A Guide To Service Desk Concepts, Fourth Edition

A Guide to Service Desk Concepts,
Fourth Edition
Chapter 1
Introduction to Service Desk
Concepts
Chapter 1
Objectives
In this chapter you will learn:
The evolution of technical support
The evolution of the service desk within a
technical support department
The components of a successful service desk
Why customer service is the bottom line for
service desks
Chapter 1
Introduction
Technology dependence results in an enormous
challenge: supporting technology users
The service desk provides that support
Service desk a single point of contact within a
company for managing customer incidents and
service requests
Support demand + a shortage of information
technology (IT) professionals = tremendous
career opportunity in the field of customer
service and technical support
Chapter 1
Evolution of Technical Support
Chapter 1

Technical support the wide range of services
that enable people and companies to effectively
use information technology
Part of total cost of ownership (TCO)
Customer support services that help a

customer understand and benefit from a
products capabilities by answering questions,
solving problems, and providing training
Customers buy products or services.
Users consume products or services.
Chapter 1
Figure 1-2
Chapter 1
Figure 1-2
Chapter 1
Mid 1990s organizations worldwide began adopting the IT

Infrastructure Library (ITIL ) - a set of best practices for IT
service management
Best practice a proven way of completing a task to produce a
near optimum result
Proven over time through experience and research
Works for a large number and variety of people and organizations
IT service management (ITSM) a discipline for managing IT

services that focuses on
The quality of IT services
The relationship IT service provider has with its customers
A service is a means of delivering value to customers by facilitating

outcomes customers want to achieve without the ownership of
specific costs and risks (ITIL definition)
An IT service is based on the use of information technology and
supports business processes of the IT service providers customers
Chapter 1

ITIL considers technical and customer support vitally
important and introduced the concept of the service desk
The service desk has a broader scope of responsibility than a
help desk and handles
Incidents
Service requests
Communication with customers
Incident an unplanned interruption to an IT service or a

reduction in the quality of an IT service (ITIL definition)
Historically, such unplanned events were referred to as
problems
ITIL defines problem as - the cause of one or more incidents
Service request a request from a user for information,
advice, or a standard change
Chapter 1

The technical support services a company delivers, how
and by whom, vary according to:
Company size
Company goals
Customer expectations
Some companies deliver technical support informally

Most take a more formal approach
A help desk or service desk:
Enables the company to maximize its technical resources
Ensures that people providing support services have the
required skills
Users may turn to peer-to-peer support.
Peer-to-peer support has pros and cons.
Chapter 1
10
Evolution from Help Desk to

Service Desk
Chapter 1
11
Evolution from Help Desk to Service

Desk
Late 1970s help desk originally established
simply to screen calls
In time, help desk began to
Answer simple questions and resolve problems
Take on additional activities (pg. 12)
1980s some organizations began to outsource

help desk
1990s companies recognized that an efficient and
effective help desk could positively affect the
companys bottom line
Chapter 1
12

Desk
World class - a
company that has
achieved and
sustains high levels
of customer
satisfaction
Best-in-class a
company that is the
finest in its industry
peer group
Characteristics of a world class he
Chapter 1
Figure 1-3
13

Desk
Mid 1990s companies began adopting ITIL and
the service desk concept
Late 1990s companies began realizing benefits of
technologies such as
Incident management systems
Remote control and diagnostic systems
The Web
Service desks began to use technology to perform

tasks historically performed by other support groups
Proactive network monitoring
System and network administration tasks
Chapter 1
14

Desk
Technology enabled service desks to:
Streamline and automate key processes
Empower users to help themselves
Self-help services free up the time analysts need to

develop the skills needed to support technology
innovations taking hold during the 2000s and 2010s
Mobile computing
Cloud computing
Bring your own device (BYOD)
Desktop virtualization
Chapter 1
15

Desk
Todays customers expect to be offered a variety
of ways to obtain support
Todays service desks offer various channels
routes of communication to and from the service
desk
The telephone
Voice mail
E-mail
Web-based options such as self-help and chat
Chapter 1
16

Desk
2010s - service desk analysts must
Develop the skills needed to support a more complex
environment
Become skilled at working with vendors to isolate and
determine the root cause of incidents and problems
Remotely handle responsibilities previously handled
by field services (desktop support)
Become more skilled at supporting mobile devices
and at handling security- and connectivity-related
issues
Support users who expect access to information at
any time and in any place
Chapter 1
17

Desk
2010s - Reactive service desks are becoming less effective

Service desks must put in place policies and processes aimed at
proactively meeting the business strategic needs
Companies are in varying stages of this transition from reactive help
desk to proactive service desk
Companies adopting a more proactive approach are taking steps to
Enhance customer self-sufficiency
Prevent incidents
These companies are responding to service desk industry trends

(discussed in Chapter 8) that are determining
The direction in which the service desk industry is heading
The opportunities available to people pursuing a service desk career
As with technical support services, the role of the service desk

varies based on the companys size, goals, and customers
expectations
Chapter 1
18
Components of a Successful
Service Desk
Chapter 1
19
Components of a Successful Service

Desk
Many factors influence how
customers perceive the
service desk
Companies must constantly
monitor and manage
Their level of service
Four critical components

must be considered
People
Processes
Technology
Information
Figure 1-4
Chapter 1
20
People
The first and most important component
The staff and structure put in place within a company or
department to support customers by performing processes
Part of a multi-level support structure
Service desk level one or tier one the initial point of
contact for customers when they have an incident or service
request
Level one attempts to handle as many contacts or questions,
incidents, and service requests as possible to ensure
Economical use of a companys resources
Customer satisfaction as solutions are delivered more quickly
Chapter 1
21
People
Service desk team must promote and enforce privacy,
security, and computer usage policies
Ethics the rules and standards that govern the
conduct of a person or group of people
Such rules and standards dictate, or provide guidance,
about what is considered right and wrong behavior
Ethical behavior conduct that conforms to generally
accepted or stated principles of right and wrong
A department or companys policies dictate what is right
and wrong behavior
Governance ensures that the policies and processes
that drive right and wrong behavior are put in place and
are correctly followed
Chapter 1
22
People
Service desks must continually align themselves with
Business goals
Policies aimed at gaining and keeping customer loyalty
Companies need people who have the right mix of skills

(discussed in Chapter 3):
Business skills
Technical skills
Soft skills
Self-management skills
Satisfying customers requires human qualities such as

empathy, patience and persistence
Successful service desks hire and train people who have
good soft skills, enjoy working with customers, and like
helping others solve problems
The most service-oriented companies try to ensure employee

satisfaction as well as customer satisfaction.
Chapter 1
23
Processes
The next important component of a successful
service desk
Processes determine the procedures people follow
relative to their specific area of the business
Process a collection of interrelated work activities
that take a set of specific inputs and produce a set
of specific outputs that are of value to a customer
Procedure a step-by-step, detailed set of
instructions that describes how to perform the tasks
in a process
Chapter 1
24
Processes
Common service desk processes (discussed in Chapter 4)
include
Incident management
Request fulfillment
Access management
Service level management
The rigorous, consistent use of processes leads to customer

confidence, employee satisfaction, and process improvement
Today, it is not enough to do things right; companies must do
the right things right
Processes must be continuously fine-tuned and occasionally
redesigned to ensure that customers ever-rising expectations
are met
Chapter 1
25
Technology
The third integrated component
The tools and systems people use to do their work
Includes the data collection systems, monitoring
systems, and reporting mechanisms that employees
and managers use to perform processes
Successful service desks use technology to capture,
store, and deliver the information needed to satisfy
the needs of both its customers and the company
Chapter 1
26
Technology
Common service desk tools (discussed in Chapter 5) include:

Knowledge management systems
Self-service systems
Telephone systems
Web-based systems
Many companies require job candidates meet predefined

computer literacy standards
On-the-job training focuses on the specific tools the company
uses
The most successful people in a service desk combine
business, soft, and self-management skills with proficiency at
using the companys tools
Chapter 1
27
Information
The fourth integrated component is information data that is
organized in a meaningful way
People need information to do their work
Management needs information to control, measure, and
continually improve processes
Tools and technology are useless if they do not provide and
produce meaningful information
The data people collect becomes information that is used to
Track outstanding incidents and service requests
Measure individuals performance, the overall performance of
the service desk, and customer satisfaction
Failing to record events and activities accurately and

completely can have negative results for the department or
company, the service desk, and the service desk employee
Chapter 1
28
Customer Service
The Bottom Line
High-quality customer service is the goal of every
customer-oriented company or department
Customer service ensuring customers receive
maximum value for the products or services they
purchase
Value the perceived worth, usefulness, or
importance of a product or service to the customer
Customers definitions of value are influenced by
every service encounter they experience
Every contact a customer has with a service desk is
an opportunity for the company to enhance its
customer service image
Chapter 1
29
Customer Service
The Bottom Line
Customer service does not mean giving customers everything they

ask for, whenever they ask for it
Managing customer expectations leads to customer satisfaction
Customer satisfaction the difference between how a customer
expects to be treated and how the customer perceives he or she
was treated
Managing expectations involves communicating what the service
desk can and cannot do to meet customer needs, given available
resources
Service desks that do no manage customer expectations may:
Promise more than it can deliver

Deliver more than it promises, which raises the bar
Promise one thing and deliver something else
Not promise anything specific, leaving the customer to set expectations
Any of these scenarios may lead to customer dissatisfaction

Chapter 1
30
Customer Service
The Bottom Line
Companies that provide world class customer service
work diligently to determine what services are important
to their customers and how customers expect services to
be delivered
These companies are gaining market share and
increasing the size of their client base by delivering
superior customer service and support before and after
the customer purchases or uses a product
Customers increasingly use customer service to
differentiate companies and products, leading to an everincreasing demand for quality service
Establishing a responsive, competent service desk is no
longer an option; it is a critical factor for success
Chapter 1
31
Summary
A vastly increased dependence on computing
technology has created a tremendous demand for
technical support
A well thought-out and properly implemented service
desk provides a primary mechanism for measuring
and managing the delivery of technical and
customer support services to customers
People, processes, technology, and information are
the tightly integrated components that contribute to
the success of a service desk
High-quality customer service is the goal of every
customer-oriented company or department
Chapter 1
32
A Guide to Service Desk

Concepts, Fourth Edition
Chapter 2
Service Desk Operations
33
Objectives
Different types of
customer service and
support organizations
Components of a service
desk mission
Role and operation of
internal service desks
Role and operation of
external service desks
How size influences a
service desks operation
Benefits and challenges

of centralized and
decentralized service
desks
Benefits and challenges
of managing a service
desk as a cost center or
a profit center
Role of outsourcing in the
support industry
How the service desk
model is evolving
34
Types of Customer Service and

Support Organizations
Customer service and support organizations exist to
ensure customer satisfaction
The specific services offered and the operating
characteristics such as type, size, and structure vary,
depending on the needs of the customers
Understanding these characteristics will enable you to seek out opportunities
that align with your career goals and broaden your resume.
Types of customer service and support organizations

include:
Call centers
Contact centers
Help desks
Service desks
35
Types of Customer Service and

Support Organizations
The service desk:
Plays a critical role
May be the only contact that a technology user
has with an IT organization
Cannot function independently
Must build positive working relationships with
other parts of the organization
Is often structured in a multi-level support
model
36
Multi-level Support Model

The service desk refers incidents it cannot
resolve to the appropriate internal group,
external vendor, or subject matter expert
37
Service Desk Mission

