July Meeting Agenda

1. July Meeting Agenda • 1:30 - 2:00  Networking, refreshments • 2:00 - 2:30  Chapter business • Upcoming Events: • August: Phil Maternowski, Topic: IT Value Measurement • September: Peter J. McGarahan, President-McGarahan & Associates, Topic: Problem Management / RCA / Call Deflection / Elimination • www.DFWHDI.org review • 2:30 - 3:30  Main Presentation/QA • 3:30 – 3:45 Interactive Survey • 3:45 – 4:00 Networking Break / Survey / Prizes • 4:00 – 4:30 CompuCom Tour

2. Re-engineering the Help Desk/Support Center (This Ain’t Ya Momma’s Help Desk) July 15, 2010 Sharon Hughes & Bill Miller from ii2P

3. Agenda • Why is reengineering the Service Desk Necessary? • Ideas on how to optimize the Service Desk • Effective self-service • Benefits from Reengineering

4. Agenda • Why is reengineering the Service Desk Necessary? • Ideas on how to optimize the Service Desk • Effective self-service • Benefits from Reengineering

5. Critical Challenges Facing Support • Decrease in profit margins. Result: Customer support budgets are being cut. • Rise in administrative and operational costs. The resources and infrastructure necessary to sustain a support organization are higher than ever. Necessary costs include hiring, training, and keeping quality support analysts; purchasing and upgrading hardware and software; and, maintaining state-of-the-art facilities. These costs are compounded by the continuous rise in the amount of resources required to support an increased number of products and customer requests. • Increase in customer demand. Today, there are more technologies and products in the marketplace, and more people using technology products than ever before. This wide-spread adoption of technology has included a dramatic rise in non-technical users requiring support. As a result, the baseline for support has increased, with greater demands. • Increase in product complexity. Requests for support are becoming much more complex due to the advent of open systems, client/server computing, mobile devices, and the interdependency of technology products in a computing environment. From ServiceInnovation.org

6. Offshore Virtualize Outsource Consolidate Centralize Standardize “Incidents Prevention” Evolving the Traditional Services Paradigm What Everyone Should Be Doing! “use it more” Service Process Renovation “Accelerating Resolution” “use it less” Resolution Optimization (Level 3-2-1) User Resolution (Level 0) Incident Prevention (Level -1) All 3 elements must make the transition “Moving Incidents” Incremental Opportunity to Reduce Costs “Finding a lower Labor Cost” What Everyone Is Doing Strategic Initiatives to Reduce Costs

7. Resolution Optimization Model Optimizing your service delivery model: • Shifts service fulfillment to the most cost effective and efficient level • Includes end user self-service • Fits any company committed to continuous improvements

8. Why Should You Care • Why Level 0 Makes ¢ents!

9. Agenda • Why is reengineering the Service Desk Necessary? • Ideas on how to optimize the Service Desk • Effective self-service • Benefits from Reengineering

10. Operational Challenges Today • Today’s environment requires an optimized organization that allows for increased productivity and decreased cost while maintaining customer satisfaction. • Some key areas that present the most challenges in a support organization • Meeting ongoing cost challenges • Time management and employee efficiencies • Establish and maintain performance productivity goals that are aligned with business goals • Modifying redundant or out dated processes and adapting to today’s environment • Consolidating similar function’s to introduce daily operational efficiencies • Adapting organizational structure to decrease overhead without jeopardizing daily management and oversight • Balancing Productivity and performance with continuous improvement and training • Process effective and efficient daily management and inspections

11. Service Desk Optimization • People • Analysis of current roles definition and organizational structure • Time and motion study of current roles • Outlining and defining specific roles with productivity and performance goals • Creation and training of new roles where needed • Development of a business goal oriented organizational structure • Consolidation of similar work type’s • Process • Current process inspection and evaluation • Daily performance / productivity inspection and diagnosis • Time management process • Daily forecasting and proactive scheduling process • Workflow notification and escalation process • Continuous improvement by Coaching and Training • Quality management process • Tools • Single truth reporting • Workflow notification and escalation tracking tool • Time Management tool • Coaching and Training tracking tool • Structured quality tracking tool

12. Service Desk Optimization – made simple • Organizational Structure & Roles and Responsibilities • Sounds fundamental, it is! • Time Management • Most measured, sometimes the least managed! • Workflow Management • Not every incident is “Closed First Call”… • Service Monitoring • Someone needs to be watching the skies… • Performance Management • All those numbers must tell us something… • Quality Management • Could you sell this? • Continuous Improvement • It’s more than just exceeding SLA. • Daily Inspection • Why did you come to work today?

