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Measuring service delivery with a client focused approach - BrightTALK Webcast

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Delivering quality is a standard for success within any IT service organization. But how does one measure success? To measure success, IT service organizations often report on KPI's and SLA's, and …

Delivering quality is a standard for success within any IT service organization. But how does one measure success? To measure success, IT service organizations often report on KPI's and SLA's, and these reports are usually based on their own performance. One risk of this approach towards measuring and reporting is that clients are no longer the focus, even though the service is intended for them. Reporting should focus on the experience of clients instead.

This presentation focuses on how the IT organization can best acquire a full insight into its own service by combining measuring and reporting with a client-focused approach. (presented by Gökhan Tuna on a BrightTALK Webcast: http://www.brighttalk.com/community/it-service-management/webcast/22224)

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  • 1. Are your clients reallysatisfied?“Measuring service delivery with aclient-focused approach”
  • 2. Program• What is ‘quality’?• The SERVQUAL-model• How to measure quality?• Questions and discussion
  • 3. What’s the difference between amagician and a service organization? Gökhan Tuna, TOPdesk
  • 4. What’s the difference between a magician and a service organization?A magician makes things unvisible.A service organization tries to makeeverything as visible as possible. Gökhan Tuna, TOPdesk
  • 5. Client focused =Delivering quality Gökhan Tuna, TOPdesk
  • 6. Client focused = Delivering quality…what is quality? Gökhan Tuna, TOPdesk
  • 7. Philosophical approachFor example:“Music composed byBeethoven is of a highquality, but we still don’tknow why” Gökhan Tuna, TOPdesk
  • 8. Philosophical approachScientifically interesting,but practically useless:- Quality can not beexplained nor measured Gökhan Tuna, TOPdesk
  • 9. Technical approach • Frederick W. Taylor laid the foundations in: ‘The Principles of Scientific Management’ (1911)Gökhan Tuna, TOPdesk
  • 10. Technical approach • Quality can be seen as an objective standard that can be measured. • Any divergence from the standard means a reduction in quality.Gökhan Tuna, TOPdesk
  • 11. Client-focused approach• Quality is subjective and depends on the client’s individual experience Gökhan Tuna, TOPdesk
  • 12. Client-focused approach• Joseph M. Juran, expert in quality management: “The quality of a service is good when the client is convinced that it’s good.” Gökhan Tuna, TOPdesk
  • 13. ITIL v2Quality is the whole setof qualities andcharacteristicsof a product or servicethat are of interest tothe satisfactionof agreed or self-evidentneeds Gökhan Tuna, TOPdesk
  • 14. ITIL v3Utility =what does the clientget?Warranty = in what waydoes it get delivered? Gökhan Tuna, TOPdesk
  • 15. What is quality? Gökhan Tuna, TOPdesk
  • 16. What is quality? Quality =Percieved Service – Expected Service Gökhan Tuna, TOPdesk
  • 17. What is quality? Quality = Percieved Service – Expected ServiceWhat is the cause of a low quality service?1. Shortcomings of a service organization2. The result of influences towards the customers (“overpromising”) Gökhan Tuna, TOPdesk
  • 18. Word of mouth Personal needs Past experience communications Expected serviceCustomer Perceived serviceOrganizationServiceorganization Service delivery Translation of instructions into actions Translation of strategy into procedures Formulation of strategy by the management Gökhan Tuna, TOPdesk
  • 19. Word of mouth Personal needs Past experience communications Expected service Quality?Customer Perceived serviceOrganizationServiceorganization Service delivery Translation of instructions into actions Translation of strategy into procedures Formulation of strategy by the management Gökhan Tuna, TOPdesk
  • 20. How to measure quality? Gökhan Tuna, TOPdesk
  • 21. EXAMPLE #1Service Performance Metric:ASA (Average Speed toAnswer):Average time (usually inseconds) it takes for a call tobe answered by the servicedesk Gökhan Tuna, TOPdesk
  • 22. EXAMPLE #1KPI:Phone calls are to beanswered within 6 seconds Gökhan Tuna, TOPdesk
  • 23. EXAMPLE #1Practice:Service desk employeeanswers phone calls quickly,but puts the caller on hold. Gökhan Tuna, TOPdesk
  • 24. EXAMPLE #1Conclusion:KPI achieved!But: are clients satisfied? Gökhan Tuna, TOPdesk
  • 25. How to measure quality?• IT organizations are often stuck to the technical approach of measuring quality Gökhan Tuna, TOPdesk
  • 26. How to measure quality?• IT organizations are often stuck to the technical approach of measuring qualityPossible danger:• One-sided view• Losing sight of reality Gökhan Tuna, TOPdesk
  • 27. EXAMPLE #2Service Level Agreement:99% uptime for a CRMapplication in a 24/7 servicewindow Gökhan Tuna, TOPdesk
  • 28. EXAMPLE #2Practice:CRM application commonlyused during office hours (9am – 5 pm) Gökhan Tuna, TOPdesk
  • 29. EXAMPLE #2Incident/Failure:Due to overuse during officehours the application needsa restart twice a dayThe restart takes appr. 5minutes, but unsaved datafor users are lost Gökhan Tuna, TOPdesk
