The 80/20 Rule for Desktop KPI's: Focus on the Vital Few

The 80/20 Rule for Desktop KPI’s:
Less is More!
Jeff Rumburg • MetricNet

More than 1,100 Desktop Support Benchmarks
Global Database
30+ Key Performance Indicators
Nearly 60 Industry Best Practices
IT Support Benchmarking Database

The Traditional Paradigm for Technical Support
PEOPLE
PROCESS
TECH
3© 2014 MetricNet, LLC, www.metricnet.com

Human Resources Come First
PEOPLE

Followed by Processes Designed Around People
PEOPLE
PROCESS

Technology Creates Repeatability and Consistency
PEOPLE
PROCESS
TECH

But Is There and Even More Fundamental Building Block?
METRICS
PEOPLE
PROCESS
TECH

Six-Part Model for Desktop Support Best Practices
Proactively Managing
Stakeholder Expectations
Stakeholder
Communication
A Holistic Approach to
Performance
Measurement
Performance
Measurement
Leveraging People and
Processes
Technology
Expeditious Delivery of
Customer Service
Process
Proactive, Life-cycle
Management of
Personnel
Human
Resources
Defining Your Charter
and Mission
Strategy
Definition
Model
Component
Customer
Enthusiasm
Strategy
Human
Resources
Process
Technology
Performance
Measurement
Stakeholder
Communication

Best Practices in Performance Measurement
1
2
3
4
5
6
11
12
Desktop Support tracks the Mean Time to Resolve (MTTR), and the Percentage of tickets resolved
within 24 hours.
14
7
8
Technician Satisfaction is measured, recorded, and tracked.
Technician Utilization is measured, recorded, and tracked on an ongoing basis.
Desktop Support understands key correlations and cause/effect relationships between the various KPI's.
This enables Desktop Support to achieve desired performance goals by leveraging and driving the
underlying "causal" metrics.
10
9
13
Desktop Support conducts benchmarking at least once per year.
Desktop Support KPI's are used to establish "stretch" goals.
Cost per Ticket is measured, recorded, and tracked on an ongoing basis.
Customer Satisfaction is measured, recorded, and tracked on an ongoing basis.
Desktop Support measures are used holistically, and diagnostically to identify performance gaps in
Desktop Support performance, and to prescribe actions that will improve performance.
Desktop Support maintains a balanced scorecard that provides a single, all-inclusive measure of
Desktop Support performance.
First Contact Resolution Rate for Incidents is measured, recorded, and tracked on an ongoing basis.
First Level Resolution is measured, recorded, and tracked on an ongoing basis.
Desktop Support tracks the number of tickets that are that could have been resolved by the Desktop
Support organization at Level one.
Desktop Support conducts event driven customer surveys whereby the results of customer satisfaction
surveys can be linked back to a specific ticket, and to a specific technician handling the contact at

Ranking Explanation
1 No Knowledge of the Best Practice.
2 Aware of the Best Practice, but not applying it.
3 Aware of the Best Practice, and applying at a rudimentary level.
4 Best Practice is being effectively applied.
5 Best Practice is being applied in a world-class fashion.
Best Practices Evaluation Criteria

10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3 4 5
Metrics Maturity Ranking
DesktopSupportBalancedScore
The Evidence for Metrics as a Foundation Block
n = 143

10 Mega Trends and the Holistic Use of KPI’s
 Holistic use of KPI’s and Benchmarking
 Process Optimization (ITIL, ITSM)
 User Self-Help
 Desktop Virtualization
 Marketing the Service Desk
 Understanding of TCO and First Level Resolution
 Process Optimization (ITIL, ITSM)
 Knowledge Management and Remote Diagnosis
 The Widespread Adoption of ROI Analysis
 Service and Support as a Business

The Premise Behind Desktop Support KPI’s
We’ve all heard the expression…
“If you’re not measuring it,
you’re not managing it!”
But there’s more to the story…Lots more!
© 2014 MetricNet, LLC, www.metricnet.com 13

Two Paradigms for Desktop Support KPI’s
The Historical Approach The Holistic Approach
Measurement
(75%)
Analysis
(15%)
Prescription
(7.5%)
Action
(2.5%)
Measurement
(5%)
Analysis
(20%)
Prescription
(30%)
Action
(45%)
IncreasingValue!

