Miroslav Jindra
Service Desk
FIT
2
Agenda
Why, how and what
Supportive mechanisms and tools
Business setup
Delivery management
Watson
about me
Miroslav Jindra
Tribe Leader
IBM career
2009 – IMAC coordinator and Centralized Technical support
2010 – Team Leader, Project Coordinator
2012 – Account Delivery Leader
2013 – Service Delivery Manager
2014 – 1st line & Service Delivery Manager
2018 – Business Operations Manager
2020 – Tribe Leader (2nd line manager)
Contact: miroslav_jindra@cz.ibm.com
Education
Lycee of Matyas Lerch, Masaryk University - ESF
Why, how and what
5
Importance of Service Desk in
business
• Start job for talents
• Helping people to find a path in IT
• Brewery for leadership and other paths
• Communication skills as basic tool of future
success
• Improvement of language skills
• Real experience
• Understanding the bigger picture
• Face of business
• Showplace for services
• Key component of E2E service
• E2E overlap
• Ideas for business improvement
• Center of success promotion
• Project support
6
Purpose
Why
First line of contact for end users which directly resolves
customer queries or co-ordinates with other resolver
teams on behalf of the client.
SD unit is also a supporting source of information for
Service and Project management decision making.
How
• SLA’s set to measure main success criteria:
• First Call Resolution %
• Speed To Answer %
• Customer Satisfaction %
What
Fastest possible resolution to as many as possible
client’s IT requests and incidents with high Customer
Satisfaction.
Client
Service Mngmt
IT delivery teams
Project Mngmt
Service Desk
7
SERVICE DELIVERY TRIPOD
Common customer loss reasons
Cost
Quality Compliance
Existence
§ 1% of customers go out of business
§ 3% move to another location
§ 4% like to change suppliers
§ 5% change on a friend's advice
§ 9% buy it cheaper somewhere else
§ 10% are chronic complainers
§ 68% leave because the company
representatives they deal with are indifferent to
their needs
8
Traditional IT delivery structure
Service
Desk
9
Service Desk Strategy
Simplified SD operations are highlighted in the chart on right.
The model is focused on automatized processing of as many
incoming requests as possible. If not possible, skilled CSR Customer
Service Representatives (Service Desk) will answer
the incoming query either via chat/phone/e-mail or self-service
(web) request. Requests that require involvement of other
groups for resolution, will be transferred in form of ticket
further. The primary goal is to minimize need for involvement of
other groups and have queries resolved through automation (0
level) or at 1st level (Service Desk).
Knowledge base is mostly personalized to each customer and
can be either web-based or database based for example in
Lotus notes. It’s purpose is to help to resolve customer’s query
or provide appropriate process to achieve resolution (which
specific data are necessary to gather and where to look for
further support).
As the CSR is speaking to the customer, he/she will also
document the details of the call in a ticketing system. Each
ticket will contain some basic customer details, machine
information, problem/request classification and description,
including steps taken to resolve the query. There may be slight
variations from client to client, but the base remains the same.
Automation
Service DeskKB
Other units (including
vendors)
10
Service Desk Workload
Phone/Chat
Phone calls and chat make usually the majority of incoming
workload. To manage them effectively, SDs develop workload
arrival patterns through the use of historical data. This shows
the times when customers are most likely to call or chat – see
the chart on right as an example of single day data. This data is
used to build the necessary staffing schedules to ensure
optimum number of staff available throughout the day. While
there is usually as well an optimum call length, CSR can’t
dictate the length of each call, but based on request
classification can decide which cases are to be considered out
of it’s scope to achieve necessary availability (Example: reinstallation
with multiple steps and average length above 20
minutes will not be carried out by the SD and will be transferred
to another group. This is fundamental to the principles of SD
Operations.
As eventuality cannot be forecast (e.g. Network outage), there’s
need for flexibility in staff in order to immediately respond to
changing call patterns (at any time slight adjustments may need
to be made as reaction to significant change in incoming
customer queries.
11
Service Desk Workload
Web (Self-service)
Service providers encourage the use of the web as a
means of raising a query with the SD. The web interface is
often coupled with some self help options as these are
designed to encourage users to search for responses
themselves before reaching the SD.
