

Technician Job Satisfaction 78.6% 78.3% 0.4%

Incident First Visit Resolution Rate N/A 84.5% N/A

% Resolved Level 1 Capable N/A 18.8% N/A

Annual Technician Training Hours N/A 10 N/A

Technicians as a Percent of Total FTE's 87.5% 88.9% -1.6%

Average Service Request Work Time (minutes) 50.0 48.7 -2.6%

% of Service Requests Fulfilled in 72 Hours 42.0% 56.7% -25.9%

% of Incidents Resolved in 24 Hours 30.1% 69.9% -57.0%

Average Incident Work Time (minutes) 35.0 21.1 -65.8%

Technician Tenure (months) 14.6 43.9 -66.8%

Incidents per Technician per Month 19.2 69.8 -72.6%

Incidents as a % of Total Ticket Volume 13.8% 70.7% -80.4%

Annual Technician Turnover 62.3% 30.6% -103.7%

Mean Time to Fulfill Service Requests (Days) 6.40 3.04 -110.4%

Service Requests per Seat per Month 0.28 0.12 -129.7%

Daily Technician Absenteeism 11.0% 4.6% -139.7%

Mean Time to Resolve Incidents (hrs) 77.29 11.79 -555.6%

Key Performance Indicator (KPI) Company XYZ Peer Average Performance Gap



Quartile Rankings: Price and Quality Metrics

Quality Metrics

Quartile Your Desktop

Support

Performance1

2 3

4

(Bottom)(Top)

Customer Satisfaction98.5% 92.7% 86.6% 77.3%

92.0%92.7% 86.6% 77.3% 66.5%

91.8% 85.3% 80.7% 67.0%

80.7%

N/A

% Resolved Level 1 Capable6.9% 14.2% 19.1%

Incident First Visit Resolution Rate95.1% 91.8% 85.3%

14.2% 19.1% 22.7% 29.0%

22.7%

N/A

Price Metrics


Support

Performance1

2 3

4

(Bottom)(Top)

Price per Ticket$50.49 $85.33 $99.69 $134.39

$79.98$85.33 $99.69 $134.39 $325.06

$69.58 $96.35 $121.48 $301.55

$121.48

$62.13

Price per Service Request$51.71 $108.48 $134.55

Price per Incident$39.38 $69.58 $96.35

$108.48 $134.55 $174.47 $446.50

$174.47

$82.84



Quartile Rankings: Productivity Metrics

Productivity Metrics


Support

Performance1

2 3

4

(Bottom)(Top)

Tickets per Technician per Month183.9 120.0 93.5 73.1

138.4120.0 93.5 73.1 32.3

82.1 56.9 48.7 19.2

48.7

19.2

Service Requests per Technician per Month119.3 38.6 17.8

Incidents per Technician per Month144.8 82.1 56.9

38.6 17.8 13.3 7.1

13.3

119.3

91.7% 88.1% 86.5% 79.6%

86.5%

87.5%

Technician Utilization82.9% 64.4% 55.5%

Technicians as a Percent of Total FTE's97.1% 91.7% 88.1%

64.4% 55.5% 50.2% 47.1%

50.2%

82.9%



Quartile Rankings: Service Level Metrics

Service Level Metrics


Support

Performance1

2 3

4

(Bottom)(Top)

Mean Time to Resolve Incidents (hrs)3.00 4.90 6.30 12.00

77.294.90 6.30 12.00 77.29

30.1%% of Incidents Resolved in 24 Hours

86.7% 81.4% 75.3%

3.10

81.4% 75.3% 62.6% 30.1%

62.6%

2.00 3.10 3.70 6.40

3.70

6.40

% of Service Requests Fulfilled in 72 Hours80.7% 66.5% 51.8%

Mean Time to Fulfill Service Requests (Days)1.20 2.00

66.5% 51.8% 47.4% 33.5%

47.4%

42.0%



Quartile Rankings: Technician Metrics

Technician Performance Metrics


Support

Performance1

2 3

4

(Bottom)(Top)

Annual Technician Turnover9.6% 25.2% 28.5% 35.3%

62.3%25.2% 28.5% 35.3% 62.3%

Daily Technician Absenteeism0.6% 2.4% 3.9%

2.4% 3.9% 5.7%

5.7%

11.0%11.0%

86 61 22 0

22

80New Technician Training Hours

146

Annual Technician Training Hours56 15 3

86 61

15 3 0 0

0

N/A

88.0 48.8 37.4

48.8 37.4 33.2 14.6

33.2

14.6

Technician Job Satisfaction85.4% 82.1% 78.1%


82.1% 78.1% 75.7% 69.9%

75.7%

78.6%



Quartile Rankings: Ticket Handling Metrics

4

(Bottom)

1

2 3

Average Service Request Work Time (minutes)21.0 32.0 45.0

32.0

(Top)

Ticket Handling Metrics


Support

Performance

14.9 19.2 25.6

25.6

35.040.6

45.0 63.0 108.0

63.0

50.0

Estimated Travel Time per Ticket (minutes)10.0 16.0 30.0

Average Incident Work Time (minutes)11.1 14.9 19.2

16.0 30.0 45.0 99.0

45.0

10.0



Quartile Rankings: Workload Metrics

Workload Metrics


Support

Performance1

2 3

4

(Bottom)(Top)

Tickets per Seat per Month0.19 0.32 0.46 0.73

0.330.32 0.46 0.73 1.01

0.05Incidents per Seat per Month

0.05 0.20 0.27

0.11

0.20 0.27 0.57 0.85

0.57

0.08 0.11 0.14 0.28

0.14

0.28

Incidents as a % of Total Ticket Volume93.4% 84.3% 75.4%

Service Requests per Seat per Month0.04 0.08

84.3% 75.4% 63.0% 13.8%

63.0%

13.8%



Desktop Support Scorecard: An Overview

The Desktop Support scorecard employs a methodology that

provides you with a single, all-inclusive measure of your Desktop

Support performance

It combines cost, service level, productivity, and quality metrics into

an overall performance indicator for your Desktop Support

Your Desktop Support score will range between 0 and 100%, and

can be compared directly to the scores of other Desktop Support

Groups in the benchmark

By computing your overall score on a monthly or quarterly basis, you

can track and trend your performance over time

Charting and tracking your Desktop Support score is an ideal way to

ensure continuous improvement in Desktop Support!


Step 2



relative importance

Company XYZ Peer Group Desktop Support Scorecard*

Step 1

Eight critical

performance

metrics have been

selected for the

scorecard

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) /


case) X 100

Step 6



score X weighting

64

Step 3





recorded





track this metric










Total 100.0% N/A N/A N/A N/A 75.2%

Performance Metric

Metric

Weighting



Balanced

Score



Balanced Scorecard Summary

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Bala

nced

Sco

res

Desktop Support

High 90.5%

Average ----- 58.6%

Median 58.0%

Low 11.5%

Company XYZ 75.2%

Desktop Support Scores

Key Statistics



Peer Group Scorecard Summary Data

The next two pages illustrate the benchmarking peer

group performance for each KPI in the scorecard

ranks each Desktop Support group from best

performer (#18) to worst performer (#14) based upon

their balanced scores

Page 68 ranks each KPI in the scorecard from best (top

row) to worst (bottom row)