15
4
3
2
1
Customer
Enthusiasm
An Industry MegaTrend: The Holistic Use of KPI’s
Measure
Diagnose
Prescribe
Implement
Model
Component Description
1. Measure
Measure help
desk
performance on
an ongoing basis
2. Diagnose
Benchmark
performance and
conduct a gap
analysis
3. Prescribe
Define actions to
close the gap
4. Implement
Implement your
action plan and
improve
performance
© 2014 MetricNet, LLC, www.metricnet.com

The Most Common Desktop Support KPI’s
 Cost per Ticket
 Cost per Incident
 Cost per Service Request
Cost Productivity
Service Level
Quality
Ticket Handling
Technician Average Incident Response
Time (min)
 % of Incidents Resolved in
24 Hours
 Mean Time to Resolve
Incidents (hours)
 Mean Time to Complete
Service Requests (days)
 Technician Utilization
 Tickets per Technician-
Month
 Incidents per Technician-
Month
 Service Requests per
Technician-Month
 Ratio of Technicians to
Total Headcount
 Customer Satisfaction
 First Contact Resolution Rate
(Incidents
 % Resolved Level 1 Capable
 % of Tickets Re-opened
 Technician Satisfaction
 New Technician Training
Hours
 Annual Technician Training
Hours
 Annual Technician Turnover
 Technician Absenteeism
 Technician Tenure (months)
 Technician Schedule
Adherence
 Average Incident Work
Time (min)
 Average Service Request
Work Time (min)
 Average Travel Time per
Ticket (min)
And there are hundreds more!!
Workload
 Tickets per Seat per Month
 Incidents per Seat per
Month
 Service Requests per Seat
per Month
 Incidents as a % of Total
Ticket Volume

Controllable vs. Non-Controllable KPI’s
Causal
Factors
Drivers
 Cost and Quality are the Macro Measures
 The Macro Measures tell the story of your
performance
 They are good for communicating the
performance of Desktop Support
 But you cannot control them directly
 Workload metrics are driven by Causal Factors
 The Causal Factors define the volume and mix
of work performed by Desktop Support
 Desktop Support has very little control over the
Causal Factors
 They are a function of your IT environment
 Productivity, Service Level, Technician, and Ticket
Handling are the underlying drivers of performance
 These are the metrics that drive your performance
 You can control these metrics directly
 It is through these metrics that you can influence the
Macro Measures, and improve your performance

Causal Factors: The Workload Drivers
Causal
Factors
Drivers
 Causal Factors include:
 Device count and mix
 Mix of desktop vs. laptop
computers
 Number of mobile devices
 Average age of devices
 Standardization of desktop
environment
 User population density
 High rise vs. campus vs. field
 User work location
 Office vs. home vs. field
 And numerous other factors…

There Has Got to Be a Better Way!
 Cost per Ticket
 Cost per Incident
 Cost per Service Request
Cost Productivity
Service Level
Quality
Ticket Handling
Technician Average Incident Response
Time (min)
 % of Incidents Resolved in
24 Hours
 Mean Time to Resolve
Incidents (hours)
 Mean Time to Complete
Service Requests (days)
 Tickets per Technician-
Month
 Incidents per Technician-
Month
 Service Requests per
Technician-Month
 Ratio of Technicians to
Total Headcount
 First Contact Resolution Rate
(Incidents
 % Resolved Level 1 Capable
 % of Tickets Re-opened
 Technician Satisfaction
 New Technician Training
Hours
 Annual Technician Training
Hours
 Annual Technician Turnover
 Technician Absenteeism
 Technician Tenure (months)
 Technician Schedule
Adherence
 Average Incident Work
Time (min)
 Average Service Request
Work Time (min)
 Average Travel Time per
Ticket (min)
And there are hundreds more!!
Workload
 Tickets per Seat per Month
 Incidents per Seat per
Month
 Service Requests per Seat
per Month
 Incidents as a % of Total
Ticket Volume

The 80/20 Rule for Desktop Support KPI’s
 Cost per TicketCost
Productivity
Quality
Call Handling
 Customer satisfaction
 First contact resolution rate (incidents)
Technician  Technician Satisfaction
Aggregate  Balanced scorecard
TCO  % Resolved Level 1 Capable
Service Level  Mean Time to Resolve

