using metrics to improve support: from soup to nuts (261717072)
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8/9/2019 Using Metrics to Improve Support: From Soup to Nuts (261717072)
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8/9/2019 Using Metrics to Improve Support: From Soup to Nuts (261717072)
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Lisa Cash David Gannon
IT Support Specialist Director, Campus Technology Services
Bryant University Bryant University
March 31st 2015
Using Metrics to Improve Support:
From Soup to Nuts
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Bryant University
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8/9/2019 Using Metrics to Improve Support: From Soup to Nuts (261717072)
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Bryant University
•
Smithfield, RI
•
Established in 1863
•
3,200 Undergraduates, 350 Graduates
•
150 Full Time Faculty; 100 Adjuncts
•
250 Full Tim Administrative Staff
•
College of Arts & Sciences, College of Business
and Graduate School of Business
•
Primarily residential•
NCAA Division 1 varsity sports
•
US
–
China Institute and Confucius Institute
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Organizational Change
Help Desk Laptop Central
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Overall Goals
• Meet customer needs and expectations
• Reduce costs
• Optimize staffing levels• Increase overall productivity
• Replace low use/expensive tools
• Identify low use services and push usage
• Redesign processes
• Become proactive
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Reactive Service Organization
• Simply responds to events that occur
• Trouble understanding customer • Trouble measuring customer satisfaction
• Waste time/resources
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Proactive Service Organizations
• Use information to
– Anticipate and prevent incidents
– Prepare for the future
• Rigorously analyze data
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Metrics
Don’t know if you’re winning or losing if you
don’t keep score…
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Using Metrics
• Determine weak areas for
improvement
• Increase customer satisfaction
• Enhance productivity
• Improve the quality of services• Create new services
• Justify resources
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Road Map
• Must follow a plan
– Recognize that data/information is valuable
– Determine what categories of information
to collect
– Set up processes to collect data
– Gain acceptance and enthusiasm forcollecting and sharing information
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What data to collect
• Common categories include
– Customer data
– Incident data – Status data
– Resolution data
• Data is typically captured through fields in theService Desk’s ticketing system
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Measuring Performance
• Service desk goals
• Service Level Agreements (SLAs)
• Customer satisfaction surveys
• Benchmarking
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Surveys
• Event-driven surveys – ask customers forfeedback on a single, recent service event
– Measure team and individual performance – Typically conducted within 24 to 48 hours
• Overall satisfaction surveys – ask customersfor feedback about all contacts during a certain
time period – Used to identify areas for improvement and where the
service desk is performing well
– Typically conducted annually or semiannually
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Incident Management System
• Currently
– HEAT (FrontRange Solutions)
• Jira Service Desk (Atlassian)
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First Pass at Metrics
• Number of Incidents/service requests
• Source
• First Contact Resolution Rate – Time to Resolution
• Escalation Rate – Time to Resolution
• Backlog/open tickets• Remote Control & Self-help
• Reply & Wait Time
• Customer Satisfaction “Score”
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The true measure of any society (or a
service organization) is not what it knowsbut what it does with what it knows.
-Warren Bennis
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Helpdesk Calls by Category 2014
Walk In
Phone
Voicemail
On Site
Other
Walk in
Phone
On SiteVoicemail
Other
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3,808
4,216 4,228
1,054
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2012 2013 2014 2015
Yearly Helpdesk Tickets Since 2012
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0
100
200
300
400
500
600
January February March April May June July August September October November December
Monthly Helpdesk Calls 2013-2015
2013 2014 2015
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Changes (Now)
• Incident Management System – Mapping metrics to questions we want
answered
– Improving & redesigning processes – Data forms and entry
• Mapping Services
• Knowledge Base (phase 1)
• Organization Change (phase 1) – Help Desk
– Laptop Central
• Getting Social
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Changes (Later)
• Incident Management System – Adapt division-wide
• Better planning of roll outs• Knowledge Base (phase 2)
– Service Catalog
– Tier zero support
• Organization Change (phase 2) – CTS
• Real SLAs
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