SESSION 210 Wednesday, April 13, 11:30am - 12:30pm

Track: Desktop Support

Improving Desktop Support through Actionable Metrics

Scott Spangenberg Technical Project Manager, Emory Healthcare scott.spangenberg@emoryhealthcare.org

Session Description Emory Healthcare’s desktop support has made great strides in creating and using data-driven solutions to improve service delivery. In this session, you’ll hear about their experience and walk away with ideas you can take back to your organization. See how Emory Healthcare made their data actionable using existing tools and data sources, and find out how they established, measured, and improved upon individual and team service delivery goals. Speaker Background Scott Spangenberg is a technical project manager with Emory Healthcare’s IS Client Services department, where he leads the service management team. During his time with Emory Healthcare, he’s developed automated metrics and reporting tools to provide critical visibility into service-driving metrics, as well as a service desk quality scorecard tool. Scott has worked in IT since 2006, is a Microsoft Certified Professional, and holds certifications in ITIL Foundation, Network+, and A+.

Session 210: Improving Desktop Support through Actionable Metrics

Scott Spangenberg

Sr. Technical Project Manager

Emory Healthcare Information Services

A case study on Emory Healthcare Desktop Support and turning

information into action.

• Ask questions at any time

– Chapter 3: Quantifying Quality

– Chapter 2: Maturing Metrics

– Chapter 1: A Complex Problem

• Session is comprised of three chapters

Session Introduction

About Emory Healthcare

• 6 hospitals

• 200 care facilities

• 1,800 physicians

• 32,000 supported end users

• 170,000 service desk calls in 2015

• 38,000 Field Services support tickets

• 20,000 devices supported

• 39 Field Services Technicians

Chapter 1: A Complex ProblemDefine the problem

Investigate the problem

Understand the problem

Create the solution

Evaluate

• Seemed to have more work than staff to do it

– Ticket volume increasing

– Project workload increasing

• High open ticket counts

– Consistently above 200 tickets open daily

• Long ticket durations

– Majority of tickets were resolved in over a day

Define the problem

• Customer complaints

High Open

Tickets

High MTTR

Staff < Work

Investigate the problem

• “I was not aware when the repairs were made ..sorry”

• “Took two business days and two weekend days to get the issue resolved”

“My problem was dealt with as an afterthought”Surveys

• “I had to call Victor myself”

“It takes too long to get help”Customers

• “Always pulled away from installs to fix something”

• “Writing up and closing tickets takes too long”

“We’re spread too thin”Technicians

Interviews

Investigate the problem

Gather Metrics

• How long does it take to fix an issue?

Investigate the problem

Gather Metrics

• What are our customers asking us to do?

Incidents74%

Service Requests26%

Incidents vs. Service Requests

Investigate the problem

Gather Metrics

• Where do our customers need us to be?

Investigate the problem

• Analyze the data

• Analyze the data

• Analyze the data

Understand the problem

Define the problem

Investigate the problem

Understand the problem

Create the solution

Evaluate

Understand the problem

Most problem solving process diagrams are linear…

Define the problem

Create the solution

Evaluate

Understanding the problem can be an iterative process, often generating many ideas for solutions…

Understand the problem

Define the problem

Create the solution

Evaluate

Avoid waste and rework by ensuring thorough understanding before creating the solution.

Understand the problem

• Inefficient geographic distribution of resources

–Production support: 74%

– Service requests: 26%

• We have two separate workflows competing for the same resources.

Staffing model is inefficient

Understand the problem

– Staff

–Hardware/Equipment

Significant under-reporting of workload

• Customers are side-stepping the Service Desk.

• Technicians are helping customers without putting in tickets.

• Some project work hours counted as production support hours.

Understand the problem

Surveys• “I was not aware when the repairs were made ..sorry”

Customers• “I had to call Victor myself”

Technicians

• “Took two business days and two weekend days to get the issue resolved”

“My problem was dealt with as an afterthought”

“It takes too long to get help”

“We’re spread too thin”• “Always pulled away from installs to fix something”

• “Writing up and closing tickets takes too long”

Investigate the problem

Interview People

Serious communication issues

• Customers are not hearing from technicians during the support process.

• Technicians are not getting all the information they need in the ticket.

• Business projects requiring desktop support are being communicated at the last minute.

Understand the problem

Problem

• Inefficient staffing model

Solution• Split workforce into two

teams: – Production Support

– Service Requests• Service Request Team

• Service Request Project Team

– Floating resource

• Establish hardware depots at hospital campuses

Create the Solution

Supporting Data

Create the Solution

Problem

• Under-reported workload

Solution

• Retrain technicians on “every issue gets a ticket”

• Service Requests over 10 devices route to Service Request Project Team

Create the Solution

Problem

• Communication Issues

Solution• Add “Customer

Communication” category in ticket work notes section.

• Initiate quality score card for technician tickets.

Create the Solution

• Did we improve ticket resolution times?

• Are we keeping a low open-ticket count?

• Are we accurately logging tickets?

• Are we completing project work within deadlines?

• Are we communicating effectively with customers?

