Client Services Quarterly report
Period : 2
ndQuarter
Apr/May/Jun 2015
The aim of this report is to capture both quantitative and qualitative data that reflects how the DIT Client
Services team is performing against agreed benchmarks and specified levels of quality of service agreed to in
service level agreements.
Each section is detailed visually in a graph with an attached table containing supporting qualitative data that
will contextualise the message that the KPI or information is promoting and the current dash board status of
the activity.
The Client Services group consists of two teams with defined service responsibilities; the Service Desk team
and the Personal Computing team. Reporting on key metrics from each team is separated to provide clarity
and enable targeted continuous service improvement.
Dashboard Status legend
Gold Client Services are meeting agreed benchmarks and/or KPI’s and their performance is still trending higher
Green Client Services are meeting agreed benchmarks and/or KPI’s
Amber Client Services are meeting agreed benchmarks and/or KPI’s but performance against KPI’s and/or Benchmarks is trending negatively
Blue Client Services are not meeting agreed benchmarks and/or KPI’s but performance against KPI’s and/or Benchmarks is trending positively
Red Client Services are not meeting agreed benchmarks and/or KPI’s
KPI Status Summary
2015
KPIs Jan Feb Mar Apr May Jun
Service Desk - Call waiting
Service Desk - Tier 1 resolution
Service Desk - FOFC
Service Desk - Contacts logged
Personal Computing - Roadmap activities
Personal Computing - Operating System and Browser currency
Personal Computing - Maintenance and Security
Service Desk
Service Desk – Average Speed to Answer Waiting (ASA)
Status GOLD
Description The ASA KPI details the amount of time a caller waits after entering the queue (currently 40 seconds) before they speak to a service desk operator. This KPI is to answer within 2 minutes but aim for the average industry benchmark of 38 secs
What does this tell us
ASA is a KPI that measures /informs us on the following areas:
Quality of service: From a client perspective who is calling the service desk, their expectation is that they will not have to wait long to speak to a service desk operator. As a result a measure of the quality of a clients experience is how long they have to wait for this interaction.
Service Desk Staffing: This KPI will also inform decision making around the level at which the Service Desk needs to be staffed both in a business as usual context and peak load periods.
Comments Improvement Strategies:
Maintaining excellent call stats. The focus on targets for fix on first contact will affect call durations and wait times. Improved communications and promotion of Self Service is continuing.
Status GOLD
Description Tier 1 resolution is the percentage of calls answered by the Service Desk (Tier 1) that are resolved, requiring no escalation to Tier 2 or Tier 3 for the incident to be resolved, therefore eliminating any need for a follow up call or further response from other DIT sections.
What does this tell us
The KPI points to the following :
Service Desk capability: Service Desk has the necessary level of expertise, support tools, process knowledge to resolve client incidents
Client satisfaction: Client incident is resolved without needing further or ongoing intervention and dialog with DIT. Comments Improvement Strategies:
Increased governance continues to be implemented to ensure knowledge and tools are provided to the Service Desk and CSU staff via self help, to enable increased capability.
Measuring and monitoring of the CSM team and individual capability continues, to develop improvements and training strategies to achieve goals.
Service Desk – Fix on First Contact (FOFC)
Status BLUE
What does this tell us
Fix on first contact (FOFC) is the percentage of calls resolved by the Service Desk (Tier 1), requiring no escalation to Tier 1.5 to be resolved, therefore eliminating any need for a follow up call or further response from DIT. This detail allows us to differentiate between what is actually being resolved at First Contact, and what is second contact but still within the Service Desk team (tier 1 and tier 1.5). This also separates incidents and requests.
Comments Improvement Strategies:
Continued excellent results. Note - Service disruptions affect resolutions at tier 1.
Continuous analysis of call scripts, knowledge, resources and queue management is required to continue to improve FOFC and Service Desk (tier 1) resolutions.
Capability continues to be built with knowledge and tools handovers, procedures and KBs
Team capacity and performance is managed, Planned training for all team to aid skills growth and development continues, performance improvement plans, tailored to suit identified staff to meet consistency and quality of service
A collaborative approach continues in building knowledge, following procedures and defining complimentary goals. Example - Service Desk Goal, increase FOFC by using knowledge and procedures.
- Tier 2 Goal, reduce escalations by providing knowledge.
Some limitations to fix on first contact resolutions include; Incidents that cannot be resolved at tier 1 yet and are required to be escalated such as DSL issues, CSU replay, CAAB not updating overnight.
Status Green
Description This measures the total number of contacts logged by the Service Desk and All of DIT. What does this
tell us
This exposes key information on: Peak load periods:
Methods of contact – Phone, Web form, Self Service, Student Central Unlogged jobs compared to the number of contacts
Impact of proactive measures to reduce call volumes o Tier 0; IVR messages;WPI (password reset) Comments Total Incidents/Requests
When reviewing the number of incidents/requests for the month/quarter several things need to be considered; Session times and university events
Proactive measures to increase 0 tier self help and Student Central capability
Affects from Change and Problem mmgt towards improvements and stability to the state of production services New Services and support - The number of completed projects and the timing and co-ordination of bringing new
services into production as well as good release management The number and severity of unplanned service disruptions
Service Disruptions
Change Management
Note – No’ of changes implemented per month.