Service desks can fall prey to the all things to all
people syndrome without a clearly defined mission
Service desk mission a written statement that
describes:
The customers the service desk serves
The types of services the service desk provides
How the service desk delivers those services
Two principal types of service desks are:

Internal service desks
External service desks
38
Service Desk Mission

Internal service desk
supports
employees who
work at its company
External service
desk supports
people who buy a
companys products
and services
39
Internal Service Desks

Historically, IT departments focused solely on
technology and on ensuring systems were up and
running
IT departments are now being challenged to function
as an internal service provider
IT must:
Supply competitively priced services
Acknowledge that it is a customer service
organization and provide a high level of service to its
customers
The IT service desk provides company employees a

single point of contact within the IT department
40

Most IT service desks:
Strive to resolve a high percentage of reported
incidents at the first point of contact
Take ownership of incidents, whether or not they
can resolve them
Additional service desk activities include:

Training
Network and system administration
Request fulfillment
41

Some internal service desks operate very informally
Others have very formal processes and require users to
follow clearly defined procedures to obtain services
Some have Service Level Agreements (SLAs) with
their customers
SLAs:
Help set customer expectations
Enable the service desk to know its limits
Help build and manage the relationship between an
internal IT service provider and its customers
Help balance customer demands with the costs associated
with meeting those demands
SLAs are agreements, not legally binding contracts.
42
External Service Desks

External service desks support customers who buy
their companys products and services
Services provided:
Vary by industry and by the role of the service desk
May include pre- and post-sales support
External service desks contribute to corporate

growth and profitability by:
Capturing and sharing customer feedback with
other groups
Building customer relationships
Many companies use customer relationship management
programs in an effort to serve their customers better.
43
Sizes of Service Desks

Service desks range in size from small to large
The size of a service desk is determined by
Its mission
The scope of its responsibilities
Small service desks have anywhere from one to 10

people on staff
Large service desks vary in size, depending on
whether they are internal or external
Large internal service desks have more than 25
people on staff, whereas large external service
desks can have as many as several hundred people
Medium service desks have between 10 and 25 people and

can take on the characteristics of both small and large
service desks
44
Small Service Desks
45
Small Service Desks

Pros
Cons
Can be gratifying to
people who are
Tend to be peopledependent
Highly motivated
Organized
Capable of managing stress
Enables people to get to

know their customers and
understand their needs
Offer the opportunity to
perform a diversity of
tasks and assemble a
broad base of skills
May be affected when

people leave or are out
May find it difficult to

provide adequate training
May not have tools that
enable them to capture
knowledge and
information
Tend to be more informal
46
Large Service Desks
47
Large Service Desks

Pros
Enable people to work in
a team setting
Offer training and
advancement
opportunities
Offer people the
opportunity to specialize,
or, to be a generalist
Expose people to many
tools and best practices
Cons
May lack the discipline
that a larger work
force needs
Or, may be extremely
performance oriented
Can be stressful
48
Service Desk Structures

Centralized service desk
Options include:
Locate all analysts in a single location
Use technology to establish a virtual service desk
Decentralized service desks

Options include:
Local service desks
Regional service desks
Follow the sun
49
Centrally Decentralized
Service Desks
Often used by large companies
Combines a single, central service desk with multiple,
specialized service desks
Customers contact the central service desk first
If necessary, tools and processes are used to
seamlessly transfer the customer to the appropriate
specialized service desk
Customers do not have to determine what service desk
to call
Individual service desks can focus on their specific scope
of responsibility
Triage is used to determine a customers need and route
him or her to the appropriate support group
50
Service Desks as Cost Centers or

Profit Centers
Service desks can cost companies a
considerable amount of money
Regardless of size or structure, service desks
need many resources
Service desks may be run as cost centers or as
profit centers to pay for expenses
51
Service Desk Expenses
52
Service Desks as Cost Centers

Cost center budget items required to run the service
desk are considered a cost (or expense) to the company
Main objective is typically to minimize and eliminate
expenses
Can result in hidden costs
Lost productivity
Peer-to-peer support
Reduces the need to:

Track expenses in a detailed manner
Market services and generate new customers
To control costs, many services desk limit service

Support only certain products
Limit their hours
53
Service Desks as Profit Centers
Profit center the service desk must cover its expenses and,
perhaps, make a profit by charging a fee
Fee is often based on the companys actual cost to provide the
services, plus a reasonable profit margin
Internal service desks often establish the service desk as an
overhead expense
Each department is assessed a fee based on its need for services
Fee might cover standard services
Departments can opt to pay for additional premium services
External service desks often establish detailed pricing structures

that allow customers to choose
Free services
Fee-based standard services
Premium services
54
Service Desks as Cost Centers or

Profit Centers
Both are under increasing pressure to
Analyze and control their costs
Market the value of their services
Charge a premium for customized services
Without alienating customers
Requires each person appreciate that his or her
actions contribute to the companys bottom line
55
Service Desk Outsourcing

Outsourcing having service provided by an
outside supplier
Outsourcing is a business sourcing strategy that
may be used to:
Reduce costs
Make more efficient use of resources
Enable existing resources to focus on the primary
purpose (core competency) of the business
Contracts are typically used to determine the
services that a supplier will provide
56

Early engagements often failed
Companies didnt understand their internal costs
Thought they could wash their hands of servicerelated problems
Didnt understand that outsourcing adds another
layer of complexity to the situation
Is not an all or nothing business strategy

Is not a permanent strategy
57
58
59
60

Engagements are now more successful
Companies better understand how to negotiate
and monitor contracts
Suppliers now monitor contact volumes and
proactively notify companies if contact volume is
Higher than usual
Approaching a predefined threshold
Many suppliers are offering incident prevention

services (e.g., trend analysis and reporting)
61
The Service Desk Supplier Role

Suppliers offer a variety of services
Charges to customers vary
Frequently suppliers are paid for performance
Measurable indicators are spelled out in contracts
Supplier employees must keep records of time and effort

Records are used to create customer invoices and
measure employee performance
Success and profitability are based on the quality of
services staff delivers
Many suppliers carefully screen applicants and provide
extensive training
Companies that outsource now understand they must

rigorously measure and manage suppliers performance
62
The Service Desk Model

Companies are consolidating support services
From multiple decentralized help desks to fewer help
desks or a single, centralized help desk
From help desks into service desks
Fueled by the number of companies adopting ITIL

ITIL views the service desk as vitally important
Provides guidance on how to ensure the service desk
delivers value
Describes how to make the service desk an attractive
place to work and retain people with the needed
experience and skills
63

Companies are moving customer-related transactions
into the service desk
Provides customers a single point of contact
Enables the service desk to
Deliver a broader set of services

Deliver faster service
Streamline processes by reducing handoffs
Reduce costs
Avoid engaging level two and level three groups
unnecessarily
Deliver services more efficiently and cost-effectively to
customers
Technology is enabling further consolidation

64
65
Service desk industry is growing and changing

One size does not fit all
Many types and sizes of service desks exist
People entering the industry can choose from a
range of opportunities
More service desk-related classes are available,
opportunities are growing
Service desk positions are available around the
world
66
Summary
Underlying purpose of customer service and support organizations

is the same from one organization to the next ensure customer
satisfaction
Services offered and operating characteristics such as type, size,
and structure vary, depending on the needs of the company and its
customers
Call centers, contact centers, help desks and service desks are all
examples of customer service and support organizations
Help desks and service desks tend to handle technology-oriented
incidents and questions
Service desks have a broader scope of responsibility
Also handle service requests and communications with customers
Customers contact service desks using a variety of channels,

including the telephone, e-mail, and the Web
67
Summary
Two principal service desk types are internal and
external
Within these two categories
Some organizations are small, others large
Some centralized, others decentralized
Some are run as cost centers, others as profit centers
All have strengths and all have challenges

All require different skills
People who consider these strengths and challenges
can determine the type of service desk opportunities that
Support their career goals
Enable them to broaden their resume
68
Summary
Service desk outsourcing is a common practice
Outsourcing is a complex partnership aimed at
enabling companies to focus on their mission,
expand their services, and contain costs
The success and profitability of a supplier is
based on the quality of its services
Suppliers carefully screen applicants and provide
extensive training
69
Summary
Companies worldwide are
Consolidating support services
Evolving help desks into service desks
Trend is fueled by the number of companies

adopting ITIL
Service desk model challenges managers
throughout the company to move transactions that
directly involve customers into the service desk
Technology is enabling further consolidation
End result is that companies can
Deliver services more efficiently and effectively
Increase customer satisfaction
70

Chapter 3
The People Component: Service
Desk Roles and Responsibilities
Chapter 3
71
Objectives
The principal service desk job categories
The skills required to be a successful front-line
service provider
The management opportunities within the
service desk
The supporting roles within the service desk
The characteristics of a successful team
Chapter 3
72
Introduction
People in service desks play a variety of roles
Principal roles directly support customers and ensure their
satisfaction
Front-line service providers
Service desk management personnel
Supporting roles provide less direct customer support

Each role is important and requires a specific set of skills
Service desks size and structure reflect
Roles and responsibilities
Advancement opportunities within and beyond the service
desk
A companys commitment to customer satisfaction and
willingness to invest in the service desk
Chapter 3
73
Introduction
To have a successful career you must
Continuously assess your skills

Continuously develop new skills
Contribute to the service desk team
Value other team members contributions
Possess a sincere desire to satisfy customers
and contribute to the service desks goals
Chapter 3
74
Principal Job Categories

Two principal job categories are common throughout the
support industry
Management personnel
Front-line service providers:

Interact directly with customers
Are crucial to the service desks success
Influence customers opinions of the entire company or
department
Types of front-line service providers include

Dispatchers
Level one analysts
Level one specialists
Chapter 3
75
Sample Service Desk Organization

Chart
Figure 3-1
Chapter 3
76
Front-Line Service Provider

Responsibilities
Job responsibilities (see pages 8081)
correspond to:
The responsibilities of the service desk
The processes performed by the service desk
Professional responsibilities (see pages 8182)

Reflect how members of the service desk team
are expected to conduct their job responsibilities
Chapter 3
77
Required Skills
Companies look for people who:
Genuinely enjoy helping other people
Work well with others
Training is used to develop needed technical or

customer service skills
Required skills include
Business skills
Technical skills
Soft skills
Chapter 3
78
Business Skills
Business skills the ability to understand and
speak the language of business and the ability to
analyze and solve business problems
Industry knowledge skills that are unique to the
industry or profession the service desk supports
Service industry knowledge skills that are specific
to the customer service and support industry
Understanding the importance of meeting customers
needs
Knowing how to manage customer expectations
Chapter 3
79
Business Skills
Business skills are useful in any profession
Skills will grow as you
Acquire education and experience
Observe the activities that occur where you work
Basic skills needed include