The advantage of the web is that the SD Operation can
respond to these queries when there is a period of low
phone call or chat volume. This means there are less
scheduling challenges. The disadvantage is that the CSR
does not have the opportunity to ask the customer
detailed problem determination questions (as he/she
would over the phone) that may be required to resolve the
issue. As a result, there may be insufficient information
available to the CSR to answer the query. The net result of
this is that the CSR may often be forced to get in contact
with the customer to clarify details before the problem
can be resolved.
E-mail
E-mails are broadly similar to web-based queries in terms of
submission by the customer and pickup by the CSR. The
disadvantage is that while the web-based solution can force
the customer supply some critical information, the e-mail
solution rarely does so. Furthermore, it is very difficult to
measure the effectiveness of the SD Operation in managing
e-mail requests. Therefore, Service providers will try to
encourage customers to use a combination of Web and
Phone for raising queries with the SD. Modern trend is to
automatically transform E-mails into Self-service tickets
through automation processes, that are based on contents
of e-mail (key-words, attachments, etc.) or remove email
completely and use only webtickets.
12
Roles and Responsibilities
Customer Service Representative / Technical support
CSRs are usually grouped into Teams which are
approximately 15 in size, the individual will perform most of
his/her tasks alone. The call will be received, the CSR will
work with the customer 1:1 and query the knowledge base
as appropriate to retrieve the answers to customer queries.
Should the query require the intervention of another group,
the ticket is usually transferred electronically by the CSR.
SD Operation is planned in great detail, punctuality is
therefore of utmost importance for all members.
SD is a fast paced, measurement driven environment. Each
CSR will be measured against multiple targets. These
include punctuality, First-Call resolution, call duration/hold
time usage, call quality, ticket quality, Customer
Satisfaction, quantitative data as well. Given the nature of
the business, data is available on a very regular basis to
track performance versus targets.
Team Leader/Account Leader/Service Desk Manager
Each team will have a Team Leader who is responsible for the
day-to-day performance of the Team. As teams can be
grouped based on language or product support, they can be
providing support for multiple clients/accounts. Clients are
often supported through multiple teams, therefore while
Team-leader is responsible for day-to-day team performance,
under such circumstances there’s a need for Account Leaders
as well. Account Leaders are responsible for day-to-day
performance cross teams for their clients and ensure the
differences in teams performance is balanced to deliver
service within contractual targets.
Each SD Manager will have 2 – 3 teams reporting to him/her,
while having ownership of performance for some of the
clients/accounts as well. While SD manager has ultimate
responsibility for the performance of the team, he/she is less
likely to be involved on the day-to-day management of the line
and rather focus on long-term planning and continuity of the
service. The SD Manager owns the relationship with the
Customer and the Account leadership.
13
Roles and Responsibilities – organization chart
14
SD Measurements
Time metrics
AR (Abandon Rate) Example: AR <= 6%
Percentage of dropped calls over total offered (incoming) calls.
ASA (Average Speed to Answer) Example: ASA <= 20 sec
The average time (usually expressed in seconds) it takes for a
Service Desk to answer an incoming call.
STA (Speed To Answer) Example: STA => 80% in 20 sec.
The percentage of incoming calls answered within a given time
frame (usually expressed in seconds).
Email/Web Response Time Example: Email Resp. => 80%
in 2 hrs or Avg Email Resp. <= 2 hrs
Time taken to react to customer email request (can be response or
ticket creation). The calculation may be based on the same
principles applied to ASA or STA.
Quality metrics
FTF (First Time Fix), SDE (Service Desk Effectiveness) or
FCR (First Call Resolution)
FCR Example: FCR => 70%
Percentage of eligible requests resolved by the Service Desk with no
need for technical escalation.
CSAT (Customer Satisfaction) Example: CSAT >80%
The customers will be polled to measure their satisfaction with the
service provided. This is mostly done in an automated fashion
through a tool or alternatively can be done through a phone call to
the customer.
Given the nature of the SD business, performance data is being produced minute by minute throughout the day. The key
measurements are agreed with the customer in the contract.
Targets must be: attainable, repeatable, measurable, understandable, meaningful, controllable, affordable, mutually
acceptable
15
Glossary
SLA ::: Service Level Agreement - Contracted service level usually bound with penalties (STA,CSAT…)
SLO ::: Service Level Objective - Commitment to maintain a particular state of the service in a given period
KPI ::: Key Performance Indicator - KPI measurement may be functional to the achievement of strategic goals, quality
standards, or performance assessment against any given factor
ASA ::: Average Speed of Answer - This is the average time it takes to pick up a customer telephone call
STA ::: Speed to Answer - This is the percentage of calls taken within contracted time
CSAT ::: Customer Satisfaction - This is a measure of how satisfied customers are with the service they have received
from the SD.
