metrics that matter - mcgarahan & associates that matter.pdf · metrics that matter presented...
TRANSCRIPT
Metrics That Matter
Presented by:Pete McGarahan
WHY?WHY?
• Consistent measurement/tracking provides an important feedback loop for continuous improvement
• Defining/reporting consistent metrics forces the Help Desk to deal with weaknesses in the organization and to identify gaps in service coverage
• Determine Business Impact of technology on employee productivity
• Continue to evaluate demand/supply/performance for non-traditional service metrics:
– Implementing new access channels (e.g., e-mail, self-service, & Web chat) for contacting the HD
– Implementing new support automation tools (e.g., self-help, self healing and self-diagnostics)
What’s in a Number?What’s in a Number?
The Basis for MetricsThe Basis for Metrics
Why are metrics important?
Performance• Team• Individual
Benchmarking• Industry• Continuous Improvement
Financial• Budgeting• Pay/Incentive Programs
Marketing• Within the organization• Self promotion
Balance and ValueBalance and Value
Common Metrics MisconceptionsCommon Metrics Misconceptions
Too many reports– Analysis Paralysis
All reports require action
– Some reports simply validate
Are objective– Reporting can be
subjective
By sending them– People actually read and
understand them
“Silver Bullet” reporting– One report to solve all
support answers
Flawed Data– No validation that report data
is correct
Does not serve intendedpurposes
– Create the wrong behavior
How is a Help Desk Metric Represented?How is a Help Desk Metric Represented?
Can be presented in various forms:– Whole number (Total contacts received)
– As a percentage (SLA abandon)
– Dollar figure (Return on investment)
– As an average (Average speed of answer)
– Combined with other numbers (Utilization)
– In a Story format with highlights as to what happened, why it happened and what you are doing to prevent it from happening again
Setting the Bar for Your Help Desk MetricsSetting the Bar for Your Help Desk Metrics
Who are you measuring up to?
• Best-in-Class Standards
• Industry (Vertical) Specific Standards
• Your own organizational standards
• A budget number stating that you can perform at this SLA level for this cost
Who Should See Your Help Desk Metrics?Who Should See Your Help Desk Metrics?
EVERYONE!!Executives (CEO, CIO, CFO)
– Executive SummariesManagement Team
– Utilization and efficiency reportsSupport Team
– Individual and Team performanceYour Customers
– Market World Class levels of support
Know your audience and present pertinent metrics/value/story for desired results!
Know your audience and present pertinent metrics/value/story for desired results!
How Often Should You Report?How Often Should You Report?
Regularly Report specific:– ACD metrics
– Case Based Metrics
– Customer Satisfaction
– Call Elimination
– Self-Service Usage
– Costing
– Benchmarking
– Trending
– Business Impact (Outages)
Three Critical Effects of ReportingThree Critical Effects of Reporting
Cost Savings/Reduction/Avoidance (ROI)• Utilization of Personnel and Technology
• Call Elimination and Deflection
Improved Service Levels• Average Speed of Answer
• High First Contact Resolution
Higher customer productivity• Reduced Time to Problem Resolution
• Self Service Solutions
Typical Help Desk Metric LifecycleTypical Help Desk Metric Lifecycle
Information GapInformation GapInformation GapMarket MetricMarket MetricMarket Metric
Metric RequiredMetric RequiredMetric RequiredTrend MetricTrend MetricTrend Metric
Qualify MetricQualify MetricQualify MetricValidate MetricValidate MetricValidate Metric
Quantify MetricQuantify MetricQuantify MetricProduce MetricProduce MetricProduce Metric
Determine Metric sourceDetermine Metric sourceDetermine Metric source
The Importance of BenchmarkingThe Importance of Benchmarking
Who should benchmark?– Help Desk Director
– Help Desk Manager
– Help Desk Team Lead
Why benchmark?– Need to set baseline Help Desk performance
– Comparison of your performance against the industry
– Prepare a Help Desk “road map” for success
– Measure success through benchmarking
BenchmarkingBenchmarking
SLA metrics– Average speed of answer– Abandonment rate– First Contact Resolution
Utilization and professional efficiency– Talk time– Case resolution
Knowledge Base utilization– Knowledge article usage
Business Value Metrics– Determine what is important to your organization
Benchmarking inter-related metricsBenchmarking inter-related metrics