Understanding and speaking the language of business
Analyzing and solving business problems
Using data to analyze trends and quantify improvement
opportunities
Understanding how to develop cost-effective solutions that
benefit the business
Learning to develop and make presentations
Communicating the benefits of ideas in financial terms
Chapter 3
80
Business Skills
Most employers do not expect employees new to the
workforce to have fully developed business skills
They do expect
Employees to understand the role they play in achieving
business goals
Senior technical professionals to hone and use business
skills to quantify proposed projects. Techniques include
Cost benefit analysis compares the costs and
benefits of two or more potential solutions to determine
an optimum solution
Return on investment (ROI) - measures the total
financial benefit derived from an investment and then
compares it with the total cost of the project
Chapter 3
81
Sample Costs
and Benefits
Figure 3-3
ROI Calculation
Figure 3-4
Chapter 3
83
Technical Skills
Technical skills the skills people need to use and
support the specific products and technologies the
service desk supports
Vary based on customers technical needs
Computer literacy skills are expected
Even for entry-level positions
Knowledge of support technologies (e.g., telephone

systems, incident management systems, knowledge
management systems) is expected when candidates
have support industry experience
Most companies train people on their specific
systems
Chapter 3
84
Technical Skills
Ways used to assess candidates technical skills
include
Education
Certification
Asking questions
Testing
Problem solving
Chapter 3
85
Soft Skills
Soft skills the qualities that people need to
deliver great service
Active listening
Verbal skills
Customer service skills
Problem-solving skills
Temperament
Teamwork skills
Writing skills
Chapter 3
86
Soft Skills
Recognized as the most basic and important skills
required
Knowing how to get along with people and
displaying a positive attitude are crucial for success
Enable companies to be competitive and enable
people to
Be productive
Avoid frustration
Enjoy working in the customer service and support
industry
Chapter 3
87
Soft Skills
Difficult to assess in interviews
Ways to assess candidates soft skills include
Role playing
Writing samples
Past experience
Testing
Certification
Chapter 3
88
Self-Management Skills
Self-management skills the skills people need to
complete their work effectively, feel job satisfaction,
and avoid frustration or burnout
Stress-management skills
Time-management skills
Organizational skills
Learning and knowledge acquisition skills
Difficult to assess during interviews

Employers may use techniques similar to those
used to assess soft skills
Require ongoing self-assessment
Chapter 3
89
Service Desk Management

Personnel
Size of service desk determines layers of
management required
Some front-line staff report directly to a manager
Some have team leaders or supervisors who
handle day-to-day operations
Managers focus on more strategic activities
such as planning, preparing budgets, and
improving service
Chapter 3
90
Service Desk Management

Personnel
Larger service desks may assign one or more
people to each manager position
In smaller service desks, a single person may
take over the duties associated with several
management positions
Senior Service Desk Manager
Service Desk Manager
Service Desk Supervisor or Team Leader
Chapter 3
91
Required Skills
Employers look for skills related to the
particular management position
Background in customer service

Long-range planning experience
Ability to manage a budget
Excellent communication skills
Ability to present information and ideas
Ability to manage processes (and possibly
help to design and implement processes)
Technical skills (but typically not at the same
detailed level as analysts and specialists)
92
Supporting Roles
Front-line and management staff rely on others for
Tools
Processes
Information
One person may perform a number of supporting

roles
A number of people may share responsibilities
Some service desks dedicate people to these roles
Some rotate analysts and specialists through these
roles
Supporting roles create a diversity of opportunity in
the service desk and help to retain valued people
Chapter 3
93
Sample Service Desk Organization

Chart with Supporting Roles
Figure 3-7
Chapter 3
94
Knowledge Management System

Administration
Knowledge management system (KMS) a set of tools and

databases used to store, manage, and present information
sources
Provides the information sources people need to make decisions
and complete their tasks
KMS databases may be referred to as knowledge bases or

known error databases
Known error a problem that has a documented root cause
and a workaround
Known errors are created and managed by the problem
management process
Knowledge management systems are created and managed by
the knowledge management process
Knowledge engineer (see page 98) develops and oversees
the knowledge management process and ensures that the
information contained in the knowledge management system is
accurate, complete, and current
Chapter 3
95
Network Monitoring
Network monitoring (see page 99) activities
that use tools to observe network performance
in an effort to minimize the impact of incidents
Network monitoring tools include remote
monitoring and network management systems
Level one analysts and specialists may use
these tools
Some companies establish a separate function
Chapter 3
96
Service Management and

Improvement
Service management and improvement
(see page 100) activities such as
Monitoring service desk performance
Identifying and overseeing improvements
Larger service desks may assign one or more

people to these tasks
Smaller service desks may have
management or staff perform on a part-time
basis
Service management and improvement are the hallmark of a world class
customer service and support organization. These companies understand the
adage you cant manage what you arent measuring.
Technical Support
Technical support (in the context of the service
desk, see page 101) - maintaining the hardware
and software systems used by the service desk
Larger service desks may have one or more
people provide technical support
Smaller service desks may have management
and staff perform on an as-needed basis
Some organizations have level two staff perform
some of these tasks or work with the service
desks technical support team
Chapter 3
98
Training
Some service desks rely on companys training
department
Some have a dedicated person or team
Represents formal training
In addition to daily cross-training and mentoring
Focuses on the special needs of the service desk team

Addresses the required business, technical, soft, and selfmanagement skills
Person or team may (see pages 101-102):

Develop programs
Work with other support groups to create programs
Acquire programs from commercial sources
Chapter 3
99
Characteristics of a Successful
Service Desk Team
Characteristics of a successful team, and of
successful team players, include
Ability to collaborate
Effective communication
Enhanced capability
Consensus sought and reached
Sense of commitment
Chapter 3
100
Summary
Service desks are rewarding and exciting
places to work and offer a variety of roles
Service desk management
Supporting roles
Primary service desk responsibilities are to

Provide a single point of contact
Deliver value to customers
Capture and distribute information
Chapter 3
101
Summary
Peoples job responsibilities correspond to the
service desks responsibilities
Professional responsibilities involve being
professional and ethical at all times
Required skills include
Business skills
Technical skills
Soft skills
Chapter 3
102
Summary
The size of a service desk determines
How many layers of management it requires
The supporting roles it has in place
All members of the service desk must work

as a team to meet their goals
No single person can know it all or do it all
In the support industry, the goal is clear:

satisfy the customer
Chapter 3
103

Chapter 4 Part 1
The Process Component: Service
Desk Processes and Procedures
Chapter 4 - Part 1
104
Objectives
The anatomy and evaluation of processes
How to use process frameworks and standards
The leading quality management frameworks and
standards
The leading IT service management frameworks and
standards
The most common processes used in service desks
Processes that support the service desk and enable
quality improvement
Why processes are important
Chapter 4 - Part 1
105
The Anatomy of Processes

Processes enable people to
Know the expected results of their efforts
Ensure their efforts are tied to business goals
Understanding an overall process enables

people to
Understand the importance of completing a
single task
Know the work they are doing is necessary
and valued
Know why they are doing that work
Chapter 4 - Part 1
106

Processes and procedures exist in every service
desk and in every business
Process a collection of interrelated work
activities that take a set of specific inputs and
produce a set of specific outputs that are of value
to the customer
Procedure a step-by-step, detailed set of
instructions that describes how to perform the
tasks in a process
Each task in a process has a procedure that
describes how to do that task
Processes define what tasks to do, procedures
describe how to do the tasks
Chapter 4 - Part 1
107
Figure 4-1
Chapter 4 - Part 1
108

Flowcharts are often used in business to
outline processes
Flowcharts show how tasks are
interconnected
Common flowchart symbols
On Page Connector
Task
Predefined process
Decision
No result
Yes result
Start/Stop
Chapter 4 - Part 1
109
Evolution of Processes
Concept originated in 1776 Adam Smith principle of
the division of labor
The same number of workers is more efficient and
productive when each performs one simple, specialized
task rather than all the tasks in a process
Todays workers are more educated and self-motivated

People are assigned greater responsibilities and
empowered to make decisions about how to do work
Workers complete all or most of the procedures
required to perform a process
At a minimum, they understand the overall process
(even if they dont complete all procedures)
Chapter 4 - Part 1
110
Evolution of Processes
Understanding the overall process enables workers to
See where their jobs fit into the process
See how their contributions works with those of others to
produce the desired result
Help eliminate bottlenecks and unnecessary tasks
Respond quickly to changing customer needs.
See how changing one procedure may affect the next
procedure
Workers greater understanding of processes also

means companies can use simpler processes which are
More efficient
Less prone to error
Less expensive
A strong business trend is to use business process management programs to
achieve simpler, more efficient, and more effective processes.
111
Using Process Frameworks and

Standards
Framework - a structure designed to enclose
something
A process framework
Describes best practices that can be used to define
and continually improve a given set of processes
Provides a common vocabulary organizations can use
when describing and executing processes
Standard a document that contains an agreedupon, repeatable way of doing something

Contains a formal specification
Lists mandatory controls an organization must have in
place to be certified
The International Organization for Standardization known as ISO is the
Worlds largest developer and publisher of international standards. 112

Standards
Frameworks
Standards
Describe best practices.
Define an agreed-upon
repeatable way of doing
something.
Provide guidance and

suggestions.
Define a formal specification.
Support organizations efforts Prescribe a minimum set of

to design and continually
practices organizations must
improve processes.
have in place to assure quality
processes.
Lack the mandatory controls List mandatory controls that
needed for an organization to an organization must have to
demonstrate compliance.
be certified.
Chapter 4 - Part 1
113

Standards
Types of frameworks and standards that IT
organizations may use to manage and support
information technology and continually improve
the quality of their services include:
Quality management and improvement

IT service management
IT governance
Project management
The service desk plays an important role in

quality management and IT service management
Chapter 4 - Part 1
114
Quality Management and

Improvement Frameworks and
Standards
Focus on the ongoing management and improvement of

an organizations processes and performance and its
ability to satisfy customer requirements
Requirement something that is necessary or essential
Quality a characteristic that measures how well
products or services meet customer requirements
Activities include developing, documenting, and
improving processes in an effort to
Continually improve
Improve business opportunities
Receive awards
Chapter 4 - Part 1
115
Quality Management and

Improvement Frameworks and
Standards
Total Quality Management (TQM) a

management approach to long-term success
through customer satisfaction
Six Sigma a disciplined, data-driven approach
for eliminating defects in any process
ISO 9000 a set of international standards for
quality management
Chapter 4 - Part 1
116
IT Service Management Frameworks

and Standards
Focus on
The management of IT services
Ensuring the quality of those services
Unique to the IT department and companies that

deliver IT-related services
Include processes performed by the service
desk
Chapter 4 - Part 1
117
IT Service Management Frameworks

and Standards
Information Technology Infrastructure Library
(ITIL) a set of best practices for IT service
management
Microsoft Operations Framework (MOF)
ISO/IEC 20000 International Standard for IT
Service Management
Chapter 4 - Part 1
118
Information Technology
Infrastructure Library (ITIL)
Information Technology Infrastructure Library
(ITIL) a set of best practices for IT service
management
Provides guidance organizations can use to
Adopt a service-oriented approach to managing
IT services
Meet customer needs by managing IT services
as efficiently and effectively as possible
Chapter 4 - Part 1
119
Information Technology
Infrastructure Library (ITIL)
Consists of five books that reflect the lifecycle of an IT
service
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Covers more than 20 processes that are responsible for

the provision and management of effective IT services
Describes the teams or functions within IT that execute
those processes
The service desk is described in detail in the Service
Operation book
Chapter 4 - Part 1
120
Microsoft Operations Framework