SD ::: Service Desk - This is the formal title given to Helpdesks
CSR ::: Customer Service representative - This is the official title of the ‘agents’ who work within the SD
KB ::: Knowledge Base – storage of specific client knowledge documentation
SPOC ::: Single point of contact – standard term for services were SD is the only function communicating with client
16
Supportive
mechanisms
and tools
17
TOOLS SUITE
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY
CALL
HANDLING
REPORTING
A SD operation will employ a complex system of tools in order to effectively manage the service it provides. These tools will
usually be divided into the following categories : Staffing & Personnel Management, Telephony, Call Handling and Reporting.
18
TOOLS SUITE
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY
CALL
HANDLING
REPORTING
19
TOOLS SUITE
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY
CALL
HANDLING
REPORTING
20
TOOLS SUITE
CALL HANDLING MODULE ::: Once a CSR has received a call, he/she is required to document all customer interactions in a
ticketing system. It is important to carefully gather basic information about the customer’s issue as these are essential for swift
problem resolution. Furthermore, should the CSR be unable to resolve the query, the information will be passed electronically
(though the ticketing system) to another group. These details will be by required by this group also so they need to be clearly
documented in the ticket. In order to help the CSR with the resolution of the problem, he/she will use a knowledge base of
information. By asking the customer clear problem determination questions and using this information to query the database,
the CSR will be able to find detailed, step-by-step instructions to resolve the customer’s problem.
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY
CALL
HANDLING
REPORTING
21
TOOLS SUITE
STAFFING
MODULE
STAFFING /
PERSONNEL
AVAYA
LINE
MONITOR
TICKETING
CALL
QUALITY
MONITOR
KNOWLEDGE
BASE
REPORTING
MODULE
TELEPHONY
CALL
HANDLING
REPORTING
22
Business setup
Business setup
23 ©2018 IBM Corporation 26 March 2021 IBM Services23
IBM
Client Innovation Centres
Poland
Central Europe
Johannesburg
India
Costa Rica
Buenos Aires
Hortolandia
Malaysia
Philippines
China
2424
Supporting more than 500 clients
Across all European regions as well as Global accounts
Range of services
Storage Management
Mainframe
Server Management
Data Management
Data Management
Distributed
Application Hosting
Server Management
Mobility & Workplace Platform Management
Mobility and Workplace
Mobility & Workplace Device Management
MWS Cross Service Line
Mobile Client Care Services – Service Desk
Automation
Network services
Incident, Problem & Change Management
Integrated Service Management
Incident, Problem & Change Coordination
Service Availability Managers
Delivery Project Executives
Service Support Management
RFS
T&T / Project Services
Transition and Transformation
Delivery Transformation
Project Office Management
Identity & Access / Infrastructure Protection
Security and Risk Management
Compliance & Regulatory Program Management
Security Operations Management
System Currency
Client Management
Asset Management
Language skills
English German French
Czech Russian Spanish
Dutch Italian Turkish
Hungarian Portuguese Polish
Greek Slovak Brazilian
25
IBM Employees Demographics
26
Average of Female Graduate
from IT Universities is 10%
Other
43%Domestic
57%
Czech Republic
People Citizenship
Other
1%
Domestic
99%
Hungary
IBM CIC CE Employees Demographics & Diversity
Female
33%Male
67%
Czech Republic
Gender Diversity
Female
26%
Male
74%
Hungary
With
Universit
y…
Without
Universit
y…
Czech Republic
University Degree
With
Universit
y…
Without
Universit
y…
Hungary
AP Languages
Arabic Language
Chinese
Dutch, Flemish
Eastern European
English
French
German
Italian
Japanese
Nordics
Portuguese
Spanish
Designated MMS for Mac