Scorecard Performance Rankings

Overall

Ranking

Desktop

Support

Number

Price per

Incident

Price per

Service

Request

Customer

Satisfaction

Incident First

Visit

Resolution

Rate

Technician

Utilization

% of Incidents

Resolved in

24 hours

% of Service

Requests

Fulfilled in 72

hours

Technician

Job

Satisfaction

Total

Balanced

Score

1 18 $61.57 $51.71 98.5% 92.7% 73.6% 83.5% 50.9% 85.4% 90.5%

2 8 $39.38 $110.15 96.5% 94.8% 68.1% 74.8% 56.7% 75.2% 79.7%

3 17 $85.66 $106.80 96.3% 95.1% 65.1% 82.4% 48.8% 78.1% 77.6%

4 Company XYZ $62.13 $82.84 92.0% N/A 82.9% 30.1% 42.0% 78.6% 75.2%

5 15 $99.37 $102.16 93.0% 89.1% 57.1% 80.0% 64.2% 84.4% 74.4%

6 7 $128.02 $169.89 96.9% 94.7% 50.5% 75.1% 49.6% 83.5% 69.9%

7 4 $96.35 $134.55 90.2% 93.5% 55.5% 80.0% 59.7% 76.1% 66.2%

8 16 $133.95 $179.05 91.6% 81.0% 60.5% 75.3% 80.7% 78.7% 64.6%

9 10 $111.08 $126.17 86.6% 86.3% 55.4% 83.1% 48.5% 75.2% 58.8%

10 1 $99.48 $236.48 83.7% 86.1% 48.9% 67.8% 77.0% 84.7% 58.0%

11 9 $87.04 $162.61 86.0% 82.8% 58.2% 61.9% 51.8% 76.3% 57.4%

12 2 $41.29 $79.98 75.0% 80.6% 63.6% 78.9% 59.0% 70.5% 54.6%

13 5 $138.93 $206.74 92.4% 86.3% 47.1% 63.3% 42.8% 77.4% 54.3%

14 6 $114.93 $161.24 79.5% 84.5% 47.3% 86.7% 42.0% 83.7% 52.8%

15 3 $52.04 $132.24 69.4% 73.9% 72.1% 42.3% 75.8% 77.9% 52.1%

16 13 $84.97 $120.15 66.5% 76.2% 48.6% 80.4% 46.2% 78.1% 39.8%

17 12 $301.55 $315.61 80.6% 81.5% 49.9% 85.0% 68.8% 80.6% 37.8%

18 11 $77.02 $140.15 70.4% 75.6% 52.7% 53.9% 33.5% 73.7% 37.5%

19 14 $260.84 $446.50 68.8% 67.0% 50.5% 43.2% 78.7% 69.9% 11.5%

Average $109.24 $161.32 84.9% 84.5% 58.3% 69.9% 56.7% 78.3% 58.6%

Max $301.55 $446.50 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%

Min $39.38 $51.71 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%

Median $96.35 $134.55 86.6% 85.3% 55.5% 75.3% 51.8% 78.1% 58.0%

Scorecard Metrics

Key Statistics



KPI Scorecard Data in Rank Order

Desktop

Support

Number

Price per

Incident

Price per

Service

Request

Customer

Satisfaction

Incident First

Visit

Resolution

Rate

Technician

Utilization

% of Incidents

Resolved in

24 hours

% of Service

Requests

Fulfilled in 72

hours

Technician

Job

Satisfaction

Total

Balanced

Score

Company XYZ $62.13 $82.84 92.0% N/A 82.9% 30.1% 42.0% 78.6% 75.2%

Ranking 5 3 7 N/A 1 19 17 8 4

Quartile 1 1 2 N/A 1 4 4 2 1

1 $39.38 $51.71 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%

2 $41.29 $79.98 96.9% 94.8% 73.6% 85.0% 78.7% 84.7% 79.7%

3 $52.04 $82.84 96.5% 94.7% 72.1% 83.5% 77.0% 84.4% 77.6%

4 $61.57 $102.16 96.3% 93.5% 68.1% 83.1% 75.8% 83.7% 75.2%

5 $62.13 $106.80 93.0% 92.7% 65.1% 82.4% 68.8% 83.5% 74.4%

6 $77.02 $110.15 92.4% 89.1% 63.6% 80.4% 64.2% 80.6% 69.9%

7 $84.97 $120.15 92.0% 86.3% 60.5% 80.0% 59.7% 78.7% 66.2%

8 $85.66 $126.17 91.6% 86.3% 58.2% 80.0% 59.0% 78.6% 64.6%

9 $87.04 $132.24 90.2% 86.1% 57.1% 78.9% 56.7% 78.1% 58.8%

10 $96.35 $134.55 86.6% 84.5% 55.5% 75.3% 51.8% 78.1% 58.0%

11 $99.37 $140.15 86.0% 84.5% 55.4% 75.1% 50.9% 77.9% 57.4%

12 $99.48 $161.24 83.7% 82.8% 52.7% 74.8% 49.6% 77.4% 54.6%

13 $111.08 $162.61 80.6% 81.5% 50.5% 67.8% 48.8% 76.3% 54.3%

14 $114.93 $169.89 79.5% 81.0% 50.5% 63.3% 48.5% 76.1% 52.8%

15 $128.02 $179.05 75.0% 80.6% 49.9% 61.9% 46.2% 75.2% 52.1%

16 $133.95 $206.74 70.4% 76.2% 48.9% 53.9% 42.8% 75.2% 39.8%

17 $138.93 $236.48 69.4% 75.6% 48.6% 43.2% 42.0% 73.7% 37.8%

18 $260.84 $315.61 68.8% 73.9% 47.3% 42.3% 42.0% 70.5% 37.5%

19 $301.55 $446.50 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%

Average $109.24 $161.32 84.9% 84.5% 58.3% 69.9% 56.7% 78.3% 58.6%

Max $301.55 $446.50 98.5% 95.1% 82.9% 86.7% 80.7% 85.4% 90.5%

Min $39.38 $51.71 66.5% 67.0% 47.1% 30.1% 33.5% 69.9% 11.5%

Median $96.35 $134.55 86.6% 84.5% 55.5% 75.3% 51.8% 78.1% 58.0%

Scorecard Metrics



Scorecard Metrics: Price per Incident

$0.00

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

$180.00

$200.00

$220.00

$240.00

$260.00

$280.00

$300.00

$320.00

Pri

ce p

er

Incid

en

t

Desktop Support

High $301.55

Average ----- $109.24

Median $96.35

Low $39.38

Company XYZ $62.13

Key Statistics

Price per Incident



Scorecard Metrics: Price per Service Request

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

$300.00

$350.00

$400.00

$450.00

$500.00

Pri

ce p

er

Serv

ice R

eq

uest

Desktop Support

High $446.50

Average ----- $161.32

Median $134.55

Low $51.71

Company XYZ $82.84

Key Statistics




Scorecard Metrics: Customer Satisfaction

62.0%

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

Cu

sto

mer

Sati

sfa

cti

on

Desktop Support

High 98.5%

Average ----- 84.9%

Median 86.6%

Low 66.5%

Company XYZ 92.0%

Key Statistics




Scorecard Metrics: Incident First Visit Resolution Rate

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

Incid

en

t F

irst

Vis

it R

eso

luti

on

Rate

Desktop Support

High 95.1%

Average ----- 84.5%

Median 85.3%

Low 67.0%

Company XYZ N/A

Key Statistics

Incident First Visit Resolution Rate



Scorecard Metrics: Technician Utilization

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

Tech

nic

ian

Uti

lizati

on

Desktop Support

High 82.9%

Average ----- 58.3%

Median 55.5%

Low 47.1%

Company XYZ 82.9%

Key Statistics




Scorecard Metrics: % of Incidents Resolved in 24 hours

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

% o

f In

cid

en

ts R

eso

lved

in

24 H

ou

rs

Desktop Support

High 86.7%

Average ----- 69.9%

Median 75.3%

Low 30.1%

Company XYZ 30.1%

Key Statistics

% of Incidents Resolved in 24

Hours



Scorecard Metrics: % of Service Requests Fulfilled in 72 hrs

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

% o

f S

erv

ice R

eq

uests

Fu

lfille

d i

n 7

2 H

ou

rs

Desktop Support

High 80.7%

Average ----- 56.7%

Median 51.8%

Low 33.5%

Company XYZ 42.0%

Key Statistics

% of Service Requests Fulfilled in

72 Hours



Scorecard Metrics: Technician Job Satisfaction

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

Tech

nic

ian

Jo

b S

ati

sfa

cti

on

Desktop Support

High 85.4%

Average ----- 78.3%

Median 78.1%

Low 69.9%

Company XYZ 78.6%

Key Statistics



77

Price vs. Quality for Company XYZ Peer Group Desktop

Support


Lower PricePrice (Efficiency)

Qualit

y (

Effectiveness)

Top Quartile


Lower Quartile

Middle Quartiles


Middle Quartiles


Higher Price

Lower

Quality

Higher

Quality

Company XYZ

Desktop

Support

Global

Database

Best Practices Process Assessment

78

Company

XYZ


Six-Part Model for Desktop Support Best Practices

Proactively Managing

Stakeholder Expectations


A Holistic Approach to

Performance

Measurement

Performance Measurement

Leveraging People and

ProcessesTechnology

Expeditious Delivery of

Customer ServiceProcess

Proactive, Life-cycle

Management of

Personnel

Human

Resources

Defining Your Charter

and MissionStrategy

DefinitionModel

Component

Customer

Enthusiasm

Strategy

Human Resources

ProcessTechnology

PerformanceMeasurement




Ranking Explanation

1 No Knowledge of the Best Practice.

2 Aware of the Best Practice, but not applying it.

3 Aware of the Best Practice, and applying at a rudimentary level.

4 Best Practice is being effectively applied.

5 Best Practice is being applied in a world-class fashion.

Best Practices Evaluation Criteria



81

MetricNet Has Defined 72 Desktop Support Best Practices

7 Best Practices

Strategy Process

Performance

Measurement

Human

Resources

CommunicationTechnology

14 Best Practices

16 Best Practices

13 Best Practices

10 Best Practices 12 Best Practices

Total Score from 72 to 360

The lowest score possible on the Best Practices Process Assessment is 72:

Maturity Level 1 X 72 Best Practices = 72

The highest score possible on the Best Practices Process Assessment is 360:

Maturity Level 5 X 72 Best Practices = 360



Strategy: 7 Best Practices


Best

Practice

Company

XYZ's Score

Peer Group

Average



3.16

2.66

2.052.0

Summary Statistics

7

3.0

3.0

Desktop Support has OLA's (Operating Level Agreements) with other support groups in the organization (e.g.,

Level 1 support, field support, etc.). The OLA's clearly define the roles and responsibilities of each support

group, and the different support groups abide by the terms of the OLA's.



3.03

2.942.5

2

Desktop Support actively seeks to improve Level 1 Resolution Rates, Incident First Contact Resolution Rate, and

key Service Levels by implementing processes, technologies, and training that facilitate these objectives.

2.0

5

4

6

3

1

2.751.0




Desktop Support is well integrated into the information technology function. Desktop Support acts as the "voice

of the user" in IT, and is involved in major IT decisions and deliberations that affect end users. Desktop Support

is alerted ahead of time so that they can prepare for major rollouts, or other changes in the IT environment.



Desktop Support has a well-defined mission, vision, and strategy. The vision and strategy are well-documented,

and communicated to key stakeholders in the organization.

2.322.0


Human Resources: 13 Best Practices


Best

Practice

Company

XYZ's Score

Peer Group

Average

5 3.0 1.34

11 4.0 3.05

13 4.0 4.58



1.974.0

2.00

Desktop Support has a formalized, documented Technician career path. Technicians are made aware of their

career advancement opportunities, and are encouraged to proactively manage their careers. Technicians are

coached at least once yearly on their career path and career advancements options.

Technicians are eligible for incentives and rewards based upon performance. These could include monetary

incentives such as annual bonuses, or other incentives such as time off work, gift certificates, etc.

Technicians have quantifiable performance goals (e.g., for First Contact Resolution, Customer Satisfaction, Number

of Tickets Handled per Month, etc.), and are held accountable for achieving their goals on a monthly basis.

Technicians have the opportunity to advance their careers in at least two ways: by improving their technical and

customer service skills, and by improving their management and supervisory skills.

Technicians are coached by their supervisor in one-on-one sessions on a monthly basis. Logged tickets are

reviewed, and the supervisor provides specific suggestions to each Technician on how to improve performance.

2.89

2.43

1.894.0

Human Resources Best Practices Defined

Veteran technicians (more than 6 months of experience) have access to training opportunities to improve their

skill set, job performance, and the overall performance of the Desktop Support organization. Veteran technicians

are required to complete a minimum number of refresher training hours each year.

2.86

2.31

1.77

Desktop Support has a formalized and documented recruiting process for filling vacancies. Job requirements are

well defined, and candidates are tested for both technical skills, and customer service soft skills. 4.01

2

3

Technician training classes and curricula are specifically designed to maximize customer satisfaction, the

number of user incidents resolved on First Contact, and to Minimize the Mean Time to Resolve.4

1.88

Individual Technician training plans are clearly defined, documented and regularly updated.

2.58

4.0

3.0

3.0

4.0

4.0

New hires go through a formal training curriculum, including technical and customer service skills, and are

required to pass a proficiency exam before independently handling customer incidents and service requests.

Technician performance goals are linked to and aligned with the overall Desktop Support goals and performance

Technician Satisfaction surveys are conducted at least once per year, and the results of the survey are used to

manage and improve Technician morale.

4.0

4.0

8

7

6

9

Summary Statistics

Formal Performance reviews are scheduled and completed for all Desktop personnel at least once annually.

12

10


Process: 16 Best Practices


Best

Practice

Company

XYZ's Score

Peer Group

Average

11 1.0 2.67

15 1.0 1.99


Average Score 1.94 2.55Summary Statistics

Desktop Support has an effective, ongoing process for projecting future workload and staffing requirements.

1.0

2.0

1.0

2.8

2.92

1.83

16

2.05

2.27

Escalation points are well defined and documented. These include other support groups (e.g., Level 3 support, Field

Support, etc.), and individuals to whom tickets may be escalated.