(MOF)
Microsoft Operations Framework (MOF) a
collection of best practices, principles, and models
that offers guidance to IT organizations for
managing their IT services
Introduced by Microsoft in 1999
Based on ITIL
Offers practical, question-based advice
Viewed as more prescriptive than ITIL
Many organizations use MOF in conjunction with
ITIL when they want to understand how to achieve a
best practice that may be described in ITIL
Chapter 4 - Part 1
121
ISO/IEC 20000
ISO/IEC 20000 an international standard for IT
service management
Promotes an integrated process approach
companies can use to deliver IT services that meet
business and customer requirements
Processes are performed by all of the various
groups within IT
Some, such as incident and problem management,
are performed by the service desk
Originally based on ITIL, standard is much more

specific and succinct
Chapter 4 - Part 1
122
ISO/IEC 20000
Chapter 4 - Part 1
123
Common Process Characteristics
Many companies use techniques from multiple frameworks and

standards to develop their own approach
Using multiple frameworks and standards is possible because
The vocabularies are fairly consistent
The process maturity lifecycle represented by each is essentially
the same
Processes must be
DefinedPurpose, objectives, and goals must be clearly stated
DocumentedAssociated procedures and vocabulary must be
published
Managed via performance metricsProcesses must be
monitored and measured to ensure conformance to requirements
Continually improvedProcesses must be continually refined to
meet new and changing requirements
Chapter 4 - Part 1
124
Common Processes Used Service

Desks
A successful service desk must perform several
tightly integrated processes to achieve customer
satisfaction
Processes are integrated because the output of one
process might be the input to another
The process most commonly found in a service desk
Are all defined in ITIL and ISO/IEC 20000
Are needed to manage and support IT services and
ensure customer satisfaction
Enable the service desk to work more efficiently and
effectively
Chapter 4 - Part 1
125
Common Processes Used Service

Desks
Chapter 4 - Part 1
126
Incident Management Process

Objective is to restore service as quickly as possible in an
effort to minimize the impact of incidents on business
activities
Broken device, error message, system outage
Incidents can be detected by

People using technology who encounter an unplanned or
unexpected interruption to an IT service
Technologies such as monitoring systems that automatically
detect events in the infrastructure
An event is a change of state that has significance for the

management of an IT service or other configuration item
(ITIL definition)
A configuration item (CI) as any component or other
service asset that needs to be managed in order to deliver
an IT service (ITIL definition)
Chapter 4 - Part 1
127

May include
answering
questions and
inquiries
Incidents, questions,
and inquiries
Represent varying
degrees of impact
Speak differently to
product and company
performance
Incident management
activities
Incident identification
Incident logging
Initial diagnosis
Incident escalation
Investigation and
diagnosis
Resolution and recovery
Incident closure
Management review
Chapter 4 - Part 1
128
129

Procedures, along with a companys policies,
clearly define how to perform each step in the
process
Companies may define policies with regard to
issues such as:
Customer entitlement
Incident categorization and prioritization
Incident escalation
Incident ownership
Incident notification
Chapter 4 - Part 1
130
Customer Entitlement
Customer entitlement the determination of
whether the customer is authorized to receive
support and, if so, the level of support the customer
should receive
Internal service desks rarely determine entitlement
Companies that charge for all or some services verify
The customers contract is current
The customer is entitled to the requested level of
support
May consist of asking the customer for a product key,

customer ID or contract number, or personal
identification number (PIN)
Chapter 4 - Part 1
131
Incident Categorization
Categorization recording the type of
incident being reported
Often a multi-level approach
May be referred to as a subject tree
The correct category is critical as it is used in

a variety of ways (see page 135)
Specific incident categories vary among
organizations and are based on each
organizations services, systems, networks,
and products
Chapter 4 - Part 1
132
Incident Categorization
Chapter 4 - Part 1
133
Incident Prioritization
Prioritizing the incident is equally important
Priority defines the relative importance of an incident,
problem, or change and is based on impact and urgency
Impact the effect an incident, problem, or change is
having on the business
Many organizations define a set of procedures for handling
major incidents that are causing significant business
impact
The service desk ensures all activities are recorded and
users are kept informed
Urgency a measure of how long it will be until an

incident, problem, or change has a significant impact on
the business
Priority determines the order in which incidents are
handled
Chapter 4 - Part 1
134
Criteria for determining impact, urgency, priority,
and target resolution time are typically defined in
SLAs or an organizations policies and
procedures
Target resolution time the time frame within
which the support organization is expected to
resolve the incident
Target response time the time frame within
which the service desk or level two
acknowledges the incident, diagnoses the
incident, and estimates the target resolution time
Chapter 4 - Part 1
135
Chapter 4 - Part 1
136
Incident Escalation
Occurs when the service desk
Is unable to resolve an incident
Lacks the authority needed to resolve the incident
Is unable to find a workaround during initial diagnosis
Escalation - raises an incident from one level to

another to dedicate new or additional resources
Incident priority influences how quickly incidents are
escalated
Escalation ensures
Incidents are resolved in the most efficient and costeffective manner possible
Appropriate incident notification activities occur
Chapter 4 - Part 1
137
Incident Escalation
Escalation may be based on a target escalation time
a time constraint placed on each level that ensures
resolution activities are proceeding at an appropriate
pace
Each level has specific responsibilities and activities (see
pages 140-142)
138
Incident Ownership
Incident owner an employee of the support
organization who
Acts as a customer advocate
Proactively ensures the incident is resolved to
the customers satisfaction
139
Incident Ownership
The incident owner
Tracks incident status

When possible, identifies related incidents
Ensures the incident is correctly assigned
Ensures appropriate notification activities occur
Before closing an incident, verifies all steps are
documented and the customer is satisfied
Closes the incident
Chapter 4 - Part 1
140
Incident Notification
Informs all stakeholders in the incident
management process about the status of
outstanding incidents
Management, the customer, the service desk
Can occur when an incident

Is reported or escalated
Has exceeded a predefined threshold
Is resolved
Chapter 4 - Part 1
141
Management Notification
Appropriate when
The incident is extremely severe

The incident priority has changed
The target resolution time has been or is about to be reached
Required resources are not available
The incident has been transferred repeatedly
The customer expresses dissatisfaction
Management notification goals include

Management knows the current status of high priority incidents
and incidents that have exceeded a predefined threshold
Management has sufficient information to make decisions
Management actions are recorded
Chapter 4 - Part 1
142
Customer Notification
Appropriate when
The incident priority has changed

The target resolution time will not be met
Customer resources are required to implement a solution
The incident is a high priority and justifies frequent status
updates
The customer has been promised status updates at certain
times
The customer was dissatisfied with earlier solutions
The incident is resolved
Goals include
Customer knows the current status
Customer comments or concerns are recorded and
addressed
Customer satisfaction is verified before an incident is closed
Chapter 4 - Part 1
143
Sample Incident Notification

Procedure
Keep the customer informedkeep the customer!
144

Chapter 4 Part 2
The Process Component: Service
Desk Processes and Procedures
Chapter 4 - Part 2
145
Problem Management Process

Problem management the process responsible for
managing the lifecycle of problems
Chronic hardware failures, corrupt files, software errors or
bugs, and human error
Objectives are to
Minimize the impact of incidents
Eliminate recurring incidents
Prevent problems and their resulting incidents
Achieved by analyzing the root cause and determining

both temporary (workarounds) and permanent resolutions
Root cause the most basic reason for an undesirable
condition or problem, which if eliminated or corrected,
would prevent it from existing or occurring
Chapter 4 - Part 2
146

ITIL views incident and problem management as
separate and distinct because
Root cause analysis often prolongs the
restoration of service
Organizations strive to first restore servicesvia
incident managementand then later determine
the root cause
Not all incidents require root cause analysis

The root cause may be obvious
Root cause analysis may not be justified
Chapter 4 - Part 2
147
Problem Management
Process
Problem
management
activities
Problem detection
Problem logging
Problem investigation
and diagnosis
Problem resolution
Problem closure
Management review
Chapter 4 - Part 2

The service desk contributes to and uses problem
management through its integration with incident
management
Problem management uses incident-related data
captured by the service deskto investigate and
diagnose the root cause
Problem management identifies known errors and
workarounds the service desk can use to resolve and
reduce the impact of incidents
Known errors are created as soon as it becomes
useful to do so, even if only for information purposes
Problem management maintains the known error
database
Chapter 4 - Part 2
149
Problem Investigation and Diagnosis

Root cause analysis techniques include
Brainstorming
Five Whys
Cause and effect analysis
Involves producing an Ishikawa diagram
Pareto analysis
Known as the 80/20 rule
Kepner-Tregoe problem analysis

Chapter 4 - Part 2
150
Sample Cause and Effect (Ishikawa) Diagram

Chapter 4 - Part 2
151
Sample Pareto Chart

Chapter 4 - Part 2
152
Problem
Investigation
and Diagnosis
Sample Root
Cause Codes
Request Fulfillment Process

Request fulfillment the process responsible for managing
the lifecycle of service requests
Reset a password, install pre-approved software, set up a new
employee within an organization, provide access to an IT service
Objective is to provide technology users a channel to request

and receive standard services
ITIL distinguishes between a request for standard services
that is, a service requestand a request for change
Service request must meet predefined prerequisites
Low risk
Preapproved
Documented procedures
Larger, higher-risk, or infrequent changes are handled by the

change management process
Chapter 4 - Part 2
154
Request Management Process

Integrates closely with the access management
Access management the process responsible for
granting authorized users the right to use a service
in accordance with the companys security policies
while preventing access to nonauthorized users.
Service desks role in access management varies
Typical activities performed by the service desk
include
Receiving and validating access requests
Granting access
Detecting access-related incidents
Chapter 4 - Part 2
155
Request
Fulfillment
Process
Request
fulfillment
activities
Request entry
Approval
Fulfillment
Request closure
Management review
Chapter 4 - Part 2
156
Request Fulfillment Process

Some organizations use the same process to
manage incidents and service requests
Many find sufficient differences to warrant
separate processes such as
Need for management approval
Prioritization
Performance reporting and impact
Chapter 4 - Part 2
157
Knowledge Management Process

Knowledge management - the process responsible
for gathering, storing, and sharing information and
knowledge within an organization
Objective is to provide access to the reliable and
secure data, information, and knowledge
organizations need to
Be more efficient
Improve the quality of decision making
Information captured includes

Solutions to recurring incidents and service requests
Known errors and workarounds
Answers to FAQs
Chapter 4 - Part 2
158

Knowledge
management
activities
Knowledge capture
Knowledge review
Knowledge revision
Knowledge approval
Management review
Chapter 4 - Part 2

Knowledge engineer
Approves or rejects information
Ensures analysts can quickly and easily retrieve
information and resolutions
Effective knowledge management enables

service desk to solve a greater number of
incidents and service requests quickly and
accurately
Chapter 4 - Part 2
160

The service desk
Uses the KMS to resolve incidents, problems,
and service requests
Documents resolutions and procedures and
submits them to the knowledge engineer for
review and approval
Makes suggestions to the knowledge engineer
about needed information
Promotes awareness of the KMS to others
Customers, level two staff, and level three staff
Chapter 4 - Part 2
161

A knowledge management strategy
Defines the scope of the knowledge management
system
Ensures clear policies are defined
Ensures resources are allocated (human, financial,
technological)
Acknowledges that informal knowledge sharing and
collaboration are essential
Communities of practice (CoPs)
Mentoring programs
Webinars, wikis, blogs, social media
Chapter 4 - Part 2
162
Change Management Process

Change management responsible for controlling
the lifecycle of changes, enabling beneficial changes
to be made with minimal disruption to IT services
Objective is to ensure changes made to IT services
balance
Risk
Resource effectiveness
Potential disruption to customer service
Change management is the control process used to

manage the transition of new or upgraded hardware,
software, network, and application components from
the development environment to the production
environment
Chapter 4 - Part 2
163

Change management activities include
Change recording and review

Assessment and evaluation
Change authorization
Coordinating change implementation
Change review and close
Management review
The ITIL release and deployment management process integrates with change
management and is responsible for planning and managing the rollout of
significant changessuch as a new operating systemacross an organization.
Change
Management
Process