Service Desk delivery site
San Jose,
Costa Rica
Buenos Aires,
Argentina
Dublin, Ireland
Brno, Czech Republic
Wroclaw, Poland
Cairo, Egypt
Johannesburg,
South Africa
Cyberjaya,
Malaysia
Manila, Philippines
Shenzhen, China
Dalian, China
Noida &
Gurgaon,
India
Bangalore,
Hyderabad
India
Hortolandia,
Brazil
Boulder,
USA
IBM Service Desk – Global Footprint
CIC Czech Republic (Brno)
Incoming contacts: 60,000 contacts/month
Languages: 16 languages
Supported countries: 50+ across all continents
Supported clients: 22 with individual requirements
Customer satisfaction: 90% average customer satisfaction
AP Languages
Arabic Language
Chinese
Dutch, Flemish
Eastern European
English
French
German
Italian
Japanese
Nordics
Portuguese
Spanish
Designated MMS for Mac
Service Desk delivery site
San Jose,
Costa Rica
Buenos Aires,
Argentina
Brno, Czech Republic
Wroclaw, Poland
Cairo, Egypt
Johannesburg,
South Africa
Cyberjaya,
Malaysia
Manila, Philippines
Shenzhen, China
Dalian, China
Noida &
Gurgaon,
India
Bangalore,
Hyderabad
India
Hortolandia,
Brazil
Boulder, USA
IBM Service Desk – Global Footprint
Local management
Delivery Partner
Executive Client Executive
Local management
Service Desk
Director
Local Client Site
Leaders
Local Client Site
Leaders
Internal alignment and cross CIC cooperation
Executive
reporting and
communication
Optional specific
local operational
cooperation
Optional specific
local operational
cooperation
Brno site infrastructure
• Located in adjacent buildings in a Technology Park
• Each floor includes meeting rooms, quiet rooms and break areas with kitchenette and vending facilities
• Fully redundant infrastructure:
• Power - UPS and Independent Diesel generators
• Network [WAN & LAN] - voice & data. Two physically separate WAN links with connections provided
by two separate providers
29
Business Continuity & Disaster Recovery
30
31
Contact Centre Shared Infrastructure (CCSI)
• Fully customisable based on client’s requirements
• Provides advanced features to all it’s components
• Enhances disaster recovery and business continuity options
• Enables virtualisation of agent resources cross geographical
locations
• Fully customisable to client’s environment and easily modified
based on new requirements
• End-to-end support ensured by IBM as a Single Point of Contact
(including TFN)
32
Delivery management
33
Analytics
DWS Brno
Right-2-Left
Regular checks on tickets
resolved by OSS with aim to find
remotely resolvable cases
improving reaction time, CSAT
and cost. Next each newly
identified case is recorded to
knowledge base. Activity is
driven by each account’s CTS
person. R2L is measured as
comparison of tickets closed by
SD, CTS and OSS.
Outputs are presented to clients.
Mis-assigned
Flagging system established
(tag or worklog type) on most
accounts. Supports
cooperation cross groups with
direct efficient focus on issue
fix and RCA targeting. Reaction
time to fix the flagged ticket is
only 1 day. Best practice cross
accounts, usually driven by
Service Leader or CTS.
Outputs are presented to
clients.
CSAT analysis
Each DSAT is analyzed by quality
team, each user is called or
emailed. Process is standard
with minimum account
deviations.
3 types of actions are derived
based on causing unit
SD caused – direct feedback
IBM caused – addressed to
account
Client help needed – addressed
to client or account team.
34
Escalation
process and
internal
reviews
DWS Brno
Continuous
business review
Monthly review per team account
lead by Business Operations
Manager covering main topics in
the unit, team, account, unit
strategy, operational points,
people development…
Escalation
process
Account Customer care
mailboxes streamlining
escalation flow and prevent
fragmented communication.
Tickets flagged for easy
tracking and for daily overview
and speeding up of the
processing. Monthly overview
of escalated tickets to close
the loop can be created.