0%
20%
40%
60%
80%
100%
120%
Janu
aryFeb
ruary
March
April
May
June
Actual First CallResolution
Projected SLA FirstCall Resolution
Knowledge BaseResolution
Avg. Ticket SessionTime (min)
Evolution of MetricsEvolution of Metrics
First contact resolution rateAverage call lengthAbandonment rateAverage queue time
First contact resolution rateAverage call lengthAbandonment rateAverage queue time
CSD CSD CSDTop 25% Average % Bottom 25%
707.87
33.9
668.77.5
67
6011.38
131.8
Source: Gartner
Essential Problem Management Data/ReportsEssential Problem Management Data/Reports
Field/Data requirement ReportCase Categorization Root Cause AnalysisCase Assignment Total Contact OwnershipDate & Time stamp Aged Trending of CasesCase Information Customer SatisfactionCase Details Quality AssuranceKnowledge Capture Knowledge UtilizationCase Work Effort Mean Time To ResolveCustomer/Location Detail Root Cause Analysis
Top 10 Industry Standard ReportsTop 10 Industry Standard Reports
1. First Contact/Level Resolution2. Cost per Contact3. Customer Satisfaction4. Average Time To Resolve5. Aged Trending Case Reports6. Average Speed to Answer7. Abandonment Rate (Positive and Negative)8. Contacts per Professional (Utilization Rate)9. Average Talk Time10. Knowledge Management Utilization
z
Mean time to resolution
$100 +
$50 - $75$50 - $75
$15 - $30$15 - $30Escalated
callEscalated Escalated
callcall
Automated self-serviceAutomated Automated selfself--serviceservice
First contactresolution
First contactFirst contactresolutionresolution
Cost savings, SLA & Cust. Sat im
provements
Cost savings, SLA & Cust. Sat im
provements
Cost savings, SLA & Cust. Sat im
provements
LEVEL-0 LEVEL-2LEVEL-1 LEVEL-3
Reducing Cost Per SolutionReducing Cost Per Solution
z
Cos
t
On-sitesupportOnOn--sitesitesupportsupport
$2 - $12$2 - $12
$0 $0 Categorize CallTypes in Level they are Resolved in
Categorize CallCategorize CallTypes in Level they Types in Level they are Resolved inare Resolved in
Call Elimination
Call Call EliminationElimination
Business Reporting ScorecardBusiness Reporting Scorecard
Source: STI Knowledge
Typical Business Report StyleTypical Business Report Style
Report Generated on 6/1/01 9:35:35AM Overview
XYZ Company
Calls Received and Tickets Created For 5/21/01 through 5/26/01
Calls for For 5/21/01 through 5/26/01
SLA Abandon TimeSLA Answer TimeSLA Answer/Abandon Rate
18Total Calls Abandoned204Total Calls Answered229Total Calls Received
%TotalMetric%TotalMetric%TotalMetric
Minutes0:48Minutes0:2289204 Average AbandonAverage Wait TimeAnswered
33682167 15 Seconds or LessIn 30 Seconds or Less
81631 to 60 Seconds 173
37
16 to 30 Seconds
Voice Mail 173Minutes770 31 to 60 SecondsTotal Talk Time
33Minutes3:46 61 Seconds or MoreAverage Talk Time 6
SLA Abandoned Non-SLA Abandoned
9 4
9 4
Tickets For 5/21/01 through 5/26/01
Tickets by StatusSLA Call Logging Ratio
Total Calls Answered 204
Metric Total %
Tickets Created 112 55
ACKNOWLEDGED 6 5CLOSED 99 88RESOLVED 3 3TRANSFERRED 4 4
Closed Same Day 73 65
Ticket Status as of 6/1/01 only.
Snapshots
Tickets Aging Total Tickets Open
Metric Total %
33
1.) < 24 Hours 217
2.) 24 - < 72 Hours 93
3.) 72 Hours - < 1 Week 124
4.) > 1 Week 5819
All Tickets as of 6/1/01 only.
SLA Tickets Transferred Ratio
Tickets Created 112
Metric %Total
Transfer to Technician
First Contact Resolution
Average Transfer*
* Average Time between ticket creation and transfer.
33
79
6:14:20
29
71
hh:mm:ss
A full report explanation is available that includes definitions used in this report. Contact your Help Desk Manager to request a copy. All numbers are for the period, that is, the date range in the report heading. The period is specified at the time the report is run and may be daily, weekly (week ending on Sunday), and monthly. Reports should be e-mailed to Help Desk Team members daily with weekly reports e-mailed on Mondays and monthly reports e-mailed the first working day of each new month. MR612001
Morning Reports– Snapshot of previous day’s support
activity
Business Impact Report– Weekly summary of support
Monthly Executive Summary– Monthly review of support business to
leaders
Quarterly Trend Reporting– Market progress and continuous
improvement
At The End of the Day, Does Your Reporting…At The End of the Day, Does Your Reporting…
• Determine Success/Failure?• Tell a story or “Paint a picture”?• Validate beliefs or assumptions?• Measure performance?• Determine your organizational worth?• Trend analysis?• Measure Business Impact?