Desktop KPI’s: Which Ones Really Matter?
Productivity
Quality
Call Handling

Aggregate Metrics: The Balanced Scorecard
Step 1
Eight critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance metric,
the highest and lowest
performance levels in the
benchmark are recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for each
metric is then
calculated: (worst case
– actual performance) /
(worst case – best
case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
22
Worst Case Best Case
Cost per Incident 15.0% $312.00 $19.00 $48.00 90.1% 13.5%
Cost per Service Request 15.0% $556.00 $41.00 $113.00 86.0% 12.9%
Customer Satisfaction 25.0% 67.0% 94.0% 83.0% 59.3% 14.8%
Technician Utilization 15.0% 36.0% 84.0% 59.0% 47.9% 7.2%
First Contact Resolution Rate (incidents) 15.0% 38.0% 84.0% 61.0% 50.0% 7.5%
% of Incidents Resolved in 24 Hours 5.0% 19.0% 71.0% 58.0% 75.0% 3.8%
Mean Time to Complete Service Requests (days) 5.0% 18.4 1.8 5.8 75.9% 3.8%
Technician Satisfaction 5.0% 59.0% 93.0% 84.0% 73.5% 3.7%
Total 100.0% N/A N/A N/A N/A 67.1%
Balanced
Score
Your Actual
Performance
Metric
Score
Performance RangeMetric
WeightingPerformance Metric

Desktop Support Scorecard Trend
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
12 Month Average Monthly Score

Desktop Support Balanced Scorecard Benchmark
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
DesktopSupportBalancedScores
High 86.2%
Average ----- 51.9%
Median 50.1%
Low 16.0%
Your Score 67.1%
Desktop Support Balanced Scores
Key Statistics

10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3 4 5
Metrics Maturity Ranking
Reminder: Metrics Matter!
n = 143

26
Benchmarking Case Study:
Optimizing Desktop Support Performance

27
Characteristics of World-Class Desktop Support
 Desktop Support consistently exceeds customer expectations
 Result is high levels of customer satisfaction (> 93%)
 MTTR is below average for Incidents and Service Requests
 < 0.7 days for Incidents
 < 3.8 days for Service Requests
 Costs are managed at or below industry average levels
 Cost per Ticket, per Incident, and per Service Request is below average
 Minimizes Total Cost of Ownership (TCO)
 Desktop Support follows industry best practices
 Industry best practices are defined and documented
 Desktop Support follows industry best practices
 Every transaction adds value
 A positive customer experience
 Drives a positive view of IT overall

Tickets, Incidents, and Service Requests
Incident Volume + Service Request Volume = Ticket Volume
Tickets
Incidents Service Requests
 Unplanned work that
requires a physical
touch to a device
 Hardware break/fix
 Device failure
 Connectivity failure
 Planned work that
requires a physical touch
to one or more devices
 Move/Add/Change
 Hardware or software
upgrade
 Device refresh
 Device set-up

Benchmarking Data Summary
Average Min Max
Cost per Ticket $81 $68 $55 $117
Cost per Incident $57 $45 $34 $85
Cost per Service Request $144 $128 $107 $196
Customer Satisfaction 71% 81% 71% 89%
First Contact Resolution Rate (Incidents) 49% 55% 44% 82%
% Resolved Level 1 Capable 9% 17% 4% 23%
% of Tickets Re-opened 2.0% 6.0% 1.0% 8.0%
Technician Utilization 46% 54% 36% 84%
Tickets per Technician per Month 65 81 58 93
Incidents per Technician per Month 81 100 72 131
Service Requests per Technician per Month 42 53 35 71
Ratio of Technicians to Total Headcount 73% 84% 69% 88%
Average Incident Response Time (hours) 9.1 6.3 4.2 12.1
% of Incidents Resolved in 24 Hours 33% 51% 33% 62%
Mean Time to Resolve Incidents (days) 2.6 1.9 0.7 4.3
Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7
Technician Satisfaction 71% 84% 66% 87%
New Technician Training Hours 10 46 10 80
Annual Technician Training Hours 0 21 0 28
Annual Technician Turnover 53% 24% 8% 53%
Technician Absenteeism 19% 14% 9% 22%
Technician Tenure (months) 11 47 11 64
Technician Schedule Adherence 64% 87% 64% 91%
Average Incident Work Time (min) 65 49 38 77
Average Service Request Work Time (min) 119 94 80 110
Average Travel Time per Ticket (min) 18 23 12 49
Tickets per Seat per Month 0.79 0.90 0.70 1.68
Incidents per Seat per Month 0.57 0.65 0.5 1.2
Service Requests per Seat per Month 0.22 0.25 0.2 0.48
Incidents as a % of Total Ticket Volume 72% 72% 71% 71%
Deskside Support KPI's Peer GroupYour
Performance
Productivity
Workload
Cost
Quality
Metric Type
Service Level
Technician
Ticket Handling

