Creating a Proactive Desktop Model: Breaking out of the

Creating a Proactive Desktop Model:
Breaking out of the Reactive Grind
Rae Ann Bruno
rbruno@businesssolutionstraining.com
@raeannbruno
What Causes Reactivity
Shoulder
taps
Verbal
escalations
Last minute
office moves
Desktop
Technician
Little notice
for new hires
Project Work
Unnecessary
escalations
Unplanned
outages
KAHOOT.IT
1. Go to: Kahoot.it
2. Type the pin
Number
3. Type your
nickname
4. Wait for the
question!
High Level Check List
 Assess current workload complexion
 Review current ticket management
Aging tickets
Time in queue
OLA compliance
 Measure unplanned work on daily basis for each
technician
 Identify what should not come to desktop team
 Develop useful trending reports
 Ensure all work is documented
High Level Goals
• Understand routine requests and the time it takes to
complete them
• Automate, deflect, and simplify whatever you can
• Identify areas for process improvement and
efficiency gains and define, document, and
communicate procedures.
• Measure and monitor adherence
• Educate, communicate, quantify, and continually
improve
Getting Started
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Know what's happening today (baseline).
What is our workload?
What are our responsibilities?
What consistently “steals” our time?
What are we learning from trending? (e.g. Top 10
reports, requests, incidents)
• Quantify project work
• What is within our control?
• What can we leverage (e.g. Service Catalog)?
Getting Started
Assess
What we learn or what it impact
How much time does it take?
• Estimations
• Staffing
• Expectation setting (response, resolution)
What are we learning at the last minute?
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Where are processes being bypassed?
• Are we setting unrealistic expectations (or
not setting expectations)?
• Are our processes supported?
• Are our processes and procedures
communicated/understood?
Was it planned or an afterthought?
Was this avoidable?
Do processes need to be changed?
Are there assumptions or misconceptions
about our responsibilities/time
commitments?
Getting Started
Assess
What we Learn or Actions we can
take
Where are we consistent?
• Establish and communicate targets
• Add it to the Service Catalog
What is first level resolvable?
• Train first level
• Create knowledge articles
• Build templates, troubleshooting steps,
etc.
• “Shift left”
What is avoidable?
• Understand cause of last minute requests
and “time stealers”
• Fix the process, communicate, help to
facilitate a culture change
Examples of What to Assess
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% of tickets logged
Channels used for entering tickets
Top 10 Requests
Top 10 incidents
Average time to begin working ticket (WIP)
Average time to resolution
% of first level resolvable tickets
% resolved by using remote assistance
Aging tickets
Tickets that have been bounced back and forth between teams
Redundant efforts and wasted times
Quantity of Verbal escalations
Breakdown of Ticket types
Breakdown of Time Spent
Source: HDI 2015 Desktop Practices and Salary Report
Factors for Increasing Ticket Volume
Source: HDI 2015 Desktop Practices and Salary Report
Factors for Decreasing Ticket Volume
Source: HDI 2015 Desktop Practices and Salary Report
Moving Toward Mostly Proactive
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Automation
Increase in Self-Help Options
Time Tracking (quantifying work effort)
Standardizing timeframes
RACIs
OLAs
Service Catalog
Minimize unnecessary escalations
Gain control over process bypasses
– Service Catalog ideas
– Executive Support
• Publishing or communicating response and resolution times
Gaining Efficiencies
• Streamline efforts:
– Identify and eliminate unnecessary steps
– Eliminate redundancy
– Automate
• Measure consistently and regularly
• Include, assess, and improve within:
– Processes (RACI, execution of steps)
– Training
– Continual Efforts
• Meetings
• Post Mortems
• Issues
RACI
Responsible
Accountable
Consulted
Informed
Improving Processes
• Gaining Process Efficiencies
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Look across entire Time it takes at each level
Monitor accuracy of categorization
Create tickets for Should taps or contacts outside of the service desk
Ensure Contact information and location information is verified and
correct
Monitor Expectation setting and follow through
Scripts, templates, knowledge articles
Coach when categories, prioritization, ticket documentation, or
knowledge articles needed to be corrected
Look for ways to eliminate wasted time
Create a culture of collaboration, shared responsibility, and self
regulation and improvement (e.g. Peer reviews)
Example of Process Improvement?


HDI 2014 Desktop Practices & Salary Guide
What % of tickets did the
support center close when
using remote assistance?