Desktop Support conducts periodic Root Cause Analysis (RCA) on the user contact profile to eliminate problems at

their source.1.0

3.67

3.80

2.42

2.99

2.58

2.72

1.80

2.39

Process Best Practices Defined

14 1.0

Desktop Support is part of an end-to-end support process, where Level 1 Support acts as the Single Point of Contact

(SPOC) for user support.

Desktop Support has contingency plans to handle both short and long term interruptions in service delivery.Desktop Support has a well defined service planning and readiness process that works closely with both internal

engineering groups and vendors, and continues through product field testing and pre-release. This process enables

Desktop Support to train for and prepare for supporting new products and services in the IT environment.

6

5

1

4

9

10

3.25

1.43

3

Incoming tickets are assigned a severity code based upon the number of users impacted, and the urgency of the

incident.

N/A

2

1.5

N/ACustomers are offered a range of access options to Desktop Support, including live voice, voice mail, email, web chat,

self-service, fax, and walk-in.Ticket handling processes are standardized, documented, and available online. With few exceptions, the standards

are followed by Desktop Support technicians.

5.0

Desktop Support has contingency plans to handle sudden, unexpected spikes in contact volume. These could include

having supervisors and other indirect personnel handle incoming calls during a call spike.

Desktop Support has a formal Knowledge Management Process that facilitates the acquisition, qualification, review,

approval, and distribution of knowledge into a Knowledgebase.

1.5

Desktop Support has a formal, rapid notification and correction process that is activated when a service level has been

breached, whether at Desktop Support, or at some other support level.

Desktop Support has a mature workforce scheduling process that achieves high technician utilization, while

maintaining reasonable service levels.

System alarms notify Desktop Support when a service level has been breached, whether at Desktop Support, or at

another support level within the organization.

13

1.5

N/A

Rules for ticket escalation and transfer are well defined and documented. Technicians know when and where to

transfer or route a ticket if they are unable to assist the user.

7

8

12

Indirect contact channels, including Email, Voice Mail, and Faxes are treated with the same priority as live phone calls

and chat sessions. The work queues from these channels are integrated, or worked in parallel.

5.0


Technology: 10 Best Practices


Best

Practice

Company

XYZ's Score

Peer Group

Average

9 2.0 1.37



2.31

3.78

2.48

1.0Desktop Support utilizes a capital investment justification process based on ROI, and reports on post installation

ROI as part of this process.

Summary Statistics

5

6

Desktop Support has a multi-year plan for an integrated technology strategy.

1.08

N/A 1.40

2.56

The ticket management system can track and monitor the skill levels of Desktop Support technicians based on

closed tickets by product and/or service code.

Technology Best Practices Defined

2.0

2.0

The Desktop Support knowledgebase is used frequently by all Desktop Support technicians, and results in

higher First Contact Resolution Rates, and lower resolution times (MTTR).

2.5

Desktop Support has an effective, integrated self-service portal that is available to all users. The self-service

portal provides information, FAQ's, and solutions to problems that are more complex than simple password

resets. The tool includes a direct link to Desktop Support technicians. Users are aware of the self-service

portal, and usage rates are continuously increasing.

2.0

5.0

1.0

1

3

Desktop Support has a full-featured ticket management system that facilitates effective ticket tracking, service

level compliance, reporting, and root cause analysis.

Desktop Support has an effective tool that allows technicians to proxy into a user's computer, take control of the

computer, and remotely perform diagnostics and problem solving (e.g., Tivoli, Bomgar, GoTo Assist, etc.). The

tool increases remote resolution rates, and reduces contact handle times.

Desktop Support has an Automated Password Reset (APR) capability that dramatically reduces the number of

password resets that must be performed manually by Desktop Support technicians.

4.37

Desktop Support has a comprehensive knowledge management tool that facilitates effective knowledge capture

and re-use. Desktop technicians are able to quickly find solutions to user problems by searching the knowledge

base. Solutions for the vast majority of user problems and questions can be found in the knowledge base.

5.0

3.23

2.76

10

7

2

4

8Desktop Support uses technology alerts/alarms to notify Desktop Support or perform self healing scripts when a

customer or system issue is proactively identified.


Performance Measurement: 14 Best Practices


Best

Practice

Company

XYZ's Score

Peer Group

Average

1 N/A 2.51

2 5.0 4.30

3 5.0 2.99

4 N/A 1.19

5 4.5 1.54

6 1.0 2.63

11 1.0 2.59

12 4.0 3.04



7

13

14

1.0

Desktop Support tracks the Mean Time to Resolve (MTTR), and the Percentage of tickets resolved within 24

hours.1.0

Desktop Support conducts event driven customer surveys whereby the results of customer satisfaction surveys

can be linked back to a specific ticket, and to a specific technician handling the contact at Desktop Support.

2.85

1.92

Desktop Support conducts benchmarking at least once per year.

10

3.16

2.83

9 1.0

Desktop Support maintains a balanced scorecard that provides a single, all-inclusive measure of Desktop

Support performance.

1.0

2.78

Summary Statistics

2.25

8

4.0

Desktop Support KPI's are used to establish "stretch" goals.

2.0

Desktop Support understands key correlations and cause/effect relationships between the various KPI's. This

enables Desktop Support to achieve desired performance goals by leveraging and driving the underlying "causal"

metrics.

Desktop Support measures are used holistically, and diagnostically to identify performance gaps in Desktop

Support performance, and to prescribe actions that will improve performance.

Cost per Ticket is measured, recorded, and tracked on an ongoing basis.

Performance Measurement Best Practices Defined

Customer Satisfaction is measured, recorded, and tracked on an ongoing basis.

First Contact Resolution Rate for Incidents is measured, recorded, and tracked on an ongoing basis.

First Level Resolution is measured, recorded, and tracked on an ongoing basis.

Desktop Support tracks the number of tickets that are that could have been resolved by the Desktop Support

organization at Level one.

Technician Satisfaction is measured, recorded, and tracked.

Technician Utilization is measured, recorded, and tracked on an ongoing basis.


Communication: 12 Best Practices


Best

Practice

Company

XYZ's Score

Peer Group

Average

7 1.0 2.938 2.0 2.50



12 2.71

Summary Statistics

N/A

Desktop Support tracks the number of training related contacts it receives, and provides feedback to user groups

within the organization on training areas that could help to reduce Desktop Support contact volumes.

Desktop Support provides training aids to users that enable them use Desktop Support more effectively. These

could include log-in screens with Desktop Support phone number, chat windows that can be clicked to initiate a

real-time chat session, mouse pads imprinted with Desktop Support IVR menu, etc.

11 1.0

1.73

1.88

10

3.0

1.0

3.17

2.51

1.23

1.86

2.01

1.0

Desktop Support has established User Group Liaisons who represent different groups within the user

community. Desktop Support meets periodically with the liaisons to learn about user concerns and questions,

and to communicate Desktop Support services, plans, and initiatives.

1.0

1.0

2.5

Desktop Support monitors all tickets, including those that are escalated, until ticket closure.

2.32

2.18

3

1

2Desktop Support has a formal communications schedule, and provides customized content for each stakeholder

group.

Communication Best Practices Defined

5

Desktop Support meets frequently with user groups, and holds "informational briefings" to educate users on

supported products and services, hours of operation, training opportunities, tips for getting the most benefit from

Desktop Support, etc.Desktop Support meets frequently with other IT managers, and is an integral part of key decisions made within

IT. Desktop Support plays the role of "voice of the user" within IT.

Desktop Support maintains active communication with all stakeholder groups, including Desktop Support

organization employees, IT managers, company managers outside of IT, and customers.

6

4

IT is required to deliver a "turnover package" to Desktop Support for all changes that will impact the user

environment. This could include application updates, new desktop software, etc. The turnover package is

designed to prepare Desktop Support to provide support to users in the affected areas.

The value added by Desktop Support is communicated to key managers in IT, and expectations are formally

established regarding Desktop Support roles and responsibilities.2.0

Desktop Support transmits outbound messages to users announcing major system and network outages,

thereby alerting users about potential problems in the IT environment. These proactive messages help to reduce

contact volumes during incidents that impact a large number of users.

9

Customers are told what to expect on resolution time when their ticket is escalated or if a call-back is required.

2.5



*An average score of 4.0 or above is required in each component of the Best Practices

Model to achieve Best Practices Certification

Best Practices

Component

Number of Success

Factors

Average

Company XYZ

Score

Average Peer Group

Score

Strategy 7 2.21 2.70

Human Resources 13 3.77 2.43

Process 16 1.94 2.55

Technology 10 2.50 2.53

Performance Measurement 14 2.54 2.61

Communication 12 1.64 2.25





2.21

3.77

1.94

2.50 2.54

1.64

2.70

2.432.55 2.53 2.61

2.25

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Av

era

ge

Sc

ore

Company XYZ

Peer Group



Overall Process Assessment Scores


0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

180.0

200.0

220.0

240.0

260.0

280.0

300.0

320.0

To

tal P

rocess A

ssessm

en

t S

co

res

High 286.4

Average ----- 180.2

Median 175.7

Low 83.1

Your Score 160.8

World-Class ----- 288.0

Key Statistics

Total Process Assessment Score



Process Maturity vs. Scorecard Performance

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00

Bala

nced

Sco

re


Average = 58.6%

Avera

ge =

180.2

Company XYZ

Global

Database

Wo

rld

-Cla

ss =

288.0




Interview Themes and Quotes

92

Company

XYZ



MetricNet Conducted Seven Desktop Support Interviews

Desktop Support Interviewees Title

Interviewee 1 Account Manager

Interviewee 2 Tower Lead Service Desk

Interviewee 3 Program Manager

Interviewee 4 Desktop Support Manger

Interviewee 5 Desktop Support Technician

Interviewee 6 Desktop Support Technician

Interviewee 7 IT Specialist


Key Themes from Desktop Support Interviews

Internal communication within the team is viewed as a key strength of desktop

support

The consensus among interviewees is that Desktop Support would benefit by

having a knowledge base

Most interviewees felt that Desktop Support’s scope of work needs to be better

defined

Additionally, most interviewees felt that the support processes need to be better

defined and documented

Interviewees would like to see the training program improved, and most would

like to receive more training

The morale of Desktop Support is viewed as average

Some interviewees indicated that it would help if they were able to use the same

devices that they were being asked to troubleshoot – e.g., iPhones, and iPads




“Desktop Support does not have any processes or documentation. This makes it difficult,

especially if the technician does not know how to fix a particular problem.”

“The workload is not balanced, so the work is sometimes not completed on time.”

“The training needs to be improved. There needs to be continuous training and constant

measurement of the strengths and performance of the team members.”

“The scope of support is not well defined. This needs to be documented.”

“Having a knowledge base will improve the service that Desktop Support can provide. It will not

only shorten the resolution time, but it will also improve the quality of work.”

“Desktop Support needs leadership who can better manage and motivate the team.”

“The morale of the team is average, at best. The team can be motivated by giving out incentives

such as free lunches, or by recognizing technicians in front of the team for a job well done.”