Key Metrics Magnified
KPI Company Peer Group Average
Cost per Ticket $81 $68
Customer Satisfaction 71% 81%

The Two Foundation Metrics: Cost and Customer Satisfaction
Cost per Ticket Customer Satisfaction

Cost and Quality: Nothing Else Matters!
Lower Cost
Cost per Ticket (Efficiency)
CustomerSatisfaction
(Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
World-Class
Desktop
Support
Peer Group
Higher Cost
Lower
Quality
Higher
Quality

Technician Utilization: The Key Driver of Cost
Technician
Utilization

$0
$50
$100
$150
$200
$250
$300
30% 40% 50% 60% 70% 80% 90%
Techncian Utilization
CostperTicket
Technician Utilization vs. Cost per Ticket

Desktop Support Technician Utilization Defined
Technician
Utilization
((Average number of Incidents handled by a technician in a month) X (Average Incident Work Time) +
(Average number of Service Requests handled by a technician in a month) X (Average Service Request Work Time) +
(Average number Tickets handled by a technician in a month) X (Average Travel Time per Ticket))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
 Technician Utilization is a measure of technician work and travel time, divided by
total time at work during the month
 It takes into account both incidents and service requests handled by the
technicians
 But it does not make adjustments for sick days, holidays, training time, project
time, or idle time
=

Example: Desktop Support Technician Utilization
 Incidents per Technician per Month = 60
 Service Requests per Technician per Month = 24
 Average Tickets per Technician per Month = 84
 Average Incident Work Time = 32 minutes
 Average Service Request Work Time = 59 minutes
 Average Travel Time per Ticket = 41 minutes
Technician
Utilization
((Average number of Incidents handled by a technician in a month) X (Average Incident Work Time) +
(Average number of Service Requests handled by a technician in a month) X (Average Service Request Work Time) +
(Average number Tickets handled by a technician in a month) X (Average Travel Time per Ticket))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
=
Technician
Utilization
((60 Incidents per Month) X (32 minutes) + (24 Service Requests per Month) X (59 minutes) +
(84 Tickets per Month) X (41 minutes))
(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr)
= =
70%
Technician
Utilization

The Drivers of Customer Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
SL’s
MTTR

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
30% 40% 50% 60% 70% 80% 90% 100%
Technician Satisfaction
Technician Satisfaction vs. Customer Satisfaction

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
30% 40% 50% 60% 70% 80% 90%
First Contact Resolution Rate (Incidents)
Incident FCR vs. Customer Satisfaction

Incident MTTR vs. Customer Satisfaction
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
Incident MTTR (days)

The Drivers of Technician Satisfaction
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
SL’s
MTTR
Service
Levels: MTTR
Coaching Career Path Training Hours

New Technician Training Hours vs. Technician Satisfaction
20%
30%
40%
50%
60%
70%
80%
90%
100%
0.0 50.0 100.0 150.0 200.0 250.0
New Technician Training Hours
TechnicianSatisfaction

Annual Training Hours vs. Technician Job Satisfaction
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100 120 140
Annual Technician Training Hours
TechnicianSatisfaction

Technician Experience vs. Incident FCR
20%
30%
40%
50%
60%
70%
80%
90%
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0
Technician Time on Job (months)
IncidentFCR

Measuring Defects: % Resolved Level 1 Capable
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
SL’s
MTTR
Service
Levels: MTTR
% Resolved
Level 1
Capable

Two Metrics You Should Know
% Resolved Level 1 Capable (PRLC)
The percentage of tickets resolved by desktop support
that could have been resolved at level 1 support.
First Level Resolution Rate (FLR)
The number of tickets resolved at level 1 divided by all
tickets that can potentially be resolved at level 1.

Cost of Resolution: North American Averages
Support Level Cost per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22

A SPOC Service Desk is Highly Leveraged
User Community
Level 1:
Service Desk
Level 2:
Desktop
Support
Field
Support
Level 3:
IT Support
Vendor
Support

Key SPOC Principles
Key SPOC Principles
 Enterprise takes an end-to-end view of user
support
 User/Customer has a single point of contact
for all IT-related incidents, questions,
problems, and work requests
 The Level 1 Service Desk is the SPOC
 Level 1 is responsible for:
 Ticket triage
 Resolution at Level 1 if possible
 Effective handoffs to n level support
 Resolution coordination and facilitation
 Ticket closure
 Desktop “Drive-bys”, “Fly-bys”, and “Snags”
are strongly discouraged