Change Advisory Board (CAB) supports the
assessment, prioritization, authorization, and
scheduling of changes (ITIL definition)
Standardlow-riskchanges may be delegated
to managers or the service desk for assessment
and approval
Many companies hold regular CAB meetings to

discuss nonstandard changes
Affected stakeholders attend these meetings
Changes are discussed in an effort to prevent
incidents and minimize risk and impact
Change manager coordinates all change
management activities
Chapter 4 - Part 2
166

Service desk role includes
Participates in CAB meetings
Determines if service desk staffing levels, skills,
processes, or technologies need to be refined
Approves changes when delegated the authority
Communicates the calendar of upcoming changes and
planned outages
Logs standard changes submitted as service requests
and manages those service requests (standard
changes) throughout their lifecycle
Implements standard changes when responsible
Follows up with affected parties to ensure satisfaction
with changes when appropriate
Tracks incidents caused by change
Chapter 4 - Part 2
167
Service Asset and Configuration

Management Process
Service asset and configuration
management responsible for ensuring that
the assets required to deliver services are
properly controlled, and that accurate and
reliable information about those assets is
available when and where it is needed
Objectives are to
Identify and manage assets that are under the
control of the IT organization
Financial capital, people, processes,
technology, knowledge and information
Chapter 4 - Part 2
168

Management Process
Provides a central repository of data and information
Configuration management system (CMS) a set of tools
and databases for managing information about configuration
items and linking that information to related incidents,
problems, known errors, changes, and releases
Often a logical, rather than a physical entity
Data and information may reside in a number of physical
databases (CMDBs) rather than one large physical database
Configuration management database (CMDB) a
database used to store configuration records throughout their
lifecycle
Configuration record a record containing details of a
configuration item
Chapter 4 - Part 2
169

Management Process
Service asset and
configuration
management
activities
Configuration
identification
Configuration control
Status accounting
and reporting
Verification and audit
Chapter 4 - Part 2

Management Process
Service desk does not usually have primary
responsibility for this process
May in a smaller company
Groups responsible for setting up and installing

new services, systems, and products usually
maintain the CMS
Service desk uses the CMS
May verify the information is up to date and will
report any inaccuracies to the appropriate group
Chapter 4 - Part 2
171

Management Process
The CMS provides essential information to a
number of processes
Incident, problem, knowledge, and change
management
Request fulfillment
In turn, these processes provide information that

ensures that the information stored in the CMS
remains accurate and complete
Chapter 4 - Part 2
172

Management Process
Chapter 4 - Part 2
173
Integrating Service Desk Processes

Processes key to the success of the service
desk include
Incident, problem, knowledge, change, and
service asset and configuration management
Request fulfillment
These processes are

All important
Very tightly integrated
Chapter 4 - Part 2
174
Integrating Service Desk Processes
Chapter 4 - Part 2
175
Relationship Management and

Quality Improvement Processes
Several processes
Analyze the data and
information captured by both the
service desk and other parts of
the IT organization
Use that data and information to
Help manage the relationship
the IT organization has with
its customers
Maximize customer
satisfaction
Ensure the IT organization is
delivering value to the
company and its customers
Chapter 4 - Part 2
176
Service Level Management

Service level management - the process of
negotiating and managing customer expectations by
establishing Service Level Agreements (SLAs)
SLAs spell out
Services the IT organization including the service
desk will provide to the customer
The customers responsibilities
How service performance is measured
SLAs
Help ensure a common level of expectation
Provide performance objectives
Identify needed reports
Chapter 4 - Part 2
177
Business Relationship Management

Business relationship management responsible for
maintaining a positive relationship between a service
provider and its customers
Business relationship manager - employee who
Has in-depth knowledge of a specific customer community

Maintains relationship with customer
May be known as account managers
Takes the lead when a customers incidents, problems, or
service requests require special attention
Reviews reports
Monitors customer satisfaction
Ensures complaints related to the overall quality and
relevance of services are being analyzed and addressed
Chapter 4 - Part 2
178
Trend Analysis
Trend analysis a methodical way of determining and,
when possible, forecasting service trends
Trends can be positive
Reduction in the number of how to questions after an
improved training program
Trends can be negative

Dramatic increase in call volume after a new product is
introduced
Works hand-in-hand with root cause analysis

Used reactively to solve incidents and problems
Used proactively to identify improvement areas
May be performed by highly skilled statisticians or
members of the service desk team
Chapter 4 - Part 2
179
Trend Analysis
Trend reports often validate the hunches of
frontline staff
Trend and root cause analysis
Require the data captured by service desks
Enable a service desk to
Minimize the impact of incidents
Prevent incidents
Enhance its productivity, its customers
productivity, and its customers satisfaction
By combining the data captured by the service desk with data
captured by other parts of the IT organization, a service
provider can improve the overall quality of its services.
180
Why Processes are Important

Processes are designed to
Define clearly the work to be done

Clarify roles and responsibilities
Ensure data is captured
Generate information
Processes are not static

To remain effective they must be
Continually improved
Occasionally redesigned
Chapter 4 - Part 2
181
Why Processes are Important

Companies cannot afford to waste resources
With processes
Roles and responsibilities are clearly defined
People understand the expected results of what they do
(and can then determine how to achieve those results)
Required information is captured in a meaningful and useful
way
Through analysis and understanding, information

becomes knowledge
Knowledge enables service desk staff to
Be proactive (foresee potential problems)

identify preventative measures
Enhance customer satisfaction
Enhance their own job satisfaction
182
Summary
Processes and procedures are an integral service desk

component
Processes define what tasks to do, procedures describe how to
do the tasks
Many companies use existing frameworks and standards when
designing and improving processes
Frameworks describe best practices that can be used to define
and continually improve a given set of processes
Standards contain a formal specification and list mandatory
controls an organization must have in place to be certified
Quality management and improvement frameworks and
standards include TQM, Six Sigma, and ISO 9000
IT service management frameworks and standards include ITIL,
MOF, and ISO/IEC 20000
Chapter 4 - Part 2
183
Summary
Successful service desks must manage several
tightly integrated processes to achieve customer
satisfaction
Two vital processes are incident management and
request fulfillment
Incident management determines the priority
of an incident based on its impact and urgency
and then determines when and how to solve it
Request fulfillment provides a channel for
users to submit service requests as well as verify
that appropriate approvals are obtained and
satisfy the requests
Chapter 4 - Part 2
184
Summary
Other important processes include
Problem management - helps to minimize the impact
of and eliminate incidents by determining their root
cause and by identifying both temporary and
permanent resolutions
Knowledge management helps organizations to be
more efficient and to improve the quality of decision
making by providing access to reliable and secure data,
information, and knowledge
Change management allows changes to occur as
quickly as possible with the optimal amount of risk and
impact
Service asset and configuration management
facilitates the capture and maintenance of information
about the assets underpinning IT services
Chapter 4 - Part 2
185
Summary
Relationship management and quality improvement
processes use the information produced by all of
these processes and include
Service level management
Business relationship management
Trend analysis
These processes analyze the data captured by

analysts and help
Maximize customer satisfaction
Improve service desk efficiency and effectiveness
Contribute value to the company and its customers
Chapter 4 - Part 2
186
Summary
Processes and procedures are not static
Customer requirements are constantly changing and
to be effective processes and procedures must be
Continually improved
Occasionally redesigned
Processes and procedures enable people to

understand what they are expected to do
People who understand the expected result can
determine the most efficient and effective way to
achieve it
Chapter 4 - Part 2
187

Chapter 5
The Technology Component:
Service Desk Tools and
Technologies
Chapter 5
188
Objectives
How technology benefits the service desk
Common technologies found in service desks
The tools used by service desk managers
The relationship between processes and
technology
The steps involved in selecting service desk
technology
Chapter 5
189
How Technology Benefits the

Service Desk
The service desk uses a wide array of tools and
technologies to do its work
Tools enable service desk staff to
Work more efficiently and effectively
Reduce or maintain costs
Increase productivity
Service desks often combine or integrate tools and

technologies
The tools and technologies a service desk uses depend
on
The funding it has available
The number and complexity of the processes being
supported
Chapter 5
190

Service Desk
Technology enables a service desk to
maximize its resources and has many uses
(see pages 184-185)
Technology can be
Costly
A detriment when implemented without the
benefit of well-designed processes and welltrained staff
Chapter 5
191

Service Desk
One-time Costs
Consulting fees
Requirements
definition, design, and
development activities
Hardware and software
purchases, including
licensing fees
Education, awareness,
and training programs
Additional staff
Ongoing Costs
Maintenance fees
Upgrades and
enhancements
Consulting fees, such as
for ongoing improvements
Ongoing education,
awareness, and training
Ongoing system
administration and
support
System integration
activities
Chapter 5
192
Selecting and Implementing Service

Desk Technologies
Service desks choose tools based on
Size
Company goals
Nature of business
All service desks can benefit from technology

An effective approach is to implement technology
even if only simple technologywhile the service
desk is small
More sophisticated technology can be implemented
as the service desk grows
Chapter 5
193
Selecting and Implementing Service

Desk Technologies
Tools and technologies used in most service
desks include
Telephone, email, fax, Web-based systems
Service desks must carefully manage customer

expectations of target response times for each
of these contact channels
Service desks also use tools to record
customers incidents and service requests
Most use incident management systems that
integrate with knowledge management systems
Chapter 5
194
Telephone Technologies and

Services
Telephone is primary way most service desks
communicate with their customers
Telephone will always play a role
Some customers do not have access to email or the Web
Some may be temporarily unable to access email or the
Web
Some prefer to interact with a human being
During a typical telephone call, analysts

Ask questions
Enter responses into a computer
Assist the customer, often while using information from a
computer system
Telephone technology automates many of these functions

Chapter 5
195
Telephone Technologies
Voice over
Internet Protocol
Voice mail
Fax
Announcement
systems
Chapter 5
Automatic call
distributor
Voice response
unit
Computer
telephony
integration
Recording systems
196
Voice over Internet Protocol (VoIP) systems
translate voice communications into data and then
transmit that data across an Internet connection or
network
Voice mail an automated form of taking
messages from callers
Fax an image of a document that is electronically
transmitted to a telephone number connected to a
printer or other output device
Faxes can be sent and received via fax machines,
multi-function printers, computers, or via email
Chapter 5
197
Announcement system greets callers when
analysts are busy and provides information
when customers are on hold
Automatic call distributor (ACD) answers a
call and routes, or distributes, it to the next
available analyst
Chapter 5
198
ACDs determine what calls analysts receive and how
quickly they receive those calls
An ACD console enables analysts to
Log on at the start of a scheduled shift
Available state means the analyst is ready to take calls
Log off
When leaving desk for an extended period of time
At the end of a scheduled shift
Answer each call within the number of rings specified in

the service desks policy
Correctly use wrap-up mode to finish documenting the
customers request, escalate the call (as needed), and to
prepare for the next call
Chapter 5
199
Automated attendant an ACD feature that routes calls
based on input provided through a touch-tone telephone
Skills-based routing (SBR) an ACD feature that
matches the requirements of an incoming call to the skill
sets of available analysts or analyst groups
Voice response unit (VRU) integrates with another
technology, such as a database or a network
management system, to obtain information or to perform
a function
Also known as an interactive voice response unit (IVRU)
A VRU obtains information by having the caller use the

keys on their touch-tone telephone or speak their input
into the telephone
Chapter 5
200
Computer telephony integration (CTI) links
computing technology with telephone technology
to exchange information and increase
productivity
Screen pop a CTI function that enables
information about the caller to appear, or pop
up, on the analysts monitor
Based on caller information captured by the
telephone system and passed to a computer
system
Chapter 5
201
If customer should be transferred, a

simultaneous screen transfer transfers
the call as well as all the information
collected in the ticket up to that point
Chapter 5
202
Recording systems record and play back
telephone calls
Enable companies to
Monitor calls
Evaluate analyst performance
Record calls for security purposes
Companies typically inform customers calls are

being recorded
Chapter 5
203
Telephone Services
Automatic number identification (ANI) service
provided by a long-distance service provider that
delivers the telephone number of the person calling
Caller identification (caller ID) service provided
by a local telephone company that delivers the
telephone number of the caller
Dialed number identification service (DNIS)
provides the number called when a toll-free number
or a 1-900 service is used
Information indicator digits (IID) - identifies the
origin of a call from the type or location of the
telephone used, such as a public phone, cell phone,
or hotel phone
Chapter 5
204
E-Mail at the Service Desk

