Targets That Work (for the Service Desk), Susan Storey

www.servicedeskinstitute.com
Targets that Work
8 October 2014
By Susan Storey
SDI Auditor, ITIL Expert, consultant
and trainer

Targets that work
Agenda
• Why we measure
• Three rules of measurement
• Goals and targets – the difference
• One measurement, many stories
• Measurement affects behaviour
• What service desk managers measure
• 30 measurements of SDC
| Page 2 ©ssa ltd 2014 |

We like you but we’re not sure why ….

Why we measure
• To understand what’s good and what’s not
• To provide management information for
decision making
• To influence behaviour
• To improve resource management
• To improve speed and productivity

Objectives of metrics
• To support and manage a service, process or
activity
• To provide accurate, up-to-date and complete
information
• To validate management decisions
• To highlight direction and targets for future
activities
• To identify complimentary/conflicting priorities
• To ensure adaptability to changing market
conditions

Help to connect the dots

Three rules of measurement
• Link to the bottom line
• Link to corporate objectives
• Be forward looking

Key performance indicators
• KPI is a collection of
metrics used to manage
a process, service or
activity
• Either qualitative or
quantitative
• KPI categories:
– Compliance
– Quality
– Performance
– Value
Executive
• Vision
• Mission
Incremental
steps
• Goals
• Objectives
Business
drivers
• Critical success factor
• KPI’s
Data
• Metrics
• Measurements

Using goals, objectives and targets
• Goal – an aspiration
for where you want
to be
• Objective – explains
how the goal will be
met (SMART)
• Target – tactical, small attainments towards
gradually achieving the goal
• Trending – a line of best fit on a graph showing
the general direction of progress or regress

Goals, targets and trends
0.00
500.00
1,000.00
1,500.00
2,000.00
2,500.00
Jan feb march april may june july august sept oct nov dec
Incidents logged 2013

Measuring - considerations
• One set of data might be all you
need
• Whatever you measure will
influence behaviour
• Be clear - are you measuring to:
– drive higher performance or
– checking progress towards goals?
• Counting volume and quantity is
not a reliable measure of quality
or performance
• Find a way to measure quality,
including customer satisfaction
11
KPI – key
performance
indicator, a
collection of
measurements that
show how the CSF
is being supported
eg “number and
percentage of
access requests
dealt with, following
security
procedures, in the
allocated service
time”

One measurement, many stories
Total calls logged Week 1 Week 2 Week 3 Week 4 Week 5
SDA 1 80 113 88 90 88
SDA 2 99 211 150 170 149
SDA 3 147 234 203 217 187
Actual calls taken 259 444 430 611 456
12
1. Total closed 326 558 441 477 424
2. Total left open 67 114 11 134 32
3. % unclosed 20.55 20.43 2.49 28.09 7.54
4. Total calls in July 2200
5. Total closed in July 2226

Measurement affects behaviour
Percentage of calls open longer
than one day (monitoring backlog)
Unhappy customers who have
waited for resolution. SLAs
breached have no ultimate time-
frame
Percentage of calls closed Rushed solutions, likely to be
reopened and result in drop in
customer satisfaction
SLA targets successful Forced call closure, using stop the
clock, logging user recalls
incorrectly as new calls
Most logged per SDA per day Chaotic logging pattern and
unsustainable activity, poor attention
to customer service mistakes
13

What Service Desk Managers measure
• ASA (Average Speed to Answer)
• ABA (Average Abandon Before Answer)
• ATT (Average Talk Time)
• Availability to take incoming calls
• Average call time
• FCR (First Contact Resolution)
• FLR (First Level Resolution)
• User recalls (user calls to chase up)
• Calls fixed within SLA
• Calls breaching SLA
14

Customer satisfaction – survey results
0
50
100
150
200
250
1. How long
system up
2. How many
times down
3. How
disruptive
4. Attitude of
support
5. Competence
of support
Response
Questions
Customer satisfaction survey July 2013
1000 surveys sent, 429 received (target 80% return)
poor quite poor avg good excellent

Don’t be trapped by data formatting!
0
50
100
150
200
250
1. How long
system up
2. How many
times down
3. How
disruptive
4. Attitude of
support
5. Competence
of support
Response
Questions
1000 surveys sent, 429 received (target 80% return)
poor quite poor avg good excellent

Weighted scoring
0
1
2
3
4
5
System
uptime
Number of
failures
Disruption Support
attitude
Support
competence
1000 surveys sent, 429 received (target 80%
return)
Response to Q Target

18
Productivity measures

19
Count sheep whilst tending
your flock
(Avg No. of days worked pcm) x (No. of work hrs in day) x (60 mins/hr)
(Avg No. of calls handled by SDA pcm) x (Avg call handle time in mins)Analyst
Utilisation = xx%
(21 working days pcm) x (7.5 work hrs per day) x (60 mins/hr)
(500 calls/pcm) x (10 mins/call)Analyst
Utilisation = 52.9%

20
Possible reasons -low SDA utilisation
• SDAs working day not wholly allocated to Service Desk
• percentage of work is service requests
• service requests are not logged
• service requests are categorised as incidents
• not all calls are logged
• SDAs are resolvers on 2nd or even 3rd line support
• SDAs time includes roll outs or project work
• SDA is diverted into training new SDA’s
• Desk side support included (travel time not)

SDC measurement requirements
• Every metric needs a SMART target
• All metrics should be trended towards goals
over
– 3, 6 and 12 months
• All targets should be reviewed at least
annually
• Reporting activities must be undertaken
• Business related metrics must be in evidence

+23 more measures for SDC
• Number of incidents and service requests
• Re-opened incident rate
• Backlog Management
• Hierarchic escalations (management)
• Functional escalations (re-assignment)
• Average resolution time by priority
• Average resolution time by incident category
and service request type
• Comparison of overall service level goals to
actual results
• Remote control monitoring measured
against goals
• Self-logging monitoring measured against
goals
• Self-help monitoring measured against goals
• Knowledge Usage
13. Quality of knowledge and its effectiveness
14. Monitoring incidents caused by failed
changes measured against goals
15. Total cost of service delivery
16. Average cost per incident and service
request (cost per contact)
17. Average cost per incident and service
request by channel
18. People satisfaction feedback
19. Staff turnover
20. Unplanned absence days
21. Periodic customer satisfaction
measurement
22. Event-based customer satisfaction
measurement
23. Complaints, suggestions and compliments

23
Making sense of data

Thank you
Susan Storey
Susan.storey@bcs.org.uk
07831 576615
24

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