“Categorizing the tickets will make the work easier for the technicians.”

“Desktop Support is developing a process where the tickets are resolved on the day that they are

received. It is no longer acceptable for tickets to be resolved the following day.”

“Desktop Support needs more training on iPads, iPhones, Windows 7 and Company XYZ docs.

The technicians also need to be trained on the scope of work for new technologies that will be

implemented.”

“It is the responsibility of Desktop Support to change the way the users see the team. Not all

users are happy with the service that is being provided.”

Representative Comments from Desktop Support Interviews



“The technicians know a lot about the work but need stronger leadership.”

“The technicians need to have the same level of knowledge so the team can provide better

service. A knowledgebase needs to be created to get everyone working at the same level.”

“It is a good idea to create specialists who can focus on particular issues. This will minimize the

time spent in resolving issues and will improve the quality of the resolution.”

“Desktop Support needs more technicians to provide better services, and to ensure that

someone will be available in case an urgent issue comes up.”

“The technicians need to be trained on how to treat VIP’s. Learning how to deal with VIP’s at

Company XYZ will allow the technicians to work more effectively, and be more relaxed.”

“Company XYZ is migrating to Apple technology and Desktop Support needs more Apple devices

to be able to address the issues better. Having these devices will allow the technicians to

recreate the problem and solve it.”

“Internal communication is a big strength. The technicians transfer knowledge within the team. If

a technician has a question, whoever knows the answer will assist.”

“Oftentimes Desktop Support is dealing with angry clients because the request has to go through

Mexico first. By the time the issue gets passed on to the team, a couple of hours or a couple of

days have already passed, and the client is already expecting a resolution.”




“When a technician leaves the team, it reduces the team’s output because the new technicians

have to go through a learning curve.”

“The headcount is now adequate, and has improved the personnel/work order incident ratio. The

technicians are more relaxed and can focus more on the user.”

“There is no training program. The new hire training is provided on the job by the senior

technicians.”

“Desktop Support has personal interaction with the users. The users can explain the issue a bit

better in person, and the technicians can provide better troubleshooting because the technicians

have seen the problem.”

“Configuring devices, installing computers and troubleshooting hardware issues are some of the

strengths of Desktop Support.”

“The Desktop Support’s vision is to avoid situations where users are unable to do their work. The

main challenge is to resolve issues in a timely manner.”

“The technicians help and support each other. Knowledge is shared with everyone.”

“Desktop Support needs to identify the timeframe for resolving particular types of issues so that

users have realistic expectations about how much time is needed to resolve an issue.”

“Desktop Support would like to have a knowledge base so that technicians can easily find

information that’s needed.”

“The training can be improved by creating manuals.”




“Processes need to be created not just for the technicians to follow, but also for the users

to know how their issue will be handled.”

“Processes need to be followed to ensure that users can keep working.”

“It is difficult not to be stressed when there is so much work. To reduce the stress, the

technicians try to help each other and talk about non-work related topics.”

“Some users think that Desktop Support is not providing good service.”



Key Themes from Company XYZ Interviews

Company XYZ management is very disappointed with the quality of service

provided by Company ABC – the service desk in particular is viewed as a failure

Company XYZ believes that turnover for both service desk and desktop support

is excessive, and has been a huge problem

Lack of training for the techs and agents at Company ABC contributes to

turnover, and drives the perception that the service desk, in particular, is not very

effective

Company XYZ believes that the service desk agents are more interested in

opening and closing tickets than in resolving the customer’s problem

Company ABC processes and procedures are not very mature, and are not well

documented – knowledge management, for example, has not been developed at

all by Company ABC

Company XYZ interviewees believe that many bank employees have given up on

the service desk, and call desktop support directly when they need help




“In the beginning, Company ABC brought in some good people. But they all left, and we

had to start all over again.”

“Company ABC is not taking responsibility. They are not training their people properly, and

they are not pushing ahead with improving their processes.”

“Company ABC is not good at documentation. They came in telling us that they would

implement ITIL processes, and that they had ITIL Centers of Excellence that they could

rely upon, but none of that has happened.”

“We had many good processes and procedures in place before Company ABC came in.

But they have documented none of those.”

“When we push Company ABC to produce documentation, they do so very reluctantly, and

what they create is not very good.”

“Every ticket closed by desktop support should be tied to a knowledge article. But they are

not doing that. There is really no knowledge management at all.”

“The service desk has a habit of putting tickets into pending status. They leave them there

indefinitely because if they open them up again they will breach the service level. The

result is that over time hundreds of tickets are left in pending status.”

“Desktop support is doing better than the service desk, but that’s not saying much. I think

it’s fair to say that after three years our outsourcing experiment has failed.”

Representative Comments from Company XYZ Interviews



“The service desk agents are very nice, and polite. They just don’t know how to solve the

customers’ problems because they don’t have the training or experience.”

“I hear all the time that people from Company XYZ call the service desk and are told

‘Please be patient, I am just learning.’ Well, they have been at the bank for three years, so

why are they just learning?”

“The calls just take too long, and always end in frustration. The agents in Mexico obviously

don’t have the skills to resolve the tickets.”

“The agents don’t have the knowledge to provide the support we need at the bank.”

“It seems like the incentive at the service desk is to open and close tickets. But they don’t

seem to care about whether or not they solve the problem.”

“Everyone at Company XYZ is dissatisfied with the service desk. I don’t know how the

customer satisfaction scores can be so high. I just don’t believe it.”

“My biggest concern is that Company ABC doesn’t take responsibility. If anything improves

it’s only because we push them to improve it. They should be taking ownership, but they

don’t”

“I don’t know why the turnover at Company ABC is so high. Maybe they are not paid

enough, or maybe they are not treated well, but the high turnover leads to all the other

problems we are having with Company ABC.”

Representative Comments from Company XYZ Interviews

102


Company

XYZ



Notable Strengths

Price metrics are excellent

Top quartile performance for all price metrics

Customer Satisfaction is good

Second quartile performance

Productivity metrics are good

Technician Utilization is the highest in the peer group

Good technician utilization is one of the key drivers behind Company XYZ’s low Price per

Ticket

Company XYZ’s overall performance on the benchmark was above average

Company XYZ placed 4th out of 19 desktop support groups in the benchmark

Top Quartile Performance Overall

Company XYZ Peer Group Desktop Support has a number of notable

strengths.



But Opportunities for Improvement Remain

Service levels were among the worst in the benchmark

All service levels are in the 4th quartile

This a primary source of dissatisfaction for Company XYZ

Several technician metrics are weak

Technician Turnover, Absenteeism, and Tenure are all in the 4th quartile

Most interviewees expressed concerns that processes and procedures in desktop support have

not been well defined or documented

Several important desktop support metrics are not being tracked by Company XYZ



There is a significant difference in perception between Company XYZ and Company ABC, as

evidenced by the results of the process assessment

Company ABC believes they are doing an outstanding job

Company XYZ gives Company ABC significantly lower marks for their performance



Summary of Benchmarking Recommendations

1. Begin tracking and trending Incident First Visit Resolution Rate, and % Resolved Level 1 Capable

2. Work on improving service levels, which were the lowest of all companies in the benchmark

3. Provide access to the knowledge base, and require that desktop support work in conjunction with

the service desk to keep the knowledge base current

4. Develop improved documentation of processes and procedures for desktop support

5. Provide additional training opportunities for desktop support technicians

6. Consider adopting the MetricNet Desktop Support Balanced Scorecard, and update the scorecard

monthly

7. Develop an internal communication program in conjunction with the service desk to improve the

visibility and reputation of Company XYZ’s end-user support functions

8. Discuss major points of difference between Company XYZ and Company ABC on the results of

the process maturity assessment


Some Suggested Performance Targets












106




0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

30% 40% 50% 60% 70% 80% 90%

First Visit Resolution Rate (Incidents)

Cu

sto

mer

Sati

sfa

cti

on

Incident First Visit Resolution vs. Customer Satisfaction



0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

30% 40% 50% 60% 70% 80% 90% 100%

Technician Satisfaction

Cu

sto

mer

Sati

sfa

cti

on

Technician Satisfaction vs. Customer Satisfaction



Measuring Ticket Defects: % Resolved Level 1 Capable

Price per Ticket Customer Satisfaction

Technician

Utilization

FCR

(Incidents)

Technician

Satisfaction

Coaching Career Path Training Hours

SL’s

MTTR

Work/

Travel TimeTechs/

Total FTE’s

Absenteeism/

Turnover

% Resolved

Level 1

Capable

Scheduling

Efficiency

Service

Levels: MTTR



Technician Experience vs. Incident FCR

20%

30%

40%

50%

60%

70%

80%

90%

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0

Technician Time on Job (months)

Incid

en

t F

CR



Annual Training Hours vs. Technician Job Satisfaction

40%

50%

60%

70%

80%

90%

100%

0 20 40 60 80 100 120 140

Annual Technician Training Hours

Te

ch

nic

ian

Jo

b S

ati

sfa

cti

on



Incident MTTR vs. Customer Satisfaction

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0

Incident MTTR (days)

Cu

sto

mer

Sati

sfa

cti

on



Step 2



relative importance

Consider Adopting the Desktop Support Balanced Scorecard*

Step 1

Eight critical

performance

metrics have been

selected for the

scorecard

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) /


case) X 100

Step 6



score X weighting

113

Step 3





recorded





track this metric










Total 100.0% N/A N/A N/A N/A 75.2%

Performance Metric

Metric

Weighting



Balanced

Score


And Update the Scorecard Monthly

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

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

Deskto

p S

up

po

rt B

ala

nce

d S

co

re

12 Month Average Monthly Score



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




Internal Communication: Positioning Company XYZ for Future Success

LOWER COST HIGHERACTUAL VALUE

PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER

Perceived Value > Actual Value

Perceived Value < Actual Value


Where Does Company XYZ Peer Group Desktop Support

Operate?

LOWER HIGHERACTUAL VALUE

PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER



A Common (but

Dangerous) Operating

Position



Operational Effectiveness First!


PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER



#1 Operational

Effectiveness

#2 B

ran

d

Man

ag

em

en

t



Closing the Perception vs. Reality Gap


PE

RC

EIV

ED

VA

LU

E

HIGHER

LOWER



Closing

the

Perception

Gap

Where you Should Be

Where you Are




Image 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?



Key Success Factors in Desktop Support Image Management

MessagesTim

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



Managing Expectations for Desktop Support

We’ve all heard the expression…

“Expectations Not Set…

are Expectations Not Met!

So, let’s get serious about proactively managing

expectations!


