Helpdesk Changes: Earlier Situation
Some statistics – “Average Week”
“Average week”: 600 calls
– Answered “first time”: 215
– Escalated: 160 by design (eg, EDMS), 225 unresolved to Level 2
– Figures correspond to expected performance at the contract level
User perceptions
“Helpdesk not functioning”
– Translates into: “support chain not working”,
because users typically refer to the “entry point” (Helpdesk)
Call avoidance
– User strategies: ask a colleague, email a friend, call Helpdesk
– Comparison with industry (Gartner Group):
Industry: 1-2 calls per month and desktop
CERN: 0.3-0.6 calls per month and desktop
Helpdesk Changes: Earlier Situation
CALL DETAILS
First-time answer Forwarded to support lines Total
"Simple" Other EDMS Local Printer IT-US
129 86 51 111 69 154 600
"Simple": passwords (60%), quota (30%), documentation, directions
Other: mostly "How to …" (eg, set/change mail forwarding)
Local: HW/SW issues of all kind for desktops and portables
Printer: 50% HW, 50% toner
IT-US: about 35% registration, 15% file reloads, 25% mail/Web
Helpdesk Changes: Objectives
Objectives
Increase first-time problem resolution (as seen by the users) from
“20%” to 80%, reach user satisfaction level of 75%
– Higher skills at Helpdesk
– Extend time (now 10’) to find a solution at first call
– Improved procedures: close open loops with service providers
(information), quality assurance of replies, ticket flow (user wants
a problem solution),
– “Manager on Duty”: responsible to the user for problem resolution,
quality assurance, user information (Zephyr, Web content, service
status), link between users and service providers
– Better tools: content of, and access to, knowledge database
(Q&As), automated support actions (quota?)
Helpdesk Changes: Getting There
Reaching the objectives
Information gathering
– Shifts with Helpdesk
– Industry comparisons
– Helpdesk backing up
Analyze findings
– Shifts with Helpdesk (Feedback given to Helpdesk): communication,
“personal” approaches, training, user expectations, working conditions
– Industry comparisons: somewhat difficult Remedy tickets “domain
oriented” (eg, mail, Web), industry uses Gartner Group categories (“How
to”, “Break/Fix”), data mining done
– “Helpdesk backing up”: during 2 weeks Helpdesk backed up with one
staff from IT-US: jump in first-call resolution observed
Redesign model
– “Backing up Helpdesk” most promising, confirmed by in-depth test
during May 2002
Helpdesk Changes: Manager on Duty
New Role: “Manager on Duty” (MoD)
Tasks
Acts for established services as the link between users and service
providers
For the user the MoD is the person responsible for resolving incidents
Quality assurance of replies to users
Services log, weekly reports and service statistics, operational
procedures for First-line support service
Responsible for user information: instant messages (Zephyr), News,
validity of information on the divisional Web pages, “Services Status
Board”
Services Status Board: status of services, incidents, and scheduled and
unscheduled service changes. Service providers will communicate
service changes to MoD.
Collaboration and coordination with service providers on service
changes.