• Are our customers satisfied?

Evaluate

Did we improve ticket resolution times?

• Before: 48 hours

• After: 24 hours

MTTR

Evaluate

• Did we improve ticket resolution times? YES!

• Are we keeping a low open-ticket count?

• Are we accurately logging tickets?

• Are we completing project work within deadlines?

• Are we communicating effectively with customers?

• Are our customers satisfied?

Evaluate

Are we keeping a low open-ticket count?

• Before: 133

• After: 37

Daily Open Tickets

0

10

20

30

40

50

60

70

80

EUH

EUHM

Evaluate

• Did we improve ticket resolution times? YES!

• Are we keeping a low open-ticket count? YES!

• Are we accurately logging tickets?

• Are we completing project work within deadlines?

• Are we communicating effectively with customers?

• Are our customers satisfied?

Evaluate

• Did we improve ticket resolution times? YES!

• Are we keeping a low open-ticket count? YES!

• Are we accurately logging tickets?

• Are we completing project work within deadlines?

• Are we communicating effectively with customers?

• Are our customers satisfied?

Evaluate

Chapter 2: Maturing Metrics

• What are we measuring?

• What is the goal?

• What are our data sources?

• How do we track our progress?

How long does it take to fix an issue?

What are we measuring?

0

10

20

30

40

50

60

70

Desktop PST EUH - MTTR

85% Tickets resolved same day/next day

What is the goal?

65%

70%

75%

80%

85%

90%

Desktop PST EUH - % Resolved Same Day/Next Day

How many open tickets do we have?

What are we measuring?

0

10

20

30

40

50

60

70

80

Pre-GoLive 20-Jan 21-Jan 22-Jan 23-Jan 26-Jan 27-Jan 28-Jan 29-Jan 30-Jan

EUH

EUHM

Open tickets must have a current* update

What is the goal?

* “Current” varies by team and ticket status but is typically 7 days.

• Service Management Tool

– Ticket Submit Date/Time

– Ticket Assigned Date/Time

– Ticket Resolved Date/Time

– Product Categorization

– Operational Categorization

– Customer Location

What are our data sources?

• Surveys

– Specific to Field Services

– Follow up handled by Field Services PM

• Quality Scores

– Team and individual

What are our data sources?

• Daily performance reports

How do we track progress?

• Weekly summary reports

How do we track progress?

• Daily team huddles (conference call)

• Weekly desktop project team meetings

• Monthly leadership meeting

How do we track progress?

…and what do we do when we trend off-goal?

How do we track progress?

65%

70%

75%

80%

85%

90%

Desktop PST EUH - % Resolved Same Day/Next Day

…and what do we do when we trend off-goal?

How do we track progress?

Define the problem

Investigate the problem

Understand the problem

Create the solution

Evaluate

• Did we improve ticket resolution times? YES!

• Are we keeping a low open-ticket count? YES!

• Are we accurately logging tickets? Better but still an ongoing effort

• Are we completing project work within deadlines?Much better but remains a focus for each new project

• Are we communicating effectively with customers?

• Are our customers satisfied?

Evaluate

Chapter 3: Quantifying Quality

• Service Management Tool Upgrade

– Better ticket categorization

– Additional work note types

• Customer Surveys Automated

– More consistent responses from ticket closures

– Better survey analytics

Chapter 3: Quantifying Quality

• Quality Scoring Tool

– Service Desk

– Field Services

• Monthly Coaching Sessions

– Review ticket completion stats

– Review quality scorecard

Better ticket categorization

Tool Upgrade

Additional Work Note Types

Tool Upgrade

• 1st Contact Resolution Communication

• Pending In

• Pending Out

• 1st Call Resolvable

• QA Review

• Major Incident

• Service Disruption

Customer Surveys

Surveys automated

• Questions relate to KPIs

• Process built to respond to customer feedback in surveys

Customer Surveys

Summary and Detail Reports

• Did we improve ticket resolution times? YES!

• Are we keeping a low open-ticket count? YES!

• Are we accurately logging tickets? Better but still an ongoing effort

• Are we completing project work within deadlines?Much better but remains a focus for each new project

• Are we communicating effectively with customers?Yes and we continue to improve

• Are our customers satisfied? YES!

Evaluate

Quality Scorecard

Custom built in-house solution• Provides a one-screen review

of ticket fields for scoring• Enables detailed quality review

targeting specific aspects of ticket information

• Built using ubiquitous desktop database software

Quality Scorecard

Accommodates multiple scoring criteria

• Field Services

• Service Desk

Quality Scorecard

At-a-glance view to life of the ticket

• Reviewer can enter scoring notes• Tickets can be flagged for further review

• Review the actual phone call• Flag for a review of the process

Action• Review progress from

previous coaching session

• Review current performance

– Ticket metrics

– Survey results

– Quality scores

• Develop an action plan

Objective• Evaluate progress

• Provide opportunity for feedback and discussion

• Compare to overall team performance

• Identify opportunities for improvement

• Provide roadmap to better performance

Monthly Coaching

Questions?

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