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




Company XYZ Internal Communication 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



Company XYZ Must Improve Process Maturity Over Time

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0.00 50.00 100.00 150.00 200.00 250.00 300.00 350.00

Bala

nced

Sco

re


Average = 58.6%

Company XYZ

Global

Database

Wo

rld

-Cla

ss =

288.0




Avera

ge =

180.2



Best Practice Focus Areas: Strategy

Company

XYZ's Score



Desktop Support has OLA's (Operating Level Agreements) with other support groups in the organization (e.g., Level 1

support, field support, etc.). The OLA's clearly define the roles and responsibilities of each support group, and the

different support groups abide by the terms of the OLA's.

Desktop Support actively seeks to improve Level 1 Resolution Rates, Incident First Contact Resolution Rate, and key

Service Levels by implementing processes, technologies, and training that facil itate these objectives.

3.0

2.0



Desktop Support is well integrated into the information technology function. Desktop Support acts as the "voice of the

user" in IT, and is involved in major IT decisions and deliberations that affect end users. Desktop Support is alerted

ahead of time so that they can prepare for major rollouts, or other changes in the IT environment.

Desktop Support has a well-defined mission, vision, and strategy. The vision and strategy are well-documented, and

communicated to key stakeholders in the organization.

1.0

2.0

2.5




3.0

2.0



Best Practice Focus Areas: Human Resources

Company

XYZ's Score

4.04.0

3.0

Technician performance goals are l inked to and a l igned with the overa l l Desktop Support goals and performance Formal Performance reviews are scheduled and completed for a l l Desktop personnel at least once annual ly.

3.0

Technicians have the opportunity to advance their careers in at least two ways : by improving their technica l and

customer service ski l l s , and by improving their management and supervisory ski l l s .4.0

Technicians are coached by their supervisor in one-on-one sess ions on a monthly bas is . Logged tickets are reviewed,

and the supervisor provides speci fic suggestions to each Technician on how to improve performance.4.0

Individual Technician tra ining plans are clearly defined, documented and regularly updated.

Desktop Support has a formal ized, documented Technician career path. Technicians are made aware of their career

advancement opportunities , and are encouraged to proactively manage their careers . Technicians are coached at least

once yearly on their career path and career advancements options .

Technician Satis faction surveys are conducted at least once per year, and the results of the survey are used to manage

and improve Technician morale.4.0

Human Resources Best Practices Defined

Technicians have quanti fiable performance goals (e.g., for Fi rs t Contact Resolution, Customer Satis faction, Number of

Tickets Handled per Month, etc.), and are held accountable for achieving their goals on a monthly bas is .4.0

Veteran technicians (more than 6 months of experience) have access to tra ining opportunities to improve their ski l l

set, job performance, and the overa l l performance of the Desktop Support organization. Veteran technicians are

required to complete a minimum number of refresher tra ining hours each year.

3.0

Technicians are el igible for incentives and rewards based upon performance. These could include monetary

incentives such as annual bonuses , or other incentives such as time off work, gi ft certi ficates , etc.4.0

New hires go through a formal tra ining curriculum, including technica l and customer service ski l l s , and are required to

pass a proficiency exam before independently handl ing customer incidents and service requests .4.0

Technician tra ining classes and curricula are speci fica l ly des igned to maximize customer satis faction, the number of

user incidents resolved on Fi rs t Contact, and to Minimize the Mean Time to Resolve.

4.0

Desktop Support has a formal ized and documented recruiting process for fi l l ing vacancies . Job requirements are wel l

defined, and candidates are tested for both technica l ski l l s , and customer service soft ski l l s . 4.0



Best Practice Focus Areas: Process

Company

XYZ's Score

1.01.0

Customers are offered a range of access options to Desktop Support, including live voice, voice mail, email, web chat, self-service, fax, and

walk-in.

N/A

Desktop Support has a formal, rapid notification and correction process that is activated when a service level has been breached, whether

at Desktop Support, or at some other support level.

Desktop Support has a well defined service planning and readiness process that works closely with both internal engineering groups and

vendors, and continues through product field testing and pre-release. This process enables Desktop Support to train for and prepare for

supporting new products and services in the IT environment.

1.0

1.5

1.5Ticket handling processes are standardized, documented, and available online. With few exceptions, the standards are followed by

Desktop Support technicians.

1.5

Desktop Support conducts periodic Root Cause Analysis (RCA) on the user contact profile to eliminate problems at their source.

5.0

Process Best Practices Defined

1.0

Desktop Support is part of an end-to-end support process, where Level 1 Support acts as the Single Point of Contact (SPOC) for user support.

System alarms notify Desktop Support when a service level has been breached, whether at Desktop Support, or at another support level

within the organization.

Desktop Support has an effective, ongoing process for projecting future workload and staffing requirements.

N/A

2.8

1.0

1.0

5.0

2.0

Desktop Support has a formal Knowledge Management Process that facilitates the acquisition, qualification, review, approval, and

distribution of knowledge into a Knowledgebase.

N/A

Incoming tickets are assigned a severity code based upon the number of users impacted, and the urgency of the incident.

Indirect contact channels, including Email, Voice Mail, and Faxes are treated with the same priority as live phone calls and chat sessions.

The work queues from these channels are integrated, or worked in parallel.

Desktop Support has contingency plans to handle sudden, unexpected spikes in contact volume. These could include having supervisors

and other indirect personnel handle incoming calls during a call spike.

Desktop Support has contingency plans to handle both short and long term interruptions in service delivery.

Desktop Support has a mature workforce scheduling process that achieves high technician utilization, while maintaining reasonable

service levels.

Escalation points are well defined and documented. These include other support groups (e.g., Level 3 support, Field Support, etc.), and

individuals to whom tickets may be escalated.Rules for ticket escalation and transfer are well defined and documented. Technicians know when and where to transfer or route a ticket if

they are unable to assist the user.



Best Practice Focus Areas: Technology

Company

XYZ's Score

2.0

Desktop Support has an effective, integrated self-service portal that is available to all users. The self-service portal

provides information, FAQ's, and solutions to problems that are more complex than simple password resets. The tool

includes a direct l ink to Desktop Support technicians. Users are aware of the self-service portal, and usage rates are

continuously increasing.Desktop Support has a multi-year plan for an integrated technology strategy.

The Desktop Support knowledgebase is used frequently by all Desktop Support technicians, and results in higher First

Contact Resolution Rates, and lower resolution times (MTTR).

The ticket management system can track and monitor the skil l levels of Desktop Support technicians based on closed

tickets by product and/or service code.N/A

Desktop Support uses technology alerts/alarms to notify Desktop Support or perform self healing scripts when a

customer or system issue is proactively identified.2.0

Desktop Support util izes a capital investment justification process based on ROI, and reports on post installation ROI

as part of this process.

Desktop Support has a full-featured ticket management system that facil itates effective ticket tracking, service level

compliance, reporting, and root cause analysis.5.0

Desktop Support has a comprehensive knowledge management tool that facil itates effective knowledge capture and re-

use. Desktop technicians are able to quickly find solutions to user problems by searching the knowledge base.

Solutions for the vast majority of user problems and questions can be found in the knowledge base.

2.5

2.0

Desktop Support has an effective tool that allows technicians to proxy into a user's computer, take control of the

computer, and remotely perform diagnostics and problem solving (e.g., Tivoli, Bomgar, GoTo Assist, etc.). The tool

increases remote resolution rates, and reduces contact handle times.

2.0

5.0

Desktop Support has an Automated Password Reset (APR) capability that dramatically reduces the number of

password resets that must be performed manually by Desktop Support technicians.1.0

1.0

Technology Best Practices Defined



Best Practice Focus Areas: Performance Measurement

Company

XYZ's Score

5.0

5.0

4.5

4.0

1.0

1.0

N/A

N/A

Customer Satisfaction is measured, recorded, and tracked on an ongoing basis.

Technician Satisfaction is measured, recorded, and tracked.

Desktop Support maintains a balanced scorecard that provides a single, all-inclusive measure of Desktop Support

performance.

Desktop Support tracks the Mean Time to Resolve (MTTR), and the Percentage of tickets resolved within 24 hours. 1.0

Technician Util ization is measured, recorded, and tracked on an ongoing basis.

1.0

Desktop Support tracks the number of tickets that are that could have been resolved by the Desktop Support

organization at Level one.

Desktop Support conducts event driven customer surveys whereby the results of customer satisfaction surveys can be

linked back to a specific ticket, and to a specific technician handling the contact at Desktop Support.

Desktop Support KPI's are used to establish "stretch" goals.

First Contact Resolution Rate for Incidents is measured, recorded, and tracked on an ongoing basis.

Performance Measurement Best Practices Defined

Desktop Support understands key correlations and cause/effect relationships between the various KPI's. This enables

Desktop Support to achieve desired performance goals by leveraging and driving the underlying "causal" metrics.4.0

Desktop Support measures are used holistically, and diagnostically to identify performance gaps in Desktop Support

performance, and to prescribe actions that will improve performance.2.0

1.0

First Level Resolution is measured, recorded, and tracked on an ongoing basis.

Cost per Ticket is measured, recorded, and tracked on an ongoing basis.

Desktop Support conducts benchmarking at least once per year.

1.0



Best Practice Focus Areas: Communication

Company

XYZ's Score

2.0

1.0

1.0

Desktop Support meets frequently with user groups , and holds "informational briefings" to educate users on

supported products and services , hours of operation, tra ining opportunities , tips for getting the most benefi t from

Desktop Support maintains active communication with a l l s takeholder groups , including Desktop Support organization

employees , IT managers , company managers outs ide of IT, and customers .3.0

Desktop Support provides tra ining a ids to users that enable them use Desktop Support more effectively. These could

include log-in screens with Desktop Support phone number, chat windows that can be cl icked to ini tiate a rea l -time

chat sess ion, mouse pads imprinted with Desktop Support IVR menu, etc.

Customers are told what to expect on resolution time when their ticket i s esca lated or i f a ca l l -back is required.

2.0

1.0

2.5

2.5Desktop Support tracks the number of tra ining related contacts i t receives , and provides feedback to user groups within

the organization on tra ining areas that could help to reduce Desktop Support contact volumes.IT i s required to del iver a "turnover package" to Desktop Support for a l l changes that wi l l impact the user environment.

This could include appl ication updates , new desktop software, etc. The turnover package is des igned to prepare

Desktop Support to provide support to users in the affected areas .

Desktop Support has a formal communications schedule, and provides customized content for each s takeholder group.

Desktop Support transmits outbound messages to users announcing major system and network outages , thereby

a lerting users about potentia l problems in the IT environment. These proactive messages help to reduce contact

volumes during incidents that impact a large number of users .N/A

Desktop Support monitors a l l tickets , including those that are esca lated, unti l ticket closure.

Desktop Support has establ ished User Group Lia isons who represent di fferent groups within the user community.

Desktop Support meets periodica l ly with the l ia isons to learn about user concerns and questions , and to communicate

Desktop Support services , plans , and ini tiatives .