Used by most service desks to communicate
Internally
Communicate schedule changes, promote
awareness of process or procedure changes,
notify staff of upcoming system changes
With other support groups

Communicate the status of projects, communicate
changes to existing procedures
With customers
Chapter 5
205
Using E-Mail to Communicate with

Customers
E-mail is often used to
Provide status updates
Deliver solutions and workarounds from incident
and knowledge management systems
Conduct customer satisfaction surveys
Distribute the service desks newsletter
Announce upcoming changes
Chapter 5
206

Customers
E-mail is less commonly used as a primary way of
communicating with customers
Can be perceived as impersonal
Typically doesnt provide the immediate, interactive
feedback customers want
Does not provide many of the capabilities an incident
management system provides
Cannot be used to automatically create trend reports
Cannot be used as a knowledge management system
Sometimes prolongs the problem-solving process

Chapter 5
207

Customers
Techniques service desks use to ensure that emails are handled efficiently and effectively
include
Providing analysts with email etiquette training
and guidance
Integrating email packages and incident
management systems
Using forms and templates
Using email management systems
Email management systems enable service desks to manage high-volume
chat, email, and web form messages in much the same way that ACDs
208
enable service desks to handle telephone calls.
The Web
Provides many benefits to service desks and their customers
Invaluable source of information
Excellent vehicle for communication and collaboration
Enables access to data, information, and knowledge at any time
via a wide variety of devices
Alternative and less expensive way to deliver support
Enables self-help
Functionality and ease of use are keys to success

Functionality (see pages 201-202) provided depends on
Service desks size

Company goals
Nature of the companys business
Chapter 5
209
The Web
210
The Web
Web-based services will not completely
eliminate telephone- and email-based
communication channels; at least not for the
foreseeable future
Web-based services do offer cost-effective
alternate ways to provide support services
Web sites typically reflect one of three stages of development

passive, interactive, or real-time.
Chapter 5
211
Incident Management Systems

Used to log and track customer contacts
Prevent contacts from being lost or forgotten
Chapter 5
212

Many companies integrate systems with channels
(telephone, email, fax, the Web) to
Consolidate incident data
Log incidents automatically
Others require analysts to log all incidents, regardless of

how the customer reported the incident
Enables the use of features
Status reminder alerts
Access a service asset and configuration management or
knowledge management system
Access to the information or systems used to manage
SLAs such as target response and resolution times
Chapter 5
214

Logging all incidents provides the data needed to
Track (and when necessary, escalate) outstanding
incidents
Perform trend and root cause analysis
Pass needed data to level two and level three groups
Provide management the data needed to create
reports and analyze trends
Analysts must ensure data is

Accurate, complete, timely
Captured in real time
Chapter 5
215

Categories of incident management systems
include
Systems oriented to service desk type
External support
Enable service desk to verify entitlement, capture
information need to create invoices
Internal support
Systems that consider

Processes to be managed
Volume of incidents and service requests to be
processed
Number of expected system users (includes level
one, level two and level three management and staff
and customers
Chapter 5
216

Types of incident management systems include
Homegrown incident tracking systems
typically support only incident management and
offer basic trouble ticketing and reporting capability
Commercially developed incident management
systems offer enhanced trouble ticketing and
management reporting capability
Integrated ITSM solutions enterprise solutions
suite of systems used to manage incident,
problem, knowledge, change, and service asset
and configuration management and request
fulfillment processes
Chapter 5
217
Living in the Cloud

Software as a service (SaaS) software delivery
model in which software and the associated data
and information are centrally hosted by a vendor
and made available to users via the Internet
Service desk plays many different roles
SaaS providers have service desks
Internal service desks must understand
How business is using services
SLAs in place with SaaS providers
How to escalate incidents and service requests
Information about all services, including cloud-based

services, may be maintained in a service catalog
Chapter 5
218
Knowledge Management Systems
Set of tools and databases that provide the

ability to store, manage, and present
information and knowledge
Support the data-information-knowledgewisdom (DIKW) hierarchy
Provide the ability to capture human
knowledge and make it available to people
involved in solving problems and making
decisions
Most incident management systems and
integrated ITSM solutions have embedded
knowledge management systems
Some companies purchase and implement
standalone knowledge management
systems
Chapter 5
219
Knowledge Management Systems

Rule-based system made up of
Rules
Facts
A knowledge base or engine that combines rules
and facts to reach a conclusion
Case-based system - made up of

Cases (units of information)
A set of question and answer pairs that can be
used to confirm the solution
Cases are indexed so the can be easily located

Chapter 5
220
Search Retrieval Techniques

Search criteria
Used to retrieve
similar cases
The questions or
symptoms entered
by a user
Chapter 5
Case-based
reasoning
Decision trees
Fuzzy logic
Keyword
searching
Query by example
221
Search
Retrieval
Technique
s

Case-based reasoning (CBR) uses
everyday language to ask users questions
and interpret answers
Decision tree branching structure of
questions and possible answers designed to
lead an analyst to a solution
Fuzzy logic presents all possible solutions
that are similar to the search criteria, even
when conflicting information exists or no
exact match is present
Chapter 5
223

Keyword searching finding indexed information
by specifying a descriptive word or phrase, called a
keyword
Keywords must be indexed to be located and an
exact match must be found
Query by example (QBE) uses queries, or

questions, to find records that match the specified
search criteria
Queries can include search operators, connecting
words such as AND, OR, and NOT
Search operators may be called Boolean operators
Chapter 5
224
Storage Methods
Compliment search-retrieval techniques
Hypermedia stores information in a graphical
form
Hypertext text that links to other information
Hyperlinks text or graphics in a hypertext or
hypermedia document that allow readers to
jump to a related idea
May open a pop-up window with a definition,
instructions, a diagram, a still picture, an animated
picture
May present audio or video streams
Can jump to other Web pages
225
Configuration Management System

Technologies that allow analysts to access information
Components, or CIs, installed on a computer or network
Related information
Associated incidents, problems, etc.
Financial information such as license and warranty
information
Managed via service asset and configuration management

Typically one part of an integrated set of tools
Provides the ability to view data and information from a
variety of systems
CMDBs
Data may be collected manually or automatically using,
KEDBs
for example, PC and network inventory software.
Chapter 5
226
Remote Support Technologies

Minimizes costly jump and run approach to diagnosing
and solving incidents
Enables support for customers who are mobile or work
remotely
Common technologies include
Remote control systems enable analysts to take over
connected devices
Remote monitoring systems track and collect events
which are then evaluated by event management
Self-healing systems devices and applications that can
detect and correct incidents on their own
Software distribution systems allow software to be
distributed to clients and servers on the same network
Chapter 5
227
Service Desk Communication Tools

Display or share
information
Promote awareness
when
Critical incidents arise
Changes are scheduled
to occur
Can display
White boards
Dashboards
Instant messaging
systems
Social media
System status
information
Queue activity
May integrate with

smart mobile devices
Chapter 5
229
Tools Used by Service Desk

Management
Help supervisors and managers
Optimize staffing levels
Prepare schedules
Monitor performance of service desk staff
Tools include
Staffing and scheduling systems - work with ACD
systems to collect, report, and forecast call volumes
ACD supervisor consoles enable supervisors to
monitor call volumes and performance
Customer surveying systems used to create
questionnaires and collect and tabulate results
Chapter 5
230
Chapter 5
231
Integrating Processes and

Technology
Technologys purpose is to support and enhance
processes
Should not be added simply to automate existing
processes and procedures
If youre doing things wrong and you automate them,
youll only do them wrong faster
Processes and procedures must be evaluated prior

to selecting and implementing new technology
Are new tools and technology needed?
Is process improvement needed?
Process frameworks and standards such as ITIL, MOF, and ISO/IEC
20000 can be used to assess and implement or improve processes.
232
Steps for Selecting Technology
233
Sample vendor evaluation matrix

Chapter 5
234

Selection report describes the selection process
and how the final decision was made
Introduction
Summary of requirements
Evaluation methodology
Next steps
Appendices
Chapter 5
235
Summary
A wide array of tools and technologies are available to service
desks
Availability depends on
Number and complexity of processes being supported
Funding on hand
Telephone is a primary way customers contact the service

desk
Properly implemented, telephone technologies and services
route customers to the most appropriately skilled analyst
E-mail is used to communicate internally, with other support

groups, and with customers
The Web provides many benefits functionality and ease of
use are key
Chapter 5
236
Summary
Incident management systems are used to log and track
customer incidents and service requests
Logging ensures incidents and service requests are not
lost or forgotten
Knowledge management systems capture human

knowledge and make it readily available
Care must be taken to ensure the information is current,
complete, and accurate
Configuration management systems, remote control

systems, remote monitoring systems, self-healing
systems, and software distribution systems extend the
service desks reach and enhance its ability
Availability depends on factors such as need and funding
Chapter 5
237
Summary
Communication tools promote awareness and
enhance information exchange
Systems that enable supervisors and managers
to optimize staffing levels, prepare schedules,
and monitor staff performance include
Staffing and scheduling systems
ACD supervisor consoles
Customer surveying systems
Chapter 5
238
Summary
The purpose of technology is to support and enhance
processes
Processes and procedures must be well defined, and then
tools and technology selected that people can use to execute
the processes and procedures more quickly and effectively
Selecting, acquiring, and implementing technology can be
challenging
Goals and requirements must be clearly defined
A methodical approach that involves all stakeholders must be
used
New product implementations go more smoothly when users
are confident care was taken to select the best possible
solution
The end result of proper selection and implementation of support tools and
technology is management, employee, and customer satisfaction.
239

Chapter 6
The Information Component:
Service Desk Performance
Measures
Chapter 6
240
Objectives
How information is a resource
The most common data categories captured by
the service desk
The most common team performance metrics
The most common individual performance
metrics
How individuals contribute to team goals
Chapter 6
241
Introduction
Todays business goals include
Meet customer expectations
Optimize costs and staffing levels
Increase overall productivity
Departments and employees are expected to contribute to

those goals
The most important goal is customer satisfaction
Data, information, and metrics are is used to determine how

departments and employees contribute to these goals
The data you collect on a daily basis is used to create
information
The accuracy and completeness of your work directly
influence how customers and managers perceive your
contribution to company, department, and service desk goals
Chapter 6
242
Information as a Resource
Technology extends the service desks ability to
gather, organize, and use information
Data and information are resources, as are welltrained employees, well-defined processes, and
well-implemented technology
Service desks that recognize information as a
resource are more proactive than reactive
Reactive service desks (see pages 246-247)
simply responds to events that occur each day
Proactive service desks (see pages 247-248) use
information to anticipate and prevent incidents and
prepare for the future
Chapter 6
243
Service desks are not all reactive or all proactive
Each may at times demonstrate the opposite
tendency
Collecting useful data is difficult and can be
costly
Analyzing the data and producing meaningful
and useful informationand ultimately
knowledge, takes effort and skill
Chapter 6
244
Service desks must follow a plan to move to a
proactive state
Recognize that information is valuable