Count of TICKETID Month closed
Type 3 4 5 6 7 8 9 10 11 12 1 2 in progres being closed
Ticket chase out of SLA 10 23 45 32 35 35 25 28 31 42 41 9 8 2
Ticket chase in SLA 19 28 19 14 14 15 26 23 16 14 21 3 1
Escalation 8 9 11 9 12 12 2 25 11 13 7 2 2
Processed OK 1 3 1 1 3 4 1
Grand Total 38 63 76 55 61 63 56 76 62 70 69 14 11 2
Average age 13,5 9,8 10,8 23,5 15,4 21,7 25,8 19,5 13,5 15,1 14,3 7,1 14,4 3,0
Median age 4,2 4,6 8,1 7,2 9,8 12,6 6,1 7,8 5,0 5,9 8,7 5,3 8,4 3,0
O365 5 11 21 15 11 11 11 9 8 11 18 1 3
Phone 7 8 8 4 8 5 5 14 12 11 12 3 1 1
Network 3 4 9 4 5 6 8 2 9 12 8 1 2
Account 4 9 8 10 6 9 3 4 6 7 7
VPN 4 7 11 4 7 10 6 2 3 4 4 2 3
PC other 2 1 3 3 2 2 6 7 5 5 5 2 1 1
LN 3 2 2 3 4 1 5 7 2 6 4
Access 1 2 8 1 3 3 2 6 3 2 1
Drive 1 5 2 2 3 4 2 2 3 4 1
SAP 2 3 1 1 3 2 3 6 3 1 1 2
Printer 3 5 4 2 3 1 2 1 1
SLA-HOLD 15 1 2
Hardware 2 1 4 2 1 1 3 2 1
Voip 2 1 1 2 4 3 1
Security 1 1 3 1 2 1 1
Server 1 1 1 2 2 1
Restore 2 1
Win 10 migration 1 1
ICD 1 1
Grand Total 38 63 76 55 61 63 56 76 62 70 69 14 11 2
Escalations per type (based on closed month)
Detailed Split per type
Delivery
management
Live reporting
workloads visible to all people
Half-hourly reports for leaders
Daily Service Level and KPI
performance overview (risk
assessment and decision
making)
Regular cross geography
touchpoints for MTD results
(weekly in BAU)
35
External
quality
system
DWS Brno
Interlocks
Weekly interlocks are serving
operational purposes, usually
excel AP
Monthly interlocks are designed
for service overview, results of
detailed analysis – eg.
misassigned, R2L, escalations,
call drivers, CSAT, progress of
bigger points of improvement,
SLA review…
Based on the size the account,
the pack varies.
Governance and
reporting
During initial phase, there is a
daily interlock with higher
amount of daily data.
In BAU, there is only weekly
and monthly interlock.
Each report must has a
specific purpose to measure
success of underlaying
actions, reports not driving
anything are not accepted or
cancelled.
Strategy planning
Strategic planning is ensuring
execution of meaningful longterm
plans. Creation of such plan
usually requires client visit and
ideally visit of IBM on client site
to gather the necessary feelings
and data to define matching
problem statements, objectives,
goals, tasks and measurements.
This is reviewed every month,
both IBM and client have usually
part of the actions to drive.
IBM helps to identify such cases
and provides best practices far
these.
36
IBM Workplace Support
Services with Watson
Focus on reinventing workplace support
37
Our strategies are guided by three drivers of change that impact
how enterprises will need to support their end users
Explosive growth of devices
and technology
Exponential technology growth
By 2020, 80% of outsourced service
desks for global enterprises will no
longer require human service desk
agents for the first contact.1
Globalization and mobile workforce
A global office
Around 89% of the global workforce
will be mobile by 2020. 2
Workforce demographics
Evolving workforce
By 2020, five different generations will
be in the workforce together for the
first time ever.3 75% of millennials
consider an organization’s technology
when deciding on employment.4
38
Digital
Workplace
Support
An integrated,
omnichannel service
3
8
Digital Workplace Services
Self-enablement &
Virtual Support
Live Agent Chat
Live Agent
Phone
Level 1.5 SupportDeskside SupportClient CenterEndPoint
Analytics
Incident
Management
Customer
Satisfaction
Service Analytics
Customers
Remember?
39
IBM works with clients to build a roadmap
for the future of their IT End User Support.
Automation and Cognitive Cognitive Support Productivity and Analytics Traditional
Semantic Ticket
Analytics
Self-Healing
Persona Driven
Support
Robotic Process
Automation
Digital Experience
Monitoring
Personalized
Support
Advanced
ITSMTooling
DetailedUser Facing
Knowledge Content
Multi-Channel
Support
Service Desk Efficiency
Optimization
Automated
PasswordReset
Ticket Analysis and
Transformation
Single Point of
Contact
Level 2 Level 1
Virtual Personal
Assistant
40
Workplace
Support
Services with
Watson is
focused on
transforming
IT support
Lower total cost of ownership
Drive business outcomes
Deliver a superior end-user
experience
– Automation and self-service provide
low- or no-touch problem resolution
– Enables workforce to become more
self sufficient and productive
– Ubiquitous, persona-driven
architecture enables a personalized
experience
– Maintains contact no matter the
device and enables “follow me”
support regardless of channel
– Predicatively or proactively
resolves issues
– Self healing drives down number
of incidents and reduces MTTR
41