13. Workforce Monitoring Quality DB Workflow Mgt L1 SD TL Optimize the Organizational Structure End User L2 RRS Agent Quality Telephony Sys L1 SD Agent Reporting 3-2-1 Service Center SRMS Field SDCs L3 Field Tech Tech KBs Knowledge Helpfile Operations SEO Training System Interdependence Operational

14. Service Desk Optimization

15. Optimize Performance Defects Managing Defects at the Desk • Sample: 30+% decrease in invalid code usage

16. Service Desk Optimization Focusing on People, Processes and Tools yields the following results • Provide quantifiable measurements for Agent, Team Lead, and Manager performance. • Sets uniform guidelines for agent management and performance measurements across all accounts or groups. • Removes ambiguity of productivity measurements and management, based on shift and non phone business support function. • Reduce manual data collection and analysis for Continuous Improvements. • Defines individual agent performance strengths and deficiencies for collaborative team improvements. • Allows for tracking of overall daily account health and performance. • Create a more efficient Agent with a diversified skill set. • Provides leadership with tools to quickly and effectively respond to scheduled and unscheduled changes in work load and call volumes. • Utilizes specialized roles to centralize critical functions performed at Level 1 emphasizing process adherence and continuity in day to day operations.

17. Knowledge Centered Support • Call-centered support: • Concentrates on call administration • No focus on teamwork or collaboration • No focus on capturing, organizing or evolving valuable content • Knowledge-centered support: • Transitions from a call-centric, transaction-oriented model to a knowledge centric, relationship-based model • Must measure value creation, not just activity • Take advantage of knowledge that emerges from the experience and interactions of the service organization • Teamwork, teamwork, teamwork! • Knowledge is an asset • Knowledge is owned and maintained by the team, not an individual • Focus is to capture and improve the collective knowledge, not just solve individual customer problems • Consortium for Service Innovation, www.serviceinnovation.org

18. Knowledge Centered Support The benefits of KCS: • Solve Cases Faster • 50 - 60% Improved Time To Resolution • Support organizations without KCS report 60-90% of problems they solve have been solved before, they are reinventing answers and fixes that already exist • 30 – 50% Increase in First Call Resolution • Optimize Use of Resources • 70% Improved Time To Proficiency • 20 - 35% Improved Employee Retention • 20-40% Improvement in Employee Satisfaction • Enable eServices Strategy • 50% Case Deflection (solved via web self-help) • Build Organizational Learning • 10% Call Reduction due to Root Cause Removal • 20% Increase in Lower Tier Resolution • Customer Loyalty • Product improvements based on continuous customer experience and feedback drives customer loyalty with very little wasted effort KCS is not in addition to solving problems, KCS BECOMES THE PROCESS FOR SOLVING PROBLEMS Consortium for Service Innovation, www.serviceinnovation.org

19. Agenda • Why is reengineering the Service Desk Necessary? • Ideas on how to optimize the Service Desk • Effective self-service • Benefits from Reengineering

20. Why Self-Service? • Reduced Costs – lower helpdesk operational costs and decreased end user non-productive time • Improved End User Satisfaction • Repeatable Answers • Demonstrate Innovation • 24 X 7 support

21. Question: What Makes Self-service Effective?Answer: When end users prefer to use self-service over the helpdesk, and calls are deflected from your helpdesk!

22. If you build it, will they come?

23. …Not in real life Traditional results from Self-Service solutions.

24. How to Achieve Success with Self Service Success is not just implementingself-service technology • Fit for Fight Technology • Easy to use • Drive end user adoption • Robust metrics for analysis • Content management • Customized content geared specifically for your end users • Continuous analyses and inspection of incident trends, end user needs, utilization and effectiveness, and environment • Service Adoption • Awareness • Training • Promotion • Attention

25. Fit for the Fight Technology • Must Measure Effectiveness and Drive Continuous Improvement • Backend analytics • What searches yield 0 results? • What searches yield too many results? • What content is not being well utilized? • What types of users are not fully utilizing self-service? • What content is not fully resolving the users’ needs? • What content is missing? • What content can be removed? • Drives End user Adoption • One-stop portal with everything an end user needs • Self help knowledge • Easy to use search • Browse • Password reset • Submit and check status of incident tickets • Chat • Remote Control • Service Alerts • Tips • Other websites • Encourages and captures end user feedback • Easy to Customize/Configure • Easy to expand • Easy to configure • Easy to integrate • Easy to update service alerts/tips real time • Easy to create and publish new articles