The integrity of this data can be affected by analysts not processing the change as soon as implemented.
E.G. Delays in processing can make it seem like a change was implemented in a month when in fact it may have been implemented 3 months earlier.
Teaching support
Copyright Breach
Copyright Breach - Suspended students
Total 2010 35
Total 2011 99
Total 2012 108
Total 2013 46
Total 2014 49
Month 2015 Total for 2015
January 0 0 February 0 0 March 47 47 April 30 77 May 0 77 June 3 80
PERSONAL COMPUTING
Status Green
Description This measures progress on activities within the Personal Computing team What does this tell us This exposes key information on:
Achieving results with roadmap activities within scheduled timeframes Incident and request management progress – delivering on BAU activities Project activities
Comments Improvement Strategies:
Reporting on time spent in various activities including projects
Roadmap Activities
ROADMAP ACTIVITIES Q2 2015
Office 2013 - Make standard version for Staff PC's Start Q4 2014 – End Q1 2015 Completed
Review MAC Environment Start Q1 2015 – End Q2 2015 Completed
Power Efficiency – Computing Facilities Start Q2 2015 – End Q2 2015 Completed
Investigate Chrome Start Q2 2015 – End Q2 2015 Completed
Review DIT Training Rooms Start Q4 2014 – End Q1 2015 On Hold
Windows XP Decomission Start Q4 2014 – End Q1 2015 In Progress
IE 11 - Make standard version for Staff PC's Start Q4 2014 – End Q1 2015 In Progress SCCM 2012 Upgrade - In Conjunction with Systems Team Start Q4 2014 – End Q2 2015 In Progress
Integrate BYOD/CYOD into standard Start Q4 2014 – End Q3 2015 In Progress
New Staff PC Naming Convention Start Q1 2015 – End Q1 2015 In Progress
Virtual Desktop Environment Start Q1 2015 – End Q2 2015 In Progress
Decomission IE7/IE8 Start Q2 2015 – End Q2 2015 In Progress
Audit of Supported Services Start Q2 2015 – End Q2 2015 In Progress
Decomission Windows XP Printing Start Q2 2015 – Mid Q3 2015 In Progress
Decomission MAC OSX 10.0.x Start Q2 2015 – End Q3 2015 In Progress
Support Model for Mobile Devices Start Q2 2015 – End Q3 2015 In Progress
Operating System and Browser base
Status Blue
Description This measures progress towards decommissioning Windows XP and ensuring our fleet has up to date Operating Systems and Browsers
What does this tell us This exposes key information on:
o Windows XP decommissioning activity
o The number of computers in our fleet using Win 7, Win 8 and MAC O/S o Browser version information
Comments Improvement Strategies:
Continued XP decommissioning focus Upgrade activity on MAC OS base Upgrade activity on Internet Browsers
Maintenance and Security Activities
Status GOLD
Description This measures maintenance activity in regard to anti virus end point protection and Operating System security patching
What does this tell us This exposes key information on:
The percentage of endpoints that have anti-virus and HIPS installed (Host intrusion prevention system, which gives clients the alerts when viruses/malware detected) The percentage of computers that are up to date
The percentage of computers that are non compliant
The percentage of the fleet that are up to date with security patches
Comments Improvement Strategies:
Reporting graphs changed to show 3 months in one graph for both managed endpoint protection and Endpoint policy non-compliance
Expand on maintenance reporting
Security Updates
Thin Client
Status GOLD
Description This measures Thin Client service uptime. Service catalogue What does this tell us This exposes any loss of service to each Thin Client category:
Cat 1 - Access to Standard Staff Desktop from on campus Cat 2 - Access to Non Standard Applications from on campus Cat 3 - Access to Standard Student Desktop from off campus Cat 4 - Access to Standard Staff Desktop from off campus Comments Improvement Strategies:
Strategy development in progress on future Thin Client environment Downtime was due to Outlook upgrade, software installations
CSU REPLAY
Status
Description This measures the CSU replay service What does this tell us This exposes key information on:
Total recordings for IVT, Personal Capture or ingesting, Capture appliance and podium capture
CSU replay views: total number of views to the CSU replay service Number of subjects being recorded for sessions using CSU replay Comments Improvement Strategies:
Time of day access trending - looking into value of data and the best way to display for easy interpretation
Status BLUE
Description The number of notes added to an incident or request by a client, an analyst and the LANDesk system. What does this tell us This measures /informs us on how well we are communicating with our clients in the following areas:
Client update notes: When a client provides information that was requested from them to progress their incident/request
Customer enquiry notes: When a client has requested information on the status of their incident/request. The Service desk sends an email to the assigned analyst and Team leader that a follow up call has been received. This number gives us an indication of how well we are proactively communicating with clients. Online Self Service notes: When a client is adding a note with more information to their incident/request.
Incident with customer for more then 5 days: This note is added to an incident/request by the LANDesk system automatically every day when it has been at “With Customer” status for more then 5 days. The assigned analyst also receives an automatic email advising them that this incident/request requires attention as per the Incident handling and communications policy.
Comments Improvement Strategies:
All teams to follow the incident handling and communications policy with particular attention to response and the incident process Promotion of Self Service to continue
Analysts to take action as required with incidents/requests that are with customer for more than 5 days. Team Leaders to take action to ensure these alert emails are not being ignored
