SESSION 607 Thursday, April 14, 2:45pm - 3:45pm Track: Metrics and Measurements. The Good, Bad and Ugly of Service Desk Metrics. Session Description

Transcription

1 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 g.case@pinkelephant.com 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. 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 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.

2 The Good, Bad and Ugly of Service Desk Metrics Gary Case 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 2

3 6 7 The Measuring Process Implementing corrective action Presenting & using information Should include: summary of assessment, action plans 1 2 Defining what you should measure Operational Goals 5 Analyzing data Relations? Trends? According to plan? Defining what you can measure Vision & Strategy Tactical Goals Are targets met? Corrective action? 3 Gathering data 4 Processing data Who will collect? How? When? Integrity of data? Frequency? Format? System? Accuracy? 3 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.

4 CSF vs. KPI vs. Activity Metric CSF Critical Success Factor Higher level measure KPI Key Performance Indicator A measurable quantity against which specific criteria can be set defining targets Activity Metric Very specific measure element of a process activity 5 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. 6

5 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 7 Measurement Framework Balanced Score Card Approach Kaplan & Norton Financial Reduce Cost Goals Improve Quality Of Service Customer In order to understand something you must look at it more then one way Innovation Internal Employ New Technology Improve Management Control Process Measures 8 Example Value Quality Performance Compliance 8

6 IT Balanced Scorecard Financial As customers how do we view the costs of it provision? Customer What do we as customers expect of IT provision? 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 Innovation Does our IT infrastructure enable us to continue to improve the business? 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 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 Internal What must our IT providers (internally) excel at? Service-oriented culture Skilled staff, bus. And IT expertise Efficiency of IT service provision Service delivery times Processing capacity Security Accountability of IT provision 9 Service Desk Balanced Scorecard Financial Customer As customers within the business, how do we view the costs of the Service Desk? What do we as customers within the business expect of the Service Desk? Innovation Internal Does our Service Desk enable us to continue to improve the business? What must our Service Desk excel at? 10

7 Balanced Scorecard Service Desk Financial -ability to control Service Desk Costs -accuracy of Service Desk cost forecasts Customer -quality of Service Desk services -availability of Service Desk (in IT users perception) -compliance to SLAs -economy of Service Desk -value of Service Desk Innovation -competitiveness of Service Desk costs -costs of Service Desk -reliability of Service -restoration of service Desk - of Service -on-time service delivery Desk (defined by customer) -support of hands-on users -number of registered user complaints about IT Internal 11 -business productivity -service culture -flexibility -minimize MTTR -improvements in business turnover -reductions in business costs ascribable to Service Desk -number of business improvements initiated by or with help from the Service Desk -new ways to provide service -incident resolution -elapsed time for incidents -meeting SLA s -professionalism -percentage of 'first time right' Incident resolutions -time spent on resolution -incidents resolved within SLA s -treating customers with respect SERVICE DESK METRICS

8 Service Desk Telephony Statistics Statistic Use / Issue Average Speed of Answer Number inbound calls (Service Desk line) by analyst Number outbound calls (Service Desk line) by analyst Number of inbound/outbound personal line by analyst Good statistic to use for Service Level Monitoring staffing requirements Bad Statistic as it could drive analysts behavior Good for estimating staffing requirements Bad if it drives analyst behavior Good for estimating staffing requirements and Good - What number of calls are bypassing the process / personal calls? 13 Service Desk Telephony Statistics Statistic Use / Issue Average inbound talk time by analyst Average outbound talk time by analyst Average abandoned rate Comparison of inbound calls to number of incident tickets opened by analyst Good for estimating staffing requirements. Good for identifying trends and training opportunities Good for estimating staffing requirements Good Bad - Average can be misleading check by day of week, 30 minute time span Good Bad Trend should remain fairly constant. A serious incident could trigger one ticket with multiple incidents attached to the one ticket 14

9 Service Desk Incident Management Statistic Use / Issue First level resolution by priority and category Average time for incident resolution by priority and category Number of Service Level Breaches - overall Number of breaches by internal (OLA s) Number of breaches by external (UC s) Good statistic to initially move upward but should go down over time Good for staffing requirements, identifying training opportunities Bad if it drives analyst behavior Good for identifying Improvement opportunities and OLA opportunities if not in place Good - Identifies either a need for, a possible short fall in OLA s Good - Identifies a possible shortfall in the vendor contract 15 Service Desk Incident Management Statistic Use / Issue Most common incidents by category, type, and item Cost per incident Incidents logged by those other than the Service Desk Customer Satisfaction Good for raising problem alerts. Possible incidents resolutions to automate. Helps identify training opportunities in the business. Bad because of poor categorization Good - Can be used to benchmark. Bad - Often poorly calculated Good - Identifies areas where customers are bypassing the process 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 16

10 Service Desk Request Fulfillment Statistic Number of service requests Use / Issue Good for input into staffing requirements Requests fulfilled by the Service Desk Requests fulfilled by the Service Desk within Service Level Targets Good input into staffing needs Bad doesn t provide information on requests filled by other groups Good on ability of the Service Desk to fulfill requests Bad doesn t provide metrics on requests filled outside of the Service Desk 17 Service Desk Quality Assurance Statistic Use / Issue Number of incidents incorrectly escalated Number of tickets reopened / reclassified Number of Requests for Change raised Number of Problem Alerts raised Quality review of incident description, prioritization, categorization and resolution descriptions Good - Identifies Service Desk training opportunities Good - Identifies Service Desk training opportunities Good - Helps identify Service Desk activities which is important for staffing decisions Good - Helps identify Service Desk activities which is important for staffing decisions Good - Identifies Service Desk and Nth level support training opportunities 18

11 From Strategies To Measures What is our vision? Strategy Goals & Objectives What will success mean from these perspectives? Financial Perspective Customer Perspective Internal Perspective Innovation & Learning Perspective What are the and critical success factors? What are the KPIs? What are the critical metrics and measures? 19 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' 20

12 Maturity Level Measurement Advice Measurements should induce the parts to do what is good for the whole, and measurements should direct managers to those parts that 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 21 The Deming Cycle Continual quality control and consolidation ACT CHECK PLAN DO Plan Do Check Act Project Plan Project Audit New Actions Business IT Alignment Effective Quality Improvement Consolidation of the level reached (i.e.: baseline) Timescale

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