SPOC Support Reduces Total Cost of Ownership
0%
5%
10%
15%
20%
25%
30%
35%
40%
%ResolvedLevel1Capable
% Resolved Level 1 Capable with SPOC % Resolved Level 1 Capable without SPOC
Average = 22.8%
Average = 15.3%

A Summary of the Major KPI Correlations
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
% Resolved
Level 1
Capable
Scheduling
Efficiency
Service
Levels: MTTR

Benchmarking Case Study: The Diagnosis
Average Min Max
Cost per Ticket $81 $68 $55 $117
Cost per Incident $57 $45 $34 $85
Cost per Service Request $144 $128 $107 $196
Customer Satisfaction 71% 81% 71% 89%
First Contact Resolution Rate (Incidents) 49% 55% 44% 82%
% Resolved Level 1 Capable 9% 17% 4% 23%
% of Tickets Re-opened 2.0% 6.0% 1.0% 8.0%
Technician Utilization 46% 54% 36% 84%
Tickets per Technician per Month 65 81 58 93
Incidents per Technician per Month 81 100 72 131
Service Requests per Technician per Month 42 53 35 71
Ratio of Technicians to Total Headcount 73% 84% 69% 88%
Average Incident Response Time (hours) 9.1 6.3 4.2 12.1
% of Incidents Resolved in 24 Hours 33% 51% 33% 62%
Mean Time to Resolve Incidents (days) 2.6 1.9 0.7 4.3
Mean Time to Complete Service Requests (days) 12.7 7.4 4.6 12.7
Technician Satisfaction 71% 84% 66% 87%
New Technician Training Hours 10 46 10 80
Annual Technician Training Hours 0 21 0 28
Annual Technician Turnover 53% 24% 8% 53%
Technician Absenteeism 19% 14% 9% 22%
Technician Tenure (months) 11 47 11 64
Technician Schedule Adherence 64% 87% 64% 91%
Average Incident Work Time (min) 65 49 38 77
Average Service Request Work Time (min) 119 94 80 110
Average Travel Time per Ticket (min) 18 23 12 49
Tickets per Seat per Month 0.79 0.90 0.70 1.68
Incidents per Seat per Month 0.57 0.65 0.5 1.2
Service Requests per Seat per Month 0.22 0.25 0.2 0.48
Incidents as a % of Total Ticket Volume 72% 72% 71% 71%
Deskside Support KPI's Peer GroupYour
Performance
Productivity
Workload
Cost
Quality
Metric Type
Service Level
Technician
Ticket Handling

Low Customer Satisfaction Diagnosed
Customer Satisfaction 71% 81%
Incident FCR 49% 55%
New Tech Training Hrs 10 46
Annual Tech Training Hrs 0 21

High Costs Diagnosed
Cost per Ticket $81 $68
Technician Utilization 46% 54%
% Resolved in 24 Hrs 33% 51%
Annual Turnover 53% 24%

A Summary of the Major KPI Correlations
Technician
Utilization
FCR
(Incidents)
Technician
Satisfaction
SL’s
MTTR
Work/
Travel Time
Techs/
Total FTE’s
Absenteeism/
Turnover
% Resolved
Level 1
Capable
Scheduling
Efficiency
Service
Levels: MTTR

56
The Big Picture for Desktop KPI’s

57
The Paradox of IT Support
 Less than 5% of all IT spending is
allocated to end-user support
 Service desk, desktop support,
field support
 This leads many to erroneously
assume that there is little upside
opportunity in IT support
 The result is that most support
organizations are managed with the
goal of minimizing costs
 But the most effective support
strategies focus on maximizing
value
Corporate IT Spending Breakdown
4%
96%: Non support functions
End-User Support
 Application
Development
 Application
Maintenance
 Network
Operations
 Mainframe and
midrange Computing
 Desktop Computing
 Contract Services
(e.g., disaster
recovery)

84%
47%
31% 29%
22%
19%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Service Desk Desktop
Support
Network
Outages
VPN Training Enterprise
Applications
Desktop
Software
Factors Contributing to IT Customer Satisfaction
%SayingVeryImportant
 n = 1,044
 Global large cap companies
 Survey type: multiple choice
 3 responses allowed per survey
 84% cited the service desk as a very important factor in their overall satisfaction with corporate IT
 47% cited desktop support as a very important factor in their overall satisfaction with corporate IT
Because Desktop Support is a Major Driver of Customer Satisfaction