Determine what categories of information to collect
Set up efficient processes to collect data
Gain analysts acceptance and enthusiasm for
collecting and sharing information
The amount of data a service desk captures is

determined by
How much access to information management
wants
What tools the service desk has
Chapter 6
245
Data Categories Captured by Service

Desks
Data categories tend to be similar from one
service desk to the next because most
service desks perform similar processes
Each service desk captures additional data
categories specific to its business or industry
Common categories include
Customer data
Incident data
Status data
Resolution data
Chapter 6
246
Customer Data
Data is stored in
fields
All fields that
describe a single
customer are
stored in a
Customer
records are
linked to
customer
record
incident records, which are stored
in the incident management
system, by a unique key field such
as customer number, employee
number, or user ID.
Customer name
Telephone number
Email address
Department or
company name
Physical address or
location
Customer number,
employee number
or user ID
Chapter 6
247
Incident Data
Details of an incident
or service request
Fields that describe a
single incident are
stored in an incident
record in the
incident
management system
Chapter 6
Incident type
Channel used to submit
Category
Affected service, system
or device
Symptom
Date and time incident
occurred
Date and time incident
was logged
Analyst who logged
Incident owner
Description
Priority
248
Incident Data
Sample Trend Report
249
Status Data
Details about an
incident that are used
to track incidents
throughout their
lifecycle
Continuously updated
Used to
Incident status
Person or group
assigned
Date and time
assigned
Priority
Report on outstanding
incidents
Monitor SLA attainment
Chapter 6
250
Status Data
Sample Incident Aging Report

Chapter 6
251
Resolution Data
Describes how an
incident was
resolved
Includes fields
required to
Track service level
compliance
Perform root trend
analysis
Person or group who

resolved incident
Resolution or
workaround
description
Date and time
resolved
Customer satisfaction
indicator
Date and time closed
Possible cause
Chapter 6
252
Data Categories Captured by Service

Desks
Analysts and managers use customer, incident,
status, and resolution data fields to
Create detailed tracking and summary reports
Perform trend analysis
Calculate many team and individual performance
measures
Chapter 6
253
Team Performance Measures

Service desk managers must
Demonstrate the value of service desk services
Justify the funds and resources the team needs
to deliver services
Performance measures are used to

Prove the importance of the service desk team
Demonstrate the service desks contribution to
critical success factors and key performance
indicators
Chapter 6
254

Critical success factor (CSF) a measurable
characteristic that must exist for somethinga
process, a project, a teamto be viewed as
successful
Maintaining high levels of customer satisfaction is
a CSF for the service desk
Key performance indicator (KPI) a key

metric used to manage a process
Resolving all incidents within the time specified in
SLAs is a KPI for incident management
Chapter 6
255

Team performance measures assess
characteristics such as
Efficiency a measure of the time and effort
required to deliver services in relation to their cost
Effectiveness a measure of how completely and
accurately services are delivered
Quality a measure of how well services meet
customer requirements
The goal is to achieve a balance

Emphasizing a single characteristic can result in
negative consequences
Chapter 6
256

Team performance measures enable the service
desk management and team to
Objectively evaluate their performance
Celebrate their achievements
Develop strategies for improvement
Common ways teams measure performance include
Service desk goals

Service Level Agreements (SLAs)
Customer satisfaction surveys
Benchmarking
Chapter 6
257
Service Desk Goals

Service desk goals measurable objectives that support
the service desks mission typically set yearly
Achieve average four out of five customer satisfaction rating

Provide analysts eight hours of training each month
Resolve 70 percent of reported incidents at level one
Reduce support costs by 5 percent by years end (or by
implementing a new technology)
Maintain a cost per contact at or below the industry
average
Many companies distinguish between

Goals what the team is striving to achieve
Operational metrics reflected in SLAs what the team is
expected to achieve
The most effective goals are SMART: specific, measurable,
achievable, relevant, and time-bound.
258
Service Level Agreements

Spell out services to be provided, customer
responsibilities, how performance is measured
Negotiated by senior management via the service level
management process
Negotiations involve
Discussing the cost to meet the customers expectations
Ensuring the cost does not exceed the benefit
SLAs can be used to

Manage customer expectations
Enhance customer self-sufficiency when possible and
appropriate
SLAs can be quite complex, or simple one-page

documents
SLAs are used to measure the performance of the entire IT

department as well as the service desk.
259
Service Level
Agreements
260
Service Level Agreements

Sample incident mgmt
system metrics
Sample ACD metrics

Abandon rate percent
Average speed of
answer (ASA)
Average wait time
Response time
First contact resolution
rate percent
Level one resolution
rate percent
Incidents resolved
within target time
percent
Reopened percent
Chapter 6
261
Customer Satisfaction Surveys

Questions that ask customers to provide their
perception of the support services being offered
May be conducted annually or on an ongoing
basis
Measure
Strengths and weaknesses of existing services
Whether customers perceive needs are being
met
Chapter 6
262
Customer Satisfaction Surveys

Event-driven surveys ask customers for
feedback on a single, recent service event
Measure team and individual performance
Typically conducted within 24 to 48 hours
Overall satisfaction surveys ask customers

for feedback about all contacts during a certain
time period
Used to identify areas for improvement and
where the service desk is performing well
Typically conducted annually or semiannually
Chapter 6
263
Customer
Satisfactio
n Surveys
264
Customer
Satisfactio
n Surveys
265
Benchmarking
Process of comparing
Service desks performance metrics
Practices to those of another service desk
Used to identify improvement opportunities

Can be quite costly
Benefit companies most when viewed as an
opportunity to identify improvements, rather than
simply compare metrics
Chapter 6
266
Individual Performance Measures

Goals of measuring individual performance
include
Set performance expectations

Reward positive performance
Set up a plan to improve weak performance
Measure changes in performance throughout the
year
Document when an improvement plan is
successful or unsuccessful
Chapter 6
267
Individual Performance Measures

Common ways to measure individual
performance include
Individual performance goals

Employee performance plans
Monitoring
Skills inventory matrix
Analysts who capture accurate and complete

data are able to statistically demonstrate their
contribution
Chapter 6
268
Individual Performance Goals

Measurable objectives for analysts that support
the service desk mission
Communicated at the time analysts are hired
and during performance reviews
How and when performance reviews are
conducted varies
Frequent performance reviews
Enable analysts to know how they are doing
Provide a forum for discussing ways analysts can
improve
Chapter 6
269

Sample incident mgmt
system metrics
Sample ACD metrics
Availability
Average call duration
Time idle
Wrap-up time
Reopened percent
Resolution percent
Application of training
investments
No one metric can be used to accurately

measure individual performance.
Chapter 6
270

Other individual performance measures include
Customer satisfaction surveys
Monitoring
Certification (discussed in Chapter 8)
Chapter 6
271
Employee Performance Plan

Clearly describes an analysts performance
requirements and individual improvement objectives
Plans change as employees performance improves
or deteriorates
Most effective when analysts are given the toolsin
this case, reportsthey need to monitor their daily
performance
Analysts can meet weekly or monthly with their
supervisor or team leader to review and discuss the
results and refine their plan
Chapter 6
272
Employee
Performance
Plan
Chapter 6
273
Monitoring
Occurs when a supervisor or team leader
monitors an analysts interactions with
customers to measure the quality of an analysts
performance
Used properly, monitoring is
An excellent quality metric analysts are
encouraged to walk in the customers shoes
An excellent training technique analysts receive
specific feedback
Chapter 6
274
Monitoring
Must be implemented carefully can become
demoralizing and invasive
Service desk staff often help design programs
Guidelines define how and when employees will

be monitored
A checklist describes criteria supervisors or
team leaders use to measure quality
Chapter 6
275
Monitoring
Chapter 6
276
Skills Inventory Matrix

Rates analysts level of skill on supported services,
systems, and products
Management uses matrix to
Determine hiring needs

Develop training and cross-training plans
Establish and measure goal attainment
Compare the knowledge and expertise of job candidates
Analysts use matrix to

Assess and document skill levels
Identify required improvement areas
Determine the best person to consult when assistance is
needed
Matrix reflects business, technical, soft and selfmanagement skills

Chapter 6
277
Skills Inventory Matrix
Chapter 6
278
Individual Contributions to Team

Goals
Management determines most performance metrics
Analysts can suggest additional metrics
Embracing and suggesting performance metrics shows
management you are a team player
When suggesting efficiency or effectiveness
improvements, capture a baseline metric that can be
used to prove the suggestion was a success
In business, everyones performance is measured
Show management your commitment and competency
Ensure you understand department goals
Become skilled at using information to demonstrate your
contribution
Chapter 6
279
Summary
Todays savvy customers and business managers have high
expectations
Every department is expected to contribute to business goals
Every employee is expected to contribute to department goals
The most important goal is customer satisfaction
Companies focus on customer satisfaction by understanding
their customers needs and expectations
They do this by analyzing data and creating information
Data and information are resources in the same way that
processes, technology, and information are resources
Service desks that recognize information as a resource are
more proactive than reactive
Chapter 6
280
Summary
Service desks divide captured data into categories
such as customer, incident, status, and resolution data
Data is used to
Create detailed tracking and summary reports
Perform trend analysis
Calculate team and individual performance measures
Performance measures reflect characteristics such as

efficiency, effectiveness, and quality
Both team and individual performance are measured
Chapter 6
281
Summary
In business, everyones performance is
measured
Employees cannot just work hard and hope
management recognizes their efforts
To succeed you must
Understand the goals of your department
Become skilled at using data and information to
demonstrate your contribution
Chapter 6
282

Chapter 7
The Service Desk Setting
Chapter 7
283
Objectives
Factors that influence the service desks location
and layout
How analysts can improve the ergonomics of
their personal workspace
Work habits to get and stay organized and
achieve personal success
Chapter 7
284
Introduction
To provide top-quality customer service and
support, analysts need
A good work environment
Good work habits
A great attitude
Service desks can be active and exciting or

intimidating
Focused, organized people who thrive on
challenge will find this dynamic environment
invigorating
Chapter 7
285
Service Desk Setup

Service desks come in all shapes and sizes
The setup varies and includes
Location
Physical layout
Chapter 7
286
Location of the Service Desk

Location the physical site of the service desk in the
building
Companies may place the service desk near
Other support groups
Groups that interact regularly with the service desk (e.g.,
training or the data center operations control team)
The sales group (external service desks)
Their customers
Location also reflects the need for continuous operations

in an emergency
Multiple service desks linked by technology provide an
alternative if one site is affected by a natural disaster or
extreme condition
Chapter 7
287
Location of the Service Desk

Factors that influence location include
Accessibility
Security
Wellness
Chapter 7
288
Accessibility
Accessibility determines how easily the service
desk can be reached by service desk staff, other
company employees, customers
Historically, service desks were located behind
closed doors
Today, service desks are more centrally located
Enable analysts to interact more freely with other
support groups and customers
Some service desks offer tours
Tours let visitors see the service desk in action
and help them understand the service desks role
Chapter 7
289
Security
Factors that influence measures taken to secure
the service desk include
Data and equipment protection
The personal safety of employees
The permissions or authority the service desk has
to make system changes
Some service desks