What % of the tickets that
Desktop closed with remote
support, could have been
closed at first level?
Shift Left - What’s in it for me?
Level 1
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Empowered
Better at my job
Increased confidence
Know what to ask/do
Better time management
Higher FCR
Better Respected
Improved credibility
More time to focus on customer
experience
• Recognized for skills/advancement
Escalated Tiers
• Fewer unnecessary escalations
• Eliminates redundant steps
• Can move forward toward
resolution more quickly
• Reduction in wasted time
• Better prepared
• More time for projects, etc.
• Able to use problem solving
skills for complex issues
• Real Problem Management
Score Cards for Tickets
Source: Emory Healthcare Incident scorecard
Peer Review
• Are resolution steps documented?
• Were status updates added throughout
the life of the ticket?
• Will you be able to follow these steps to
resolution in the future?
• Were the categories updated to reflect
correct categorization?
Peer Ticket Review
Level 1 Assesses:
• Does knowledge article, script or
template exist? If no, were they
created in response to escalation?
• Was resource available through
instant messaging (if designated
to be available)?
• Were notes added to the ticket by
escalated tier?
• Were mistakes corrected (e.g.
categorization)
• Was there follow up
communication or knowledge
transfer?
Resolver Teams Assess:
• Were troubleshooting steps
documented in work log?
• Was it correctly categorized?
• First level resolvable?
• Was correct script, template, or
knowledge article used? If yes,
were steps followed correctly?
• Was sufficient information
collected and provided?
• Were customer expectations set
appropriately?
• Was it escalated in timely
manner?
Record Feedback
Current
Expectations/Perceptions
Serv/Pdcts
Cm
Action
Chg
Desktop
Desktop Support asks me the
CHG
Cross train/perform rotations to
Support
same questions the Service
make sure Service Desk is
Desk asked me. Can’t they
getting all information DS needs
talk to each other?
to have and documents it in the
ticket. If not complete, DS can
let user know what he already
knows, and start with new
questions.
Desktop
It takes them a long time to
CM
Have SD communicate service
Support
get to my desk from the time I
level targets before hanging up
call the Service Desk.
with user.
Ways to Manage Expectations
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SLAs, OLAs, Ucs
Service Catalog
Processes – Incident, Problem. Change, Request
Fulfillment (using Service Catalog)
Marketing Plan/techniques
Communication Plan
Automate Routine Requests
Source: UC Davis and University of CA, Santa Cruz service catalogs
Service Catalog
Trending
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Volume of Service Requests, Incidents, Project tasks
Deployment status
Exceptions (individual, team, and organizational)
Top 10 types
Work effort
Time to “in progress” and Time to resolution (compare)
Work effort by location, users, services, divisions, etc.
% of volume that bypasses channels (shoulder taps)
Call deflection
Ideas to Leverage
• “Rounds” – proactively looking for unreported needs
• Calls to “frequent flyers”
• “Road Shows” – cafeteria, departments
– Service Catalog Road Show
• Monitor usage and proactively replace hardware before
needed
• Update and expand services in Service Catalog
– Status Info
– What’s New
– Request Fulfillment
• Follow up (e.g. spot checks)
• Give the team a voice – make them part of the solution
Must Haves
• A minimum of 80% logged tickets (shoulder taps included)
– An understanding of work complexion and volume
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Operational Level Agreements (OLAs)
REAL executive and managerial support
A way to measure “work effort”
A break down of travel time
Good (and accurate) categorization
Quality scoring
Trending
A way to compare skills sets and work habits across your
team.
Trending & Continual Improvement
Assess
Measure
Improve
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Complexion of tickets (Volume, services, channels, etc.)
Accuracy
Time
Quality
Adherence
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Open tickets
Incidents vs Service Requests
Cost per ticket
Cost of service
Performance
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Deflect
Automate
Eliminate duplicate efforts
Optimize
Educate
Summary
• You can’t become proactive without understanding
what is making your team reactive.
• Measuring work effort and time involvement of
desktop personnel is a necessity
• It is vital to log shoulder taps and all work
• Operational level agreements help your team,
support as a whole, and your customers.
• True acceptance and support of processes by
management is vital (so that they don’t make
bypassing the processes acceptable).
Rae Ann Bruno:
BusinessSolutionsTraining.com
rbruno@businesssolutionstraining.com
@raeannbruno
https://www.linkedin.com/pub/rae-ann-bruno/0/395/99b
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