1.0

1.0

1.0

The va lue added by Desktop Support i s communicated to key managers in IT, and expectations are formal ly

establ ished regarding Desktop Support roles and respons ibi l i ties .

Desktop Support meets frequently with other IT managers , and is an integra l part of key decis ions made within IT.

Desktop Support plays the role of "voice of the user" within IT.

Communication Best Practices Defined


Some Suggested Performance Targets












133



134

Detailed Benchmarking Comparisons

Company

XYZ

Price Metrics

135

Company

XYZ



Price Metrics: Price per Ticket

Price per Ticket is strongly correlated with the following metrics:

Price per Incident



Average Incident Work Time

Average Service Request Work Time

Average Travel Time per Ticket

Price per Ticket is one of the most important Desktop Support metrics. It is a measure of contract efficiency and effectiveness with your outsourcer. A higher than average Price per Ticket is not necessarily a bad thing, particularly if accompanied by higher than average quality levels. Conversely, a low Price per Ticket is not necessarily good, particularly if the low price is achieved by sacrificing Customer Satisfaction or service levels. Every outsourced Desktop Support Organization should track and trend Price per Ticket on an ongoing basis.

Price per Ticket is the amount paid to the outsourcer for each Desktop Support ticket handled. It is typically calculated by dividing the annual fee paid to the outsourcer by the annual Desktop Support ticket volume. Ticket volume includes both incidents and service requests.

Definition

Why it’s Important

Key Correlations



Price Metrics: Price per Ticket

$0.00

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

$180.00

$200.00

$220.00

$240.00

$260.00

$280.00

$300.00

$320.00

$340.00

Pri

ce p

er

Tic

ket

Desktop Support

High $325.06

Average ----- $124.74

Median $99.69

Low $50.49

Company XYZ $79.98

Key Statistics

Price per Ticket



Price Metrics: Price per Incident

Price per Incident is strongly correlated with the following metrics:

Price per Ticket




Definition


Key Correlations

Price per Incident is one of the most important Desktop Support metrics. It is one of the key components of Price per Ticket; the other being the Price per Service Request. A higher than average Price per Incident is not necessarily a bad thing, particularly if accompanied by higher than average quality levels. Conversely, a low Price per Incident is not necessarily good, particularly if the low price is achieved by sacrificing quality of service. Every Desktop Support organization should track and trend Price per Incident on a monthly basis.

Price per Incident is the amount paid to the outsourcer for each Desktop Support incident handled. It is typically calculated by dividing the annual fee paid to the outsourcer (for incidents only) by the annual Desktop Support incident volume.


Price Metrics: Price per Incident


$0.00

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

$160.00

$180.00

$200.00

$220.00

$240.00

$260.00

$280.00

$300.00

$320.00

Pri

ce p

er

Incid

en

t

Desktop Support

High $301.55

Average ----- $109.24

Median $96.35

Low $39.38

Company XYZ $62.13

Key Statistics

Price per Incident



Price Metrics: Price per Service Request

Price per Service Request is strongly correlated with the following metrics:

Price per Ticket



Definition

Price per Service Request is one of the most important Desktop Support metrics. It is one of the key components of Price per Ticket; the other being the Price per Incident. A higher than average Price per Service Request is not necessarily a bad thing, particularly if accompanied by higher than average quality levels. Conversely, a low Price per Service Request is not necessarily good, particularly if the low price is achieved by sacrificing quality of service. Every Desktop Support organization should track and trend Price per Service Request on a monthly basis.

Price per Service Request is the amount paid to the outsourcer for each Desktop Support service request handled. It is typically calculated by dividing the annual fee paid to the outsourcer (for service requests only) by the annual Desktop Support service request volume.


Key Correlations



$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

$300.00

$350.00

$400.00

$450.00

$500.00

Pri

ce p

er

Serv

ice R

eq

uest

Desktop Support

High $446.50

Average ----- $161.32

Median $134.55

Low $51.71

Company XYZ $82.84

Key Statistics


Price Metrics: Price per Service Request

Productivity Metrics

142

Company

XYZ



Productivity Metrics: Tickets per Technician per Month

Tickets per Technician per Month is strongly correlated with the following metrics:





Tickets per Technician per Month is an important indicator of technician productivity. A low number could indicate low Technician Utilization, poor scheduling efficiency or schedule adherence, or a higher than average Ticket Handle Time. Conversely, a high number of technician handled tickets may indicate high Technician Utilization, good scheduling efficiency and schedule adherence, or a lower than average Ticket Handle Time. Every Desktop Support group should track and trend this metric on a monthly basis.

Tickets per Technician per Month is the average monthly ticket volume divided by the average Full Time Equivalent (FTE) technician headcount. Ticket volume includes both incidents and service requests. Technician headcount is the average FTE number of employees and contractors handling Desktop Support tickets.

Definition


Key Correlations



Productivity Metrics: Tickets per Technician per Month

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

180.0

200.0

Tic

kets

per

Tech

nic

ian

per

Mo

nth

Desktop Support

High 183.9

Average ----- 99.1

Median 93.5

Low 32.3

Company XYZ 138.4

Key Statistics

Tickets per Technician per Month



Productivity Metrics: Incidents per Technician per Month

Incidents per Technician per Month is strongly correlated with the following metrics:




Incidents as a % of Total Ticket Volume

Incidents per Technician per Month is an important indicator of technician productivity. A low number could indicate low Technician Utilization, poor scheduling efficiency or schedule adherence, or a higher than average Incident Handle Time. Conversely, a high number of technician handled incidents may indicate high Technician Utilization, good scheduling efficiency and schedule adherence, or a lower than average Incident Handle Time. Every Desktop Support group should track and trend this metric on a monthly basis.

Incidents per Technician per Month is the average monthly incident volume divided by the average Full Time Equivalent (FTE) technician headcount. Technician headcount is the average FTE number of employees and contractors handling Desktop Support tickets.

Definition


Key Correlations



Productivity Metrics: Incidents per Technician per Month

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

110.0

120.0

130.0

140.0

150.0

Incid

en

ts p

er

Tech

nic

ian

per

Mo

nth

Desktop Support

High 144.8

Average ----- 69.8

Median 56.9

Low 19.2

Company XYZ 19.2

Key Statistics

Incidents per Technician per Month



Productivity Metrics: Service Requests per Tech per Month

Service Requests per Technician per Month is strongly correlated with the following metrics:




Incidents as a % of Total Ticket Volume

Service Requests per Technician per Month is an important indicator of technician productivity. A low number could indicate low Technician Utilization, poor scheduling efficiency or schedule adherence, or a higher than average Service Request Handle Time. Conversely, a high number of technician handled service requests may indicate high Technician Utilization, good scheduling efficiency and schedule adherence, or a lower than average Service Request Handle Time. Every Desktop Support group should track and trend this metric on a monthly basis.

Service Requests per Technician per Month is the average monthly service request volume divided by the average Full Time Equivalent (FTE) technician headcount. Technician headcount is the average FTE number of employees and contractors handling Desktop Support tickets.

Definition


Key Correlations



Productivity Metrics: Service Requests per Tech per Month

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

110.0

120.0

Serv

ice R

eq

uests

per

Tech

nic

ian

per

Mo

nth

Desktop Support

High 119.3

Average ----- 29.2

Median 17.8

Low 7.1

Company XYZ 119.3

Key Statistics

Service Requests per Technician

per Month



Productivity Metrics: Technicians as a Percent of Total FTE's

Technicians as a % of Total Headcount is strongly correlated with the following metrics:

Cost per Inbound Contact

Cost per Minute of Inbound Handle Time

Definition


Key Correlations

The Technician headcount as a percent of total Desktop Support headcount is an important measure of management and overhead efficiency. Since non-Technicians include both management and non-management personnel (e.g., supervisors and team leads, QA/QC, trainers, etc.), this metric is not a pure measure of management span of control. It is, however, a more useful metric than management span of control because the denominator of this ratio takes into account all personnel that are not directly engaged in customer service activities.

This metric is the Full Time Equivalent Technician headcount divided by the total Desktop Support headcount. It is expressed as a percentage, and represents the percentage of total Desktop Support personnel who are engaged in direct customer service activities.



Productivity Metrics: Technicians as a Percent of Total FTE's

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

Tech

nic

ian

s a

s a

Perc

en

t o

f T

ota

l FT

E's

Desktop Support

High 97.1%

Average ----- 88.9%

Median 88.1%

Low 79.6%

Company XYZ 87.5%

Key Statistics

Technicians as a Percent of Total

FTE's

150



Productivity Metrics: Technician Utilization

Technician Utilization is strongly correlated with the following metrics:

Inbound Contacts per Technician per Month


Cost per Minute of Inbound Handle Time

Technician Occupancy

Average Speed of Answer

Definition


Key Correlations

Technician Utilization is the single most important indicator of Technician productivity. It measures the percentage of time that the average Technician is in “work mode”, and is independent of Contact Handle Time or call complexity.

Technician Utilization is the average time that a Technician spends handling both inbound and outbound contacts per month, divided by the number of work hours in a given month. The calculation for Technician Utilization is shown on the next page.


Technician Utilization Defined

Technician

Utilization

((Average number of inbound calls handled by a tech in a month) X (Average inbound handle time in minutes) +

(Average number of outbound calls handled by a tech 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)

Tech Utilization is a measure of actual time worked by techs in a month, divided

by total time at work during the month

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

But it does not make adjustments for sick days, holidays, training time, project

time, or idle time

=



Example: Desktop Support Technician Utilization

Inbound Contacts per Technician per Month = 375

Outbound Contacts per Technician per Month = 225

Average Inbound Contact Handle Time = 10 minutes

Average Outbound Contact Handle Time = 5 minutes

Technician

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%

Technician

Utilization

Technician

Utilization

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

(Average number of outbound Contacts handled by a Technician 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)=




Productivity Metrics: Technician Utilization

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

Tech

nic

ian

Uti

lizati

on

Desktop Support

High 82.9%

Average ----- 58.3%

Median 55.5%

Low 47.1%

Company XYZ 82.9%

Key Statistics


154

Service Level Metrics

155

Company

XYZ



Service Level Metrics: Mean Time to Resolve Incidents

Mean Time to Resolve Incidents is strongly correlated with the following metrics:




% of Incidents Resolved in 8 Hours

Service levels, including the MTTR for incidents and service requests, is a key driver of customer satisfaction with Desktop Support.

The Mean Time to Resolve Incidents is the average number of working hours that elapse from the time an incident is reported, until the time the incident is closed. Non working hours are not included in the calculation. If, for example, an incident is reported at 3:00 pm on a Tuesday, and the ticket is closed at 3:00 pm on Wednesday, the MTTR will be 8 hours, not 24 hours.