  • 30. EXAMPLE #2SLA measurement:100% Uptime = 1.080minutes per weekDowntime in example #2 =50 minutes per week Gökhan Tuna, TOPdesk
  • 31. EXAMPLE #2 Gökhan Tuna, TOPdesk
  • 32. EXAMPLE #2Conclusion:Uptime = 99.5%SLA achieved!But: are clients satisfied? Gökhan Tuna, TOPdesk
  • 33. Word of mouth Personal needs Past experience communications Expected serviceCustomer Perceived serviceOrganizationServiceorganization Service delivery Translation of instructions into actions Translation of strategy into procedures Formulation of strategy by the management Gökhan Tuna, TOPdesk
  • 34. Word of mouth Personal needs Past experience communications Expected serviceCustomer Perceived serviceOrganizationServiceorganization Service delivery Service Quality Translation of instructions into actions Translation of strategy into procedures Formulation of strategy by the management Gökhan Tuna, TOPdesk
  • 35. Word of mouth Personal needs Past experience communications Expected serviceCustomer Perceived service Client Satisfaction?OrganizationServiceorganization Service delivery Service Quality Translation of instructions into actions Translation of strategy into procedures Formulation of strategy by the management Gökhan Tuna, TOPdesk
  • 36. How to measure quality? Gökhan Tuna, TOPdesk
  • 37. THE SERVQUAL-MODEL (Zeithaml, Parasuraman, Berry; 1985 – 1994)• Service vs Manufacturing• The model offers a way to measure the perception of a customers towards the quality of a service‘• Quality of a service has been split up into five dimensions that customers experience Gökhan Tuna, TOPdesk
  • 38. 1. TANGIBLES Physical facilities, equipment andthe appearance of personnel. Gökhan Tuna, TOPdesk
  • 39. 2. RELIABILITY Ability to perform the promised service dependably and accurately. Gökhan Tuna, TOPdesk
  • 40. 3. RESPONSIVENESS Willingness to help customers and provide prompt service. Gökhan Tuna, TOPdesk
  • 41. 4. ASSURANCEKnowledge and courtesy ofemployees and their ability to inspire trust and confidence.Assurance is split up into four subdimensions Gökhan Tuna, TOPdesk
  • 42. 4A. COMPETENCE The expertise of the personnel and the extent of knowledge that they own. Gökhan Tuna, TOPdesk
  • 43. 4B. COURTESY The kindness, politeness and affection of the personnel that has contact with the customer Gökhan Tuna, TOPdesk
  • 44. 4C. CREDIBILITY The trust that the customer has with respect to the service supplier Gökhan Tuna, TOPdesk
  • 45. 4D. SECURITY The freedom of danger, risk or doubt, while taking part of the service Gökhan Tuna, TOPdesk
  • 46. 5. EMPATHYCaring and individualized attention that the firm provides to its customers. Empathy is split up into three subdimensions Gökhan Tuna, TOPdesk
  • 47. 5A. ACCESS The possibility to approach the services supplier and the ease of contact Gökhan Tuna, TOPdesk
  • 48. 5B. COMMUNICATION The ability of the services supplier to communicate with the customer in a way in which the customer understands it Gökhan Tuna, TOPdesk
  • 49. 5C. UNDERSTANDING THE CUSTOMER The extent of individual care and attention that the services supplier gives to their customers Gökhan Tuna, TOPdesk
  • 50. Performance Service Satisfaction (Q)Expectation Gökhan Tuna, TOPdesk
  • 51. Performance Service Satisfaction (Q)Expectation Unspoken Expectation Gökhan Tuna, TOPdesk
  • 52. EXAMPLE #3Service Performance Metric:FCR (First Call Resolution):Percentage of incoming callsthat can be resolved withoutthe use of a callback orwithout having the caller callback the helpdesk to finishresolving the case Gökhan Tuna, TOPdesk
  • 53. EXAMPLE #3KPI:60% of incoming calls needto be resolved during thephone call Gökhan Tuna, TOPdesk
  • 54. EXAMPLE #3Practice:Service desk employees failto meet the KPI, but providesolutions for callers withinthe next hour in 70% of thetime Gökhan Tuna, TOPdesk
  • 55. EXAMPLE #3Gökhan Tuna, TOPdesk
  • 56. EXAMPLE #3Conclusion:KPI breached!But: are clients unsatisfied? Gökhan Tuna, TOPdesk
  • 57. How to measure quality?• Perform periodical client satisfaction researches as an addition to quantitative reports Gökhan Tuna, TOPdesk
  • 58. Gökhan Tuna, TOPdesk
  • 59. The average score for ‘Tangibles’ on a scalefrom one to five is: 3.2The average score for ‘Reliability’ on a scalefrom one to five is: 3.0The average score for ‘Responsiveness’ on ascale from one to five is: 2.4The average score for ‘Assurance’ on a scalefrom one to five is: 4.1The average score for ‘Empathy’ on a scalefrom one to five is: 3.4 Gökhan Tuna, TOPdesk
  • 60. How to measure quality?• Perform periodical client satisfaction researches as an addition to quantitative reportsAdvantages:• Whole view of service delivery• Making comparisons in time• Making comparisons between the service organization and the customer organization Gökhan Tuna, TOPdesk
  • 61. ITIL v3Utility =what does the clientget?Warranty = in what waydoes it get delivered? Gökhan Tuna, TOPdesk
  • 62. Word of mouth Personal needs Past experience communications Expected serviceCustomer Perceived service Client SatisfactionOrganizationServiceorganization Service delivery Service Quality Translation of instructions into actions Translation of strategy into procedures Formulation of strategy by the management Gökhan Tuna, TOPdesk
  • 63. THANK YOU FOR YOUR ATTENTION Questions and discussion