mod by xiaoyounan


									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
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
       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
       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

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