Definition


Key Correlations



Service Level Metrics: Mean Time to Resolve Incidents

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

45.00

50.00

55.00

60.00

65.00

70.00

75.00

80.00

Mean

Tim

e to

Reso

lve In

cid

en

ts (

hrs

)

Desktop Support

High 77.29

Average ----- 11.79

Median 6.30

Low 3.00

Company XYZ 77.29

Key Statistics

Mean Time to Resolve Incidents

(hrs)



Service Level Metrics: % of Incidents Resolved in 24 Hours

% of Incidents Resolved in 24 Hours is strongly correlated with the following metrics:




Mean Time to Resolve Incidents

Service levels, including the % of Incidents Resolved in 24 Hours, is a key driver of customer satisfaction with Desktop Support.

The % of Incidents Resolved in 24 hours is fairly self-explanatory. Non-working days are not included in the calculation. So, for example, an incident that is reported at 1:00 pm on a Friday will be resolved in 24 hours if the ticket is closed by 1:00 pm on a Monday.

Definition


Key Correlations



Service Level Metrics: % of Incidents Resolved in 24 Hours

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

% o

f In

cid

en

ts R

eso

lved

in

24 H

ou

rs

Desktop Support

High 86.7%

Average ----- 69.9%

Median 75.3%

Low 30.1%

Company XYZ 30.1%

Key Statistics

% of Incidents Resolved in 24

Hours



Service Level Metrics: Mean Time to Fulfill Service Requests

Mean Time to Fulfill Service Requests is strongly correlated with the following metrics:




% of Service Requests Fulfilled in 24 Hours

Service levels, including the MTTF for service requests and incidents, is a key driver of customer satisfaction with Desktop Support.

The Mean Time to Fulfill Service Requests is the average number of working days that elapse from the time a service request is logged, until the time the service request is completed. Non working days are not included in the calculation. If, for example, a service request is logged at 3:00 pm on a Friday, and the ticket is closed at 3:00 pm on Tuesday, the MTTF will be 2 working days, not 4 working days.

Definition


Key Correlations



Service Level Metrics: Mean Time to Fulfill Service Requests

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

5.50

6.00

6.50

7.00

Mean

Tim

e to

Fu

lfill S

erv

ice R

eq

uests

(D

ays)

Desktop Support

High 6.40

Average ----- 3.04

Median 3.10

Low 1.20

Company XYZ 6.40

Key Statistics


Requests (Days)



Service Level Metrics: % of Service Requests Fulfilled in 72 Hours

% of Service Requests Fulfilled in 72 Hours is strongly correlated with the following metrics:




Mean Time to Fulfill Service Requests

Service levels, including the % of Service Requests Fulfilled in 72 Hours, is a key driver of customer satisfaction with Desktop Support.

The % of Service Requests Fulfilled in 72 Hours is fairly self-explanatory. Non working days are not included in the calculation. So, for example, a Service Request that is logged at 1:00 pm on a Friday will be fulfilled in 24 hours if the request is fulfilled by 1:00 pm the following Wednesday.

Definition


Key Correlations



Service Level Metrics: % of Service Requests Fulfilled in 72 Hours

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

% o

f S

erv

ice R

eq

uests

Fu

lfille

d i

n 7

2 H

ou

rs

Desktop Support

High 80.7%

Average ----- 56.7%

Median 51.8%

Low 33.5%

Company XYZ 42.0%

Key Statistics

% of Service Requests Fulfilled in

72 Hours

Quality Metrics

164

Company

XYZ



Quality Metrics: Customer Satisfaction

Customer Satisfaction is strongly correlated with the following metrics:

First Contact Resolution Rate

Call Quality

Definition


Key Correlations

Customer Satisfaction is the single most important measure of Desktop Support quality. Any successful Desktop Support will have consistently high Customer Satisfaction ratings. Some Desktop Support managers are under the impression that a low Cost per Inbound Contact may justify a lower level of Customer Satisfaction. But this is not true. MetricNet’s research shows that even Desktop Support’s with a very low Cost per Inbound Contact can achieve consistently high Customer Satisfaction ratings.

Customer Satisfaction is the percentage of customers who are either satisfied or very satisfied with their Desktop Support experience. This metric can be captured in a numbers of ways including automatic after-call IVR surveys, follow-up outbound (live Technician) calls, Email surveys, postal surveys, etc.



Quality Metrics: Customer Satisfaction

62.0%

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

Cu

sto

mer

Sati

sfa

cti

on

Desktop Support

High 98.5%

Average ----- 84.9%

Median 86.6%

Low 66.5%

Company XYZ 92.0%

Key Statistics




Quality Metrics: Incident First Visit Resolution Rate

Incident First Visit Resolution Rate is strongly correlated with the following metrics:


New Technician Training Hours



Incident First Visit Resolution Rate is one of the biggest drivers of Customer Satisfaction. A high Incident First Visit Resolution Rate is almost always associated with high levels of Customer Satisfaction. Desktop Support groups that emphasize training and have good technology tools generally enjoy a higher than average Incident First Visit Resolution Rate.

Incident First Visit Resolution Rate is the percentage of incidents that are resolved on the first visit to the customer. Incidents that require a second visit, or are otherwise unresolved on the first visit for any reason, do not qualify for Incident First Visit Resolution.

Definition


Key Correlations



Quality Metrics: Incident First Visit Resolution Rate

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

Incid

en

t F

irst

Vis

it R

eso

luti

on

Rate

Desktop Support

High 95.1%

Average ----- 84.5%

Median 85.3%

Low 67.0%

Company XYZ N/A

Key Statistics




Quality Metrics: % Resolved Level 1 Capable

% Resolved Level 1 Capable is strongly correlated with the following metrics:




Tickets resolved by Desktop Support that could have been resolved by the Level 1 Service Desk represent defects. Since the cost of resolution is typically much higher at Desktop Support than it is for Level 1 support, every ticket that is unnecessarily escalated by Level 1 to Desktop Support incurs unnecessary costs. To minimize TCO for end-user support, the % Resolved Level 1 Capable should be as low as possible.

% Resolved Level 1 Capable is the percentage of tickets resolved by Desktop Support that could have been resolved by the Level 1 Service Desk. This metric is generally tracked by sampling desktop tickets after the fact to determine the percentage that could have been resolved at Level 1, or by having the Desktop Support technician check a box on the trouble ticket when closing a ticket, that indicates that the ticket could have been resolved at Level 1.

Definition


Key Correlations



Quality Metrics: % Resolved Level 1 Capable

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20.0%

22.0%

24.0%

26.0%

28.0%

30.0%

% R

eso

lved

Level

1 C

ap

ab

le

Desktop Support

High 29.0%

Average ----- 18.8%

Median 19.1%

Low 6.9%

Company XYZ N/A

Key Statistics


Technician Metrics

171

Company

XYZ



Technician Metrics: Annual Technician Turnover

Annual Technician Turnover is strongly correlated with the following metrics:




Net First Contact Resolution Rate



Definition


Key Correlations

Technician turnover is costly. Each time a Technician leaves Desktop Support, a new Technician needs to be hired to replace the outgoing Technician. This results in costly recruiting, hiring, and training expenses. Additionally, it is typically several weeks or even months before a Technician is fully productive, so there is lost productivity associated with Technician turnover as well. High Technician turnover is generally associated with low Technician morale in a Desktop Support.

Annual Technician Turnover is the percentage of Technicians that leave Desktop Support, for any reason (voluntarily or involuntarily), on an annual basis.



Technician Metrics: Annual Technician Turnover

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

An

nu

al T

ech

nic

ian

Tu

rno

ver

Desktop Support

High 62.3%

Average ----- 30.6%

Median 28.5%

Low 9.6%

Company XYZ 62.3%

Key Statistics




Technician Metrics: Daily Technician Absenteeism

Daily Technician Absenteeism is strongly correlated with the following metrics:





Contacts per Technician per Month

Definition


Key Correlations

High Technician Absenteeism is problematic because it makes it difficult for a Desktop Support to schedule resources efficiently. High absenteeism can severely impact a Desktop Support’s operating performance, and increase the likelihood that service level targets will be missed. A Desktop Support’s ASA and Call Abandonment Rate typically suffer when absenteeism is high. Also, chronically high absenteeism is often a sign of low Technician morale.

Daily Technician Absenteeism is the average percentage of Technicians with an unexcused absence on any given day. It is calculated by dividing the number of absent Technicians by the total number of Technicians that are scheduled to be at work.



Technician Metrics: Daily Technician Absenteeism

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%

11.0%

12.0%

Daily T

ech

nic

ian

Ab

sen

teeis

m

Desktop Support

High 11.0%

Average ----- 4.6%

Median 3.9%

Low 0.6%

Company XYZ 11.0%

Key Statistics




Technician Metrics: New Technician Training Hours

New Technician Training Hours are strongly correlated with the following metrics:

Call Quality



Inbound Contact Handle Time


Definition


Key Correlations

New Technician Training Hours are strongly correlated with Call Quality and Net First Contact Resolution Rate. particularly during a Technician’s first few months on the job. The more training a new Technician receives, the higher the Call Quality and Net FCR will typically be. This, in turn, has a positive effect on many other performance metrics including Customer Satisfaction. Perhaps most importantly, training levels have a strong impact on Technician morale: Technicians who receive more training typically have higher levels of job satisfaction.

The name of this metric is somewhat self explanatory. New Technician Training Hours is the number of training hours (including classroom, CBT, self-study, shadowing, being coached, and OJT) that a new Technicians receives before he/she is allowed to handle customer contacts independently.



Technician Metrics: New Technician Training Hours

0

10

20

30

40

50

60

70

80

90

100

110

120

130

140

150

New

Tech

nic

ian

Tra

inin

g H

ou

rs

Desktop Support

High 146

Average ----- 59

Median 61

Low 0

Company XYZ 80

Key Statistics

New Technician Training Hours



Technician Metrics: Annual Technician Training Hours

Annual Technician Training Hours are strongly correlated with the following metrics:

Call Quality





Definition


Key Correlations

Annual Technician Training Hours are strongly correlated with Call Quality, Customer Satisfaction, and Net First Contact Resolution Rate. Perhaps most importantly, training levels have a strong impact on Technician morale: Technicians who train more typically have higher levels of job satisfaction.

Annual Technician Training Hours is the average number of training hours (including classroom, CBT, self-study, shadowing, etc.) that a Technician receives on an annual basis. This number includes any training hours that a Technician receives that are not part of the Technician’s initial (new Technician) training, but it does not include routine team meetings, shift handoffs, or other activities that do not involve formal training.



Technician Metrics: Annual Technician Training Hours

0

5

10

15

20

25

30

35

40

45

50

55

60

An

nu

al T

ech

nic

ian

Tra

inin

g H

ou

rs

Desktop Support

High 56

Average ----- 10

Median 3

Low 0

Company XYZ N/A

Key Statistics




Technician Metrics: Technician Tenure (months)

Technician tenure is a measure of Technician experience. Virtually every metric related to Desktop Support cost and quality is impacted by the level of experience the Technicians have.

