The Good, Bad and Ugly of Service Desk...
Transcript of The Good, Bad and Ugly of Service Desk...
SESSION 607 Thursday, April 14, 2:45pm - 3:45pm
Track: Metrics and Measurements
The Good, Bad and Ugly of Service Desk Metrics
Gary Case Principal Consultant, Pink Elephant [email protected]
Session Description One of the most critical and yet most challenging aspects of managing a service desk is properly defining, monitoring, measuring, and report on its performance. Having key metrics in place is important if you want to improve decision making and drive the correct behaviors. There are many potential metrics, but which are the most important to measure and report on? In this session, you’ll learn why it’s essential to have a cascading set of metrics that start at a balanced scorecard and move from critical success factors to the key performance indicators and, finally, to activity metrics. Speaker Background Gary Case is the co-author of ITIL® V3’s Continual Service Improvement core volume, and is an IT professional with more than 30 years of experience. As a Principal Consultant and ITIL Expert, Gary specializes in providing strategic guidance on Enterprise Governance, process consulting including Lean IT, business alignment, project management, and training to IT professionals across all industries. He also presents ITSM and ITIL-related sessions to audiences at major events worldwide.
The Good, Bad and Ugly of Service Desk Metrics
Gary Case
2
Agenda• Measuring process & types of Service Desk metrics
• Defining the difference between Service Process Measures and Service Performance Measures
• Building a Measurement Grid
• Defining the difference between Critical Success Factors (CSF’s), Key Performance Indicators (KPI’s), and Activity Metrics
• Sample Service Desk Balance Score Card
• What Service Desk and process metrics drive positive behavior/negative behavior
3
The Measuring ProcessDefining what
you should
measure
Defining what
you can
measure
Gathering data
Processing data
Analyzing data
Presenting & using
information
Implementing
corrective action
Tactical
Goals
1 2
3
4
5
6
7
Relations? Trends?
According to plan?
Are targets met? Corrective action?
Who will collect?
How? When?
Integrity of data?
Frequency?
Format? System?
Accuracy?
Operational
Goals
Vision
& Strategy
Should include:
summary of
assessment, action
plans
3
Types of Service Desk Metrics
• Process – Incident Management, Request Fulfillment, Problem Management, etc.
• Telephony – Inbound, outbound, average speed of answer, average call duration, first time resolution, etc.
5
CSF vs. KPI vs. Activity Metric
• CSF – Critical Success Factor
Higher level measure
• KPI – Key Performance Indicator
A measurable quantity against which specific performance criteria can be set defining targets
• Activity MetricVery specific measure element of a process activity
6
What KPI’s Can Tell Us
• Getting the whole picture:
– Value: Is what we are doing making a difference?
– Quality: How well are we doing it?
– Performance: How fast or slow are we doing it?
– Compliance: Are we doing it?
A single measure may contain or cover more than one category. This in itself is not an issue, understand that
when this occurs the success criteria for this measure is more difficult to satisfy.
7
Building A Measurement Grid• Define the measure
• Determine the KPI category
• Establish the policy and target (target will change with process maturity)
• Determine the tool or medium to realize the measure
• Define the output format (graph, data, etc.)
• Define distribution list and report frequency
Category Measure Policy Target Tool
Value,
Quality
# of incidents
resolved outside of
SLA
All incidents to
be resolved
within SLA
90% of the time Incident
Module
8
Measurement Framework
Financial Customer
Innovation Internal
Improve Quality
Of Service
Improve
Management
Control
Employ New
Technology
Reduce Cost
Example
Goals
Process Measures
• Value
• Quality
• Performance
• Compliance
In order to understand
something you must
look at it more then
one way
Balanced Score Card Approach – Kaplan & Norton
8
9
Financial Customer
Innovation InternalWhat must our IT providers
(internally) excel at?
What do we as customers expect of IT provision?
As customers how do we view the costs of it provision?
Does our IT infrastructure enable us to continue to improve the business?
Availability of IT services
Quality of IT services
Performance of IT services
Value for money IT services
Reliability of the IT infrastructure
Support of hands-on IT users
Understanding IT costs to the business
Ability to control IT costs to the business
Economy of IT provision
Return on IT infrastructure investments
IT contracts management
Flexibility of the IT infrastructure
Ability to control changes to IT services and the IT infrastructure
Adaptability of the IT infrastructure to changing demand in the business
Communication and knowledge transfer
Business productivity in relation to IT costs
Harnessing (new) technology
Service-oriented culture
Skilled staff, bus. And IT expertise
Efficiency of IT service provision
Service delivery times
Processing capacity
Security
Accountability of IT provision
IT Balanced Scorecard
10
Service Desk Balanced ScorecardFinancial Customer
Innovation Internal
goals
performanceindicators
goals
performanceindicators goals
performanceindicators
goals
performanceindicators
As customers within the
business, how do we
view the costs of the
Service Desk?
Does our Service Desk
enable us to continue to
improve the business?
What must our Service
Desk excel at?
What do we as
customers within the
business expect of the
Service Desk?