60
Support Level Cost per Ticket
Vendor
Level 2: Desktop Support
Field Support
Level 3 IT
(apps, networking, NOC, etc.)
Level 1: Service Desk
$471
$196
$85
$62
$22
Because Support Has an Opportunity to Minimize TCO

61
0
10
20
30
40
50
60
70
0 1 2 3 4 5
ProductiveHoursLostperEmployeeperYear
Because Quality of Support Drives End-User Productivity
1 (top) 2 3 4 (bottom)
Customer Satisfaction 93.5% 84.5% 76.1% 69.3%
First Contact Resolution Rate 90.1% 83.0% 72.7% 66.4%
Mean Time to Resolve (hours) 0.8 1.2 3.6 5.0
Customer Satisfaction 94.4% 89.2% 79.0% 71.7%
First Contact Resolution Rate 89.3% 85.6% 80.9% 74.5%
Mean Time to Resolve (hours) 2.9 4.8 9.4 12.3
Service Desk
Desktop Support
Performance Quartile
Support Function Key Performance Indicator
37.4 46.9Average Productive Hours Lost per Employee per Year 17.1 25.9
Performance Quartile n = 60

The 80/20 Rule for Desktop Support KPI’s
Productivity
Quality
Call Handling

Some Final Thoughts on Desktop Support KPI’s
 When it comes to Desktop Support KPI’s, the 80/20 Rule applies
 Less really is more!
 Seven KPI’s, plus the Balanced Scorecard are all you need to holistically
measure and manage your Desktop Support organization
 Understand the cause-and-effect relationship between KPI’s
 This gives you the power to achieve desired outcomes in Desktop Support!
 Not all Desktop Support KPI’s are controllable
 Focus on the controllable KPI’s
 Effective application of Desktop Support KPI’s can help to
 Drive high levels of Customer Satisfaction for all of IT
 Reduce and minimize Total Cost of Ownership for End-User Support,
 Return productive hours to end users

The Traditional Paradigm for Technical Support
PEOPLE
PROCESS
TECH

Metrics: The Foundation of Success in Desktop Support!
METRICS
PEOPLE
PROCESS
TECH

Question and Answer
Jeff Rumburg • MetricNet

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evaluation on your smartphone by going to
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to the HDI 2014 mobile conference app.
Thank you for attending this session

Benchmarking is MetricNet’s Core Business
Call Centers
Telecom
Information
Technology
Satisfaction
 Technical Support
 Customer Service
 Telemarketing/Telesales
 Collections
 Service Desk
 Desktop Support
 Field Support
 Price Benchmarking
 Employee Satisfaction

MetricNet Benchmarks
MetricNet
Benchmarks
Peer Group
Benchmarks
Industry
Benchmarks
Benchmarking
Data Files
 Custom Benchmark
 Unique Peer Group
 Industry Benchmarking
Reports by geography
 Custom Benchmarking
Data in Excel format

More than 1,100 Desktop Support Benchmarks
Global Database
30+ Key Performance Indicators
Nearly 60 Industry Best Practices
25 Years of Desktop Support Data

73
Your Presenter: Jeff Rumburg
Jeff Rumburg is a co-founder and Managing Partner at MetricNet,
LLC. Jeff is responsible for global strategy, product development,
and financial operations for the company. As a leading expert in
benchmarking and re-engineering, Mr. Rumburg authored a best
selling book on benchmarking, and has been retained as a
benchmarking expert by such well-known companies as American
Express, Hewlett-Packard, and GM. Prior to co-founding
MetricNet, Mr. Rumburg was president and founder of The Verity
Group, an international management consulting firm specializing in
IT benchmarking. While at Verity, Mr. Rumburg launched a number
of syndicated benchmarking services that provided low cost
benchmarks to more than 1,000 corporations worldwide.
Mr. Rumburg has also held a number of executive positions at META Group, and Gartner, Inc. As
a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global
benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was
focused on business and product development for IT benchmarking. Mr. Rumburg's education
includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations
Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He
is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality
and Productivity Improvement, and has taught graduate-level engineering and business courses.
Mr. Rumburg serves on the Strategic Advisory Board for HDI.

Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for IT Service and Support
organizations worldwide, and across virtually every industry sector.

You Can Reach MetricNet…
By Phone…
703-992-7559
On Our Website…
www.metricnet.com
Or E-mail us…
info@metricnet.com

The 80/20 Rule for Desktop KPI's: Focus on the Vital Few

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