Technician tenure is the average number of months that Technicians have worked on a particular Desktop Support.

Technician tenure is strongly correlated with the following metrics:


Call Quality



Training Hours

Coaching Hours




Definition


Key Correlations



Technician Metrics: Technician Tenure (months)

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

55.0

60.0

65.0

70.0

75.0

80.0

85.0

90.0

Tech

nic

ian

Ten

ure

(m

on

ths)

Desktop Support

High 88.0

Average ----- 43.9

Median 37.4

Low 14.6

Company XYZ 14.6

Key Statistics




Technician Metrics: Technician Job Satisfaction

Technician Job Satisfaction is strongly correlated with the following metrics:



Technician Training Hours

Technician Coaching Hours

Definition


Key Correlations

Technician Job Satisfaction is a proxy for Technician morale. And morale, while difficult to measure, is a bellwether metric that affects almost every other metric in Desktop Support. High performance Desktop Supports almost always have high levels of Technician Job Satisfaction. Perhaps more importantly, this metric can be controlled and improved through training, coaching, and career pathing.

Technician Job Satisfaction is the percent of Technicians in a Desktop Support that are either satisfied or very satisfied with their jobs.







Technician Metrics: Technician Job Satisfaction

64.0%

66.0%

68.0%

70.0%

72.0%

74.0%

76.0%

78.0%

80.0%

82.0%

84.0%

86.0%

88.0%

Tech

nic

ian

Jo

b S

ati

sfa

cti

on

Desktop Support

High 85.4%

Average ----- 78.3%

Median 78.1%

Low 69.9%

Company XYZ 78.6%

Key Statistics


Ticket Handling Metrics

184

Company

XYZ



Ticket Handling Metrics: Average Incident Work Time

Average Incident Work Time is strongly correlated with the following metrics:

Cost per Incident

Incidents per Technician per Month


Incident Work Time is one of the basic units of work in Desktop Support. Average Incident Work Time, therefore, represents the amount of labor required to resolve one incident.

Average Incident Work Time is the average time that a technician spends to resolve an incident. This does not include travel time to and from the customer, or time between visits if multiple visits are required to the user’s desktop to resolve an incident. It includes only the time that a technician spends actually working on an incident.

Definition


Key Correlations



Ticket Handling Metrics: Average Incident Work Time

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

Avera

ge In

cid

en

t W

ork

Tim

e (m

inu

tes)

Desktop Support

High 40.6

Average ----- 21.1

Median 19.2

Low 11.1

Company XYZ 35.0

Key Statistics


(minutes)



Average Service Request Work Time is strongly correlated with the following metrics:

Cost per Service Request

Service Requests per Technician per Month

Service Request Work Time is one of the basic units of work in Desktop Support. Average Service Request Work Time, therefore, represents the amount of labor required to fulfill one service request.

Average Service Request Work Time is the average time that a technician spends to resolve a service request. This does not include travel time to and from the customer, or time between visits if multiple visits are required to fulfill a service request. It includes only the time that a technician spends actually fulfilling a service request.

Definition


Key Correlations

Ticket Handling Metrics: Average Service Request Work Time



0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

110.0

Avera

ge S

erv

ice R

eq

uest

Wo

rk T

ime (m

inu

tes)

Desktop Support

High 108.0

Average ----- 48.7

Median 45.0

Low 21.0

Company XYZ 50.0

Key Statistics


(minutes)

Ticket Handling Metrics: Average Service Request Work Time



Ticket Handling Metrics: Estimated Travel Time per Ticket

Average Travel Time per Ticket is strongly correlated with the following metrics:

Cost per Ticket

Number of Tickets per Technician per Month

Unlike the Level 1 Service Desk where support is provided remotely, Desktop Support, by definition, requires onsite support. Getting to and from the site of a ticket can be very time consuming, and will influence the number of tickets a technician can handle in a day or a month. This, in turn, influences the level of staffing required in the Desktop Support organization.

Average Travel Time per Ticket is the average round trip travel time to get to and from the site of a user or device being serviced. In a high density user environment (e.g., high rise office building) the Travel Time per Ticket will typically be less than 20 minutes. By contrast, in a more distributed user environment (e.g., field or campus locations), the Travel Time per Ticket will be correspondingly longer.

Definition


Key Correlations



Ticket Handling Metrics: Estimated Travel Time per Ticket

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Esti

mate

d T

ravel T

ime p

er

Tic

ket (m

inu

tes)

Desktop Support

High 99.0

Average ----- 34.5

Median 30.0

Low 10.0

Company XYZ 10.0

Key Statistics

Estimated Travel Time per Ticket

(minutes)

Workload Metrics

191

Company

XYZ



Workload Metrics: Tickets per Seat per Month

Tickets per Seat per Month is strongly correlated with the following metrics:


Service Requests per Seat per Month

The number of Tickets per Seat per Month will drive the workload, and hence the staffing for a Desktop Support group. Desktop Support staffing decisions should be based on this metric, rather than the number of users being supported.

Tickets per Seat per Month is a measure of the volume of Desktop Support work generated by a given user population. The number of Tickets per Seat per Month can vary dramatically from one organization to another, driven by factors such as the age of devices being supported, the number of mobile devices, the location of users (office, home, field), the number of laptop computers, and myriad other factors.

Definition


Key Correlations



Workload Metrics: Tickets per Seat per Month

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

1.00

1.10

Tic

kets

per

Seat

per

Mo

nth

Desktop Support

High 1.01

Average ----- 0.52

Median 0.46

Low 0.19

Company XYZ 0.33

Key Statistics




Workload Metrics: Incidents per Seat per Month

Incidents per Seat per Month is strongly correlated with the following metrics:


The number of Incidents per Seat per Month is a major workload driver, and will therefore have a strong impact on staffing decisions for Desktop Support.

Incidents per Seat per Month is a key measure of the volume of Desktop Support work generated by a given user population. The number of Incidents per Seat per Month can vary dramatically from one organization to another, driven by factors such as the age of devices being supported, the number of mobile devices, the location of users (office, home, field), the number of laptop computers, and myriad other factors.

Definition


Key Correlations



Workload Metrics: Incidents per Seat per Month

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

Incid

en

ts p

er

Seat

per

Mo

nth

Desktop Support

High 0.85

Average ----- 0.39

Median 0.27

Low 0.05

Company XYZ 0.05

Key Statistics




Workload Metrics: Service Requests per Seat per Month

Service Requests per Seat per Month is strongly correlated with the following metrics:


The number of Service Requests per Seat per Month is a major workload driver, and will therefore have a strong impact on staffing decisions for Desktop Support.

Service Requests per Seat per Month is a key measure of the volume of Desktop Support work generated by a given user population. The number of Service Requests per Seat per Month can vary dramatically from one organization to another, driven by factors such as the number of move/add/change requests, the age of devices being supported, the location of users (office, home, field), the frequency of device refreshes, and myriad other factors.

Definition


Key Correlations



Workload Metrics: Service Requests per Seat per Month

0.00

0.02

0.04

0.06

0.08

0.10

0.12

0.14

0.16

0.18

0.20

0.22

0.24

0.26

0.28

0.30

Serv

ice R

eq

uests

per

Seat

per

Mo

nth

Desktop Support

High 0.28

Average ----- 0.12

Median 0.11

Low 0.04

Company XYZ 0.28

Key Statistics

Service Requests per Seat per

Month



Workload Metrics: Incidents as a % of Total Ticket Volume

Incidents as a % of Total Ticket Volume is strongly correlated with the following metrics:

Cost per Ticket

Tickets per Technician per Month

Incidents are generally unplanned work (e.g., device break/fix), while the majority of service requests are planned work (e.g., move/add/change). Incidents as a % of Total Ticket Volume is therefore a measure of the percentage of Desktop Support work that is made up of unplanned work (incidents).

Incidents as a % of Total Ticket Volume is a fairly self-explanatory metric. It is an indicator of the mix of work (Incidents vs. Service Requests) handled by a Desktop Support group. Most Desktop Support organizations receive more incidents than service requests. Since incidents are generally less costly to resolve than service requests, the higher the number of Incidents as a % of Total Ticket Volume, the lower the Cost per Ticket will be.

Definition


Key Correlations



Workload Metrics: Incidents as a % of Total Ticket Volume

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

Incid

en

ts a

s a

% o

f T

ota

l Tic

ket

Vo

lum

e

Desktop Support

High 93.4%

Average ----- 70.7%

Median 75.4%

Low 13.8%

Company XYZ 13.8%

Key Statistics

Incidents as a % of Total Ticket

Volume

About MetricNet:

Your Benchmarking Partner

200


Your Project Manager: Jeff Rumburg


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.


Benchmarking is MetricNet’s Core Business

Call Centers

Telecom

Information

Technology

Satisfaction

Technical Support

Customer Service

Telemarketing/Telesales

Collections

Desktop Support

Service Desk

Field Services

Cost Benchmarking


Employee Satisfaction



25 Years of Desktop Support Benchmarking Data

More than 1,100 Desktop Support Benchmarks

Global Database

30 Key Performance Indicators

Nearly 60 Industry Best Practices



Meet a Sampling of Our Clients

MetricNet Conducts benchmarking for Desktop Support groups worldwide,

and across virtually every industry sector.


http://www.barclays.co.uk/

http://www.barclays.co.uk/

http://www.google.com/imgres?imgurl=http://www.easywaystogogreen.com/wp-content/uploads/2010/05/Schneider_Electric_Logo_New.jpg&imgrefurl=http://www.easywaystogogreen.com/eco-friendly-company-profiles/schneider-electric-global-energy-management/&h=292&w=800&sz=80&tbnid=QY0LGVKCidaQwM:&tbnh=52&tbnw=143&prev=/images?q=schneider+electric+logo&zoom=1&q=schneider+electric+logo&hl=en&usg=__rEPuyPxx6f1RkOgp6ZstFYjKFn8=&sa=X&ei=766bTMSiHIXGlQfXqvWaCg&ved=0CBgQ9QEwAA

http://www.google.com/imgres?imgurl=http://www.easywaystogogreen.com/wp-content/uploads/2010/05/Schneider_Electric_Logo_New.jpg&imgrefurl=http://www.easywaystogogreen.com/eco-friendly-company-profiles/schneider-electric-global-energy-management/&h=292&w=800&sz=80&tbnid=QY0LGVKCidaQwM:&tbnh=52&tbnw=143&prev=/images?q=schneider+electric+logo&zoom=1&q=schneider+electric+logo&hl=en&usg=__rEPuyPxx6f1RkOgp6ZstFYjKFn8=&sa=X&ei=766bTMSiHIXGlQfXqvWaCg&ved=0CBgQ9QEwAA


Thank You!

We look forward

to serving you!


Desktop Support Benchmark - Amazon Web...

Documents

Transcript of Desktop Support Benchmark - Amazon Web...