Are in remote parts of the building
Can be accessed only by using a key, a card key,
or biometrics
Can be accessed only by signing in with a guard
Chapter 7
290
Wellness
Wellness - the condition of good physical and mental
health, especially when maintained by proper diet,
exercise, and habits
Things that influence workers physical and emotional
well-being include
Natural light
Clean air
The ability to exercise
A well-designed workplace
Considers the comfort and safety of employees

Prevents workplace injuries
Reduces fatigue and stress
Increases productivity
Chapter 7
291
Physical Layout of the Service Desk

Physical layout how the service desk is
arranged into workspaces
Workspace an area outfitted with equipment
and furnishings for one worker
Factors that influence layout include
Size
Tools and technology
Interaction
Chapter 7
292
Size
Number of analysts influences service desks
physical layout
Smaller service desks place analysts close
together to enhance team work
Larger service desks provide a team setting but
must also accommodate needs of
Service desk management
Other supporting roles and groups
Chapter 7
293
Small Service Desk
Chapter 7
294
Medium Service Desk
Chapter 7
295
Large Service Desk
Chapter 7
296
Tools and Technology

Service desk size reflects its use of tools and technology
Smaller service desks typically use a simple set of tools
Larger service desks typically use more sophisticated
technologies
Some service desks have lab areas analysts can use to
Obtain hands-on training
Simulate customers incidents
Develop and test potential solutions
All service desks benefit from technology

Service desks physical layout must accommodate
technology
Chapter 7
297
Interaction
The level of interaction and the nature of problem solving that
analysts perform influence the service desk design
Where analysts interact constantly, service desks use lowwalled, open cubicles arranged to face a common area
Where analysts work independently, service desks use higher
cubicle walls or private offices
Growing service desks may reflect ad hoc designs that hinder
productivity
Companies designing or redesigning service desks are able
to consider size, tools and technology, and interaction in their
plans
Many organizations conduct research on work environments
and provide recommendations
Chapter 7
298
Analysts Personal Workspace

Analysts have no control over location and
physical layout but can improve the ergonomics
of their personal workspace
Ergonomics the science of people-machine
relationships that is intended to maximize
productivity by reducing operator fatigue and
discomfort
Preventable symptoms of a poorly designed
workspace include headaches, wrist and
shoulder pain, backaches, swollen ankles
Chapter 7
299

Repetitive stress injuries (RSIs) physical symptoms
caused by excessive and repeated use of the hands,
wrists, arms and thumbs
Occur when people perform tasks using force, repeated
strenuous actions, awkward postures, and poorly
designed equipment
Carpal tunnel syndrome (CTS) a common repetitive
stress injury that affects the hands and wrists
Linked to repetitious hand movements, such as typing on
a computer keyboard and working with a mouse
Caused by constant compression of the main nerve to
the hand as it passes through the carpal tunnel of the
wrist
Chapter 7
300
Chair
Chair, monitor,
keyboard, and
mouse are related,
All must be aligned
with each other and
with the analyst
Office chair can
typically be
adjusted to promote
good posture and
back support
Chapter 7
301
Monitor
Chair height can affect
and be affected by
monitor placement
Best position is
Directly in front of
analyst
At or just below eye
level
At least 20inches away
from eyes
Chapter 7
302
Keyboard and Mouse

Correct placement
and use of keyboard
and mouse, along
with good work
habits, helps avoid
RSIs
Keep wrists straight
Avoid resting them
on hard surfaces
Press keys gently
Grip mouse loosely
Chapter 7
303
Keyboard and Mouse
Ergonomically Aligned Chair, Monitor And Keyboard 304
Telephone and Headset

Telephone is one of the most basic pieces of
equipment at service desks
Telephone type or style is less important than
the correct position in relation to the computer
Analysts who must stretch or turn around to
answer telephone are at risk for a repetitive
stress injury
Place telephone
Directly in front or at less than a 25 angle
No more than 10 inches away
Chapter 7
305

Headsets
Relieve stress and tension
Free analysts hands for typing
Prevent neck pain
Chapter 7
306
Sample Headset Styles
307
Lighting
The brightness of a workspace can greatly affect
an analysts well-being
Too much overhead lighting or ambient light
from a window can
Produce glare on the monitor
Cause eyestrain, headaches, fatigue
Adjustable task lighting provides directed lighting

to supplement the overhead lighting and can be
shifted to prevent glare
Chapter 7
308
Lighting
Sample Task Lighting
309
Lighting
Regular or periodic exposure to natural light is
needed in addition to overhead and task lighting
Experience a positive psychological lift by
looking out a window periodically or by going
outside, even if only for a brief period of time
Chapter 7
310

Tip: Your work habits contribute to the amount of
stress and tension you experience on the job
Take regular breaks, periodically look out a
window, stretch, and be aware of your posture
and wrist positions
Take the time to arrange your equipment to meet
your requirements
Chapter 7
311
Good Work Habits for Analysts

Customer support is a tough job
To reduce stress and the possibility of getting
injured on the job, analysts can ensure they are
ready to respond, not react, to whatever comes
their way
Use good work habits to get and stay organized
and achieve personal success
Chapter 7
312
Good Work Habits for Analysts
Create a beginning of day (BOD) procedure

Manage priorities
Create a What I Need to Know list
Create a What Coworkers Need to Know list
Utilize peak productivity times
Eliminate or minimize time robbers
Place a mirror on your desk
Take breaks
Recognize learning as the labor of the information
age
Chapter 7
313
Create a Beginning of Day (BOD)

Procedure
A list of tasks an analyst performs at the start of
each workday, such as
Greet coworkers
Straighten desk
Check and respond to voice mail, email, and text
messages
Check the status of outstanding incidents and service
requests
Follow-up on critical issues from the previous day
Create or update a To Do list
Note any hot (or major) incidents
Take a deep breath and get ready for anything!
Chapter 7
314
Manage Priorities
Assign a priority to each task on To Do
list
Use a simple priority scale
Chapter 7
315
Manage Priorities
When faced with more A priority tasks than can
be completed in one day, consider the following
Who asked me to complete this task?
Am I the proper person to complete this task?
What is the risk if I dont complete this task?
What is the value if I do complete this task?
When am I expected to have this task done?
What is my deadline?
Chapter 7
316
Manage Priorities
Some people are unable to maintain To Do
lists
Simpler, electronic organizers can be used
Regardless of system, collect all of your To
Dos, ideas, and project-related data in one
place or system
Develop the habit of regularly maintaining that
system
Chapter 7
317
Create a What I Need to Know List

List of commonly used information
Includes important telephone numbers,
filenames, and dates needed on a fairly regular
basis
Place in clear view
Chapter 7
318
Create a What Coworkers Need to

Know List
Similar to What I Need to Know list
Contains important information coworkers may
need if analyst is out of the office for a few days
or weeks such as
Status of any current and ongoing projects

Names of folders or location of documents
Dates analyst will be gone
Names of people who provide backup
Emergency contact information
Chapter 7
319
Utilize Peak Productivity Times

Determine personal peak productivity time
Dont waste your peak productivity time on
frivolous tasks or on tasks that dont support
your goals.
Discipline yourself to stay focused on your
highest priority tasks until those task are
complete
Chapter 7
320
Eliminate or Minimize Time Robbers

Time robbers - activities that take up time and do
not add value to analysts work
To avoid time robbers
Log contacts as they come in

Avoid distractions
Avoid procrastination
Ask for help when you need it
Keep desk and files organized
Suggest constructive ways to make improvements
Reap the benefits of technology
Chapter 7
321
Place a Mirror on Your Desk

Facial expression mirrors mood, mood mirrors
facial expression
Good posture
Improves vocal quality
Makes it easier for customers to understand what
analysts are saying
Place a mirror at eye level when sitting straight

Monitor facial expressions and posture
Chapter 7
322
Take Breaks
Working nonstop leads to fatigue and burnout
Take time throughout the day to rejuvenate
Stretch
Spend time looking out the window
Close eyes and take deep breaths
Take a short walk
Get a drink of water
Perform a low-stress task
Chapter 7
323
Recognize Learning as the Labor of

the Information Age
Technology changes quickly
Skills and experience outlive their usefulness or
relevance
Must be replaced with new skills
Take time to continually update and improve
knowledge and skills
Chapter 7
324
Recognize Learning as the Labor of

the Information Age
Good work habits represent the discipline
needed to
Feel in control during exceptionally busy times
Stay motivated during slow times
Habits that enable people to view work as a

challenge to be enjoyed include
Getting and staying organized
Knowing how to manage stress
Continuously rejuvenating oneself
Chapter 7
325
Summary
To provide top-quality customer service and
support, analysts need
A good working environment
Good work habits
A great attitude
Factors that influence the service desks location

include
Accessibility
Security
Wellness
Chapter 7
326
Summary
Factors that influence the service desks physical
layout include
Size
Tools and technology
Interaction
Analysts may have no control over location and

physical layout but can improve ergonomics of
personal workspace
Adjust chair, monitor, keyboard and mouse,
telephone and headset, and lighting to fit personal
needs
Chapter 7
327
Summary
Customer support is a tough job
Good work habits help reduce stress and the
possibility of getting injured on the job
Analysts working in a service desk setting must
strive to respond, not react, to daily events
Chapter 7
328

A Guide To Service Desk Concepts, Fourth Edition

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

A Guide To Service Desk Concepts, Fourth Edition

Hochgeladen von

Copyright:

Verfügbare Formate

A Guide to Service Desk Concepts,

Evolution of Technical Support

Evolution of Technical Support

Customer support services that help a

Evolution of Technical Support

Evolution of Technical Support

Evolution of Technical Support

Mid 1990s organizations worldwide began adopting the IT

IT service management (ITSM) a discipline for managing IT

A service is a means of delivering value to customers by facilitating

Evolution of Technical Support

Incident an unplanned interruption to an IT service or a

Evolution of Technical Support

Some companies deliver technical support informally

Evolution from Help Desk to

Evolution from Help Desk to Service

1980s some organizations began to outsource

Evolution from Help Desk to Service

Characteristics of a world class he

Evolution from Help Desk to Service

Service desks began to use technology to perform

Evolution from Help Desk to Service

Self-help services free up the time analysts need to

Evolution from Help Desk to Service

Evolution from Help Desk to Service

Evolution from Help Desk to Service

2010s - Reactive service desks are becoming less effective

These companies are responding to service desk industry trends

As with technical support services, the role of the service desk

Components of a Successful Service

Four critical components

Companies need people who have the right mix of skills

Satisfying customers requires human qualities such as

The most service-oriented companies try to ensure employee

The rigorous, consistent use of processes leads to customer

Incident management systems

Many companies require job candidates meet predefined

Failing to record events and activities accurately and

Customer service does not mean giving customers everything they

Promise more than it can deliver

Any of these scenarios may lead to customer dissatisfaction

A Guide to Service Desk

Benefits and challenges

Types of Customer Service and

Types of customer service and support organizations

Types of Customer Service and

Multi-level Support Model

Service Desk Mission

Two principal types of service desks are:

Service Desk Mission

Internal Service Desks

The IT service desk provides company employees a

Internal Service Desks

Additional service desk activities include:

Internal Service Desks

External Service Desks

External service desks contribute to corporate

Sizes of Service Desks

Small service desks have anywhere from one to 10

Medium service desks have between 10 and 25 people and

Small Service Desks

Small Service Desks

Enables people to get to