31. Content Management Content is aligned to your environmental or business requirements Content is written so end users will understand it Ongoing assessment and refresh of solution content as your environment changes Incident Problem Knowledge Management System Format & Publishing Analyses & Inspection Customer Environment Continuous analyses and inspection ofcurrent incident trends, end user needs, knowledge utilization and effectiveness • Analyses and Inspection • Perform Call Driver analyses • Identify candidate areas for improvement • Work real-time with client and industry data • Develop solution specifications • Monitor content uptake and effectiveness • Development and Testing • Create technical solutions • Test solutions and content • Validate solutions within client environment • Sign-off on technical accuracy and effectiveness • Format and Publishing • Format all solutions and content for ease of use • Make solutions available to end users • Metrics and Feedback • Ongoing metrics track adoption, effectiveness and utility • Feedback mechanism monitors relevance, satisfaction and next-wave opportunities Content Manager Content Manager Agents, Techs SME’s Development & Testing Content Manager Benefits

32. Service Adoption • Provides management discipline around communicating change in the environment • Aligns end user and analyst education to new services and capability adoption • Provides ongoing promotion and marketing to ensure continuous uptake of services Elements of End-User Adoption

33. Marketing and Communications Communications and end-user adoption go hand-to-hand. The following activities should be considered: • Email Newsletters • Section Within Company Newsletter • End-user Surveys • Visibility on the Intranet Front Page • Signage/Balloons Create Awareness

34. Education and Training Marketing and Communication strategies promote awareness but you still need to train everyone on the usability of the self service site. The following activities should be considered: • Webinars • End-User Training and Materials • Service Desk Training and Materials • Brown Bag Meetings

35. Promotions Even with the awareness and education, you still need to provide an incentive to drive end-user adoption. The following activities should be considered: • Monthly/Quarterly Prize Drawings • Continuous Usage Promotions • Best Feedback/Suggestions Prizes All prize winners need to be emphasized within their company newsletter for all to see.

36. Attention A Self-Service site cannot expect to drive end-user adoption unless the quality of the solution is continuously improving. The following activities are example strategies: • End-User feedback • Content Refresh Process • End-User Forums • Solution Governance Meetings • Adoption Plan Reevaluation • Solution Refresh The road to Zen Adoption Stages, Gartner Research, 2010

37. Agenda • Why is reengineering the Service Desk Necessary? • Ideas on how to optimize the Service Desk • Effective self-service • Benefits from Reengineering

38. Benefits of a Re-engineered Helpdesk • Reduced costs • 25% - 30% reduction in service desk labor costs • According to Gartner, the average helpdesk call costs $20, whereas self-service resolution costs $5-$10 • Short term and long term • Reduced end user non-productivity • Increased End User Satisfaction • 24 X 7 Support • Repeatable Answers • Consistent Quality • Reduces ~6-10 minutes non-productive time down to ~1-3 minutes

39. Example Successes • Tier 1 IT Outsourcer • Global Optimization for majority of Service Accounts • Implemented Self Service for 20+ accounts, including password management and end user self-help knowledge. • $50+M hard dollars savings across Levels 1,2 and 3 • Tier 1 IT Outsourcer • N.A. Service Desk Optimization (Level 1) across 26 accounts • Implemented Remote Resolution (Level 2) • Reduce Field Services (Level 3) • Implemented Level 0 services • $8M hard dollar savings in 9 months Level1, 2 and 3 • Self-help knowledge for one global account • 50+% incident and service fulfillment at Level 0!

40. Benefits of Optimization

41. Benefits of Optimization

42. Benefits of Optimization

43. Optimization at Work Productivity 1st Shift Target = 34 April 19-21 = 34 Productivity Target = 34 April 19 - 21 = 27 AHT 1st Shift Target = < 10 Min. April 19-21 = 10.3 AHT All Shifts Target = < 10 Min. April 19 - 21 = 10.1

44. Optimization at Work CSAT Target 90% April MTD = 95%

45. Optimization at Work Rejected Tickets April MTD = .25% Total Contacts April MTD = 9574

46. Re-engineering the Help Desk/Support Center Thank You! For Questions or Comments Contact: Sharon Hughes, VP of Sales for ii2P 972-867-2636 shughes@ii2p.com

47. DFW HDI 2 Year Goals • We are consistently in the top 3 out of 60 HDI chapters across the nation • Goal = to be consistently # 1 • We currently have about 200 HDI members within the DFW area • Goal = to have 400 • We currently average about 40 people to each monthly meeting • Goal = to have 100 • We currently have about 630 people on our email distribution list • Goal = to have 1,500

48. Interactive SurveyHow can we achieve those goals? • Leadership Council involvement • Program Topics • Location of Meetings • Other ideas?

49. DFW HDI Member Map

50. Dallas HDI Member Map