11
Balanced Scorecard – Service Desk
Financial Customer
Innovation Internal
goals
performanceindicators
goals
performanceindicators goals
performanceindicators
goals
performanceindicators
-ability to control
Service Desk Costs
-reliability of Service
Desk
-support of hands-on
users
-business
productivity
-professionalism
-economy of Service
Desk
-value of Service
Desk
-quality of Service Desk
services
-performance of Service
Desk
-service culture
-incident resolution
-flexibility
-elapsed time for
incidents
-restoration of service
-number of registereduser complaints about IT
-on-time service delivery(defined by customer)
-availability of Service Desk (in
IT users’ perception)
-compliance to SLAs
-costs of Service Desk
-competitiveness of Service
Desk costs
-accuracy of Service Desk
cost forecasts
-number of business
improvements initiated by or
with help from the Service
Desk
-minimize MTTR -improvements in businessturnover
-reductions in business costsascribable to Service Desk
-new ways to provide service
-percentage of 'first time right'Incident resolutions
-time spent on resolution
-treating customers
with respect
-incidents resolved
within SLA’s-meeting SLA’s
SERVICE DESK METRICS
13
Service Desk Telephony StatisticsStatistic Use / Issue
Average Speed of Answer Good statistic to use for Service Level
Monitoring – staffing requirements
Bad Statistic as it could drive analysts
behavior
Number inbound calls (Service
Desk line) by analyst
Good for estimating staffing
requirements
Bad if it drives analyst behavior
Number outbound calls
(Service Desk line) by analyst
Good for estimating staffing
requirements and
Number of inbound/outbound
personal line by analyst
Good - What number of calls are
bypassing the process / personal calls?
14
Service Desk Telephony StatisticsStatistic Use / Issue
Average inbound talk time by
analyst
Good for estimating staffing requirements.
Good for identifying trends and training
opportunities
Average outbound talk time by
analyst
Good for estimating staffing requirements
Average abandoned rate Good – Bad - Average can be misleading
– check by day of week, 30 minute time
span
Comparison of inbound calls to
number of incident tickets
opened by analyst
Good – Bad Trend should remain fairly
constant. A serious incident could trigger
one ticket with multiple incidents attached
to the one ticket
15
Service Desk – Incident ManagementStatistic Use / Issue
First level resolution by priority
and category
Good statistic to initially move upward –
but should go down over time
Average time for incident
resolution by priority and
category
Good for staffing requirements, identifying
training opportunities
Bad if it drives analyst behavior
Number of Service Level
Breaches - overall
Good for identifying Improvement
opportunities and OLA opportunities if not
in place
Number of breaches by internal
(OLA’s)
Good - Identifies either a need for, a
possible short fall in OLA’s
Number of breaches by external
(UC’s)
Good - Identifies a possible shortfall in the
vendor contract
16
Service Desk – Incident ManagementStatistic Use / Issue
Most common incidents by category,
type, and item
Good for raising problem alerts. Possible
incidents resolutions to automate. Helps identify
training opportunities in the business.
Bad because of poor categorization
Cost per incident Good - Can be used to benchmark.
Bad - Often poorly calculated
Incidents logged by those other than
the Service Desk
Good - Identifies areas where customers are by-
passing the process
Customer Satisfaction Good to identify customer perception on an
ongoing basis.
Bad if poor questions, response format or it is
too long between the events or if the customer
believes nothing will happen with the results
17
Service Desk – Request FulfillmentStatistic Use / Issue
Number of service requests Good for input into staffing requirements
Requests fulfilled by the Service
Desk
Good – input into staffing needs
Bad – doesn’t provide information on requests
filled by other groups
Requests fulfilled by the Service
Desk within Service Level Targets
Good on ability of the Service Desk to fulfill
requests
Bad – doesn’t provide metrics on requests filled
outside of the Service Desk
18
Service Desk – Quality AssuranceStatistic Use / Issue
Number of incidents incorrectly
escalated
Good - Identifies Service Desk training
opportunities
Number of tickets reopened /
reclassified
Good - Identifies Service Desk training
opportunities
Number of Requests for Change
raised
Good - Helps identify Service Desk activities
which is important for staffing decisions
Number of Problem Alerts raised Good - Helps identify Service Desk activities
which is important for staffing decisions
Quality review of incident description,
prioritization, categorization and
resolution descriptions
Good - Identifies Service Desk and Nth level
support training opportunities
19
From Strategies To Measures
Financial
Perspective
1.
2.
3.
What will
success mean
from these
perspectives?
What are the
goals and
critical success
factors?
What are the
KPIs?
What are the
critical metrics
and measures?
What is our vision?Strategy
Goals & Objectives
Internal
Perspective
Innovation & Learning
PerspectiveCustomer
Perspective
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
1.
2.
3.
20
Measurements
• Famous sayings and truths about measurements:
'If you don't measure it, you can't manage it'
'If you don't measure it, you can't improve it‘
'If you don't measure it, you probably don't care’
'If you can't influence it, then don't measure it'
21
Measurement Advice“Measurements should induce the parts to do what is good for thewhole, and measurements should direct managers to those partsthat need their attention.”
E. Goldratt
“What gets measured gets done, however be careful
sometimes what you measure is the only thing that gets done”
Anonymous
“When developing management reports they should always be
S.M.A.R.T” (Specific, Measurable, Achievable, Realistic, Time
Bounded)
Anonymous
The Deming Cycle
Effective Quality Improvement
Timescale
Ma
turi
ty L
eve
l
Consolidation of the level reached(i.e.: baseline)
Business
IT
Alignment
Plan Project Plan
Do Project
Check Audit
Act New Actions
CHECK
PLANACT
DO
Continual quality control and consolidation
Thank you for attending this session.
Please don’t forget to complete a session evaluation!