Sfk11jmd Notes

8/3/2019 Sfk11jmd Notes

1/104

Reply to your emails! Customerservice, trouble tickets, and replying

to emails James Michael DuPont

Flossk.org Member

OTRS system for customer service


2/104

Kosovo and the Global market

http://www.flickr.com/photos/wwworks/2222523978/
http://www.flickr.com/photos/wwworks/2222523978/http://www.flickr.com/photos/wwworks/2222523978/http://www.flickr.com/photos/wwworks/2222523978/


3/104

Delivering value to the customer is the keyto success for Kosovo.

http://www.flickr.com/photos/25802865@N08/3802050675
http://www.flickr.com/photos/25802865@N08/3802050675http://www.flickr.com/photos/25802865@N08/3802050675http://www.flickr.com/photos/25802865@N08/3802050675


4/104

Dedication and Responsiveness are someof the key values

http://www.geograph.org.uk/photo/1653876
http://www.geograph.org.uk/photo/1653876http://www.geograph.org.uk/photo/1653876http://www.geograph.org.uk/photo/1653876


5/104

How to make money on theinternational market

1. Better Skills2. Lower Cost3. Faster Response4. Use Less Resources5. More Reliability

http://www.flickr.com/photos/miran/5792635506/


6/104

Better Skills


7/104

Lower Cost

http://www.flickr.com/photos/ecastro/3053916892/
http://www.flickr.com/photos/ecastro/3053916892/http://www.flickr.com/photos/ecastro/3053916892/http://www.flickr.com/photos/ecastro/3053916892/


8/104

Faster

http://www.flickr.com/photos/tudor/10421701/
http://www.flickr.com/photos/tudor/10421701/http://www.flickr.com/photos/tudor/10421701/http://www.flickr.com/photos/tudor/10421701/


9/104

Use Less Resources

http://www.flickr.com/photos/antonfomkin/5243218781/
http://www.flickr.com/photos/antonfomkin/5243218781/http://www.flickr.com/photos/antonfomkin/5243218781/http://www.flickr.com/photos/antonfomkin/5243218781/


10/104

More Reliability

http://www.flickr.com/photos/webb-zahn/4503643657/
http://www.flickr.com/photos/webb-zahn/4503643657/http://www.flickr.com/photos/webb-zahn/4503643657/http://www.flickr.com/photos/webb-zahn/4503643657/


11/104

Time = Money


http://www.flickr.com/photos/servus/16117730/
http://www.flickr.com/photos/miran/5792635506/http://www.flickr.com/photos/servus/16117730/http://www.flickr.com/photos/servus/16117730/http://www.flickr.com/photos/miran/5792635506/http://www.flickr.com/photos/servus/16117730/http://www.flickr.com/photos/miran/5792635506/


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TIME=Money

http://www.flickr.com/photos/slapers/6089257678/
http://www.flickr.com/photos/slapers/6089257678/http://www.flickr.com/photos/slapers/6089257678/http://www.flickr.com/photos/slapers/6089257678/


13/104

Time=Money 2

http://www.flickr.com/photos/mikeyskatie/5422122142/
http://www.flickr.com/photos/mikeyskatie/5422122142/http://www.flickr.com/photos/mikeyskatie/5422122142/http://www.flickr.com/photos/mikeyskatie/5422122142/


14/104

Single Point of Failure

http://en.wikipedia.org/wiki/File:Single_Point_of_Failure.png


15/104

Responsible

Responsible

http://www.flickr.com/photos/walkn/6065970748/
http://www.flickr.com/photos/walkn/6065970748/http://www.flickr.com/photos/walkn/6065970748/http://www.flickr.com/photos/walkn/6065970748/


16/104

Responsible

http://www.flickr.com/photos/robertcz/274368898/
http://www.flickr.com/photos/robertcz/274368898/http://www.flickr.com/photos/robertcz/274368898/http://www.flickr.com/photos/robertcz/274368898/


17/104

How to get started

http://www.flickr.com/photos/lancefisher/2548341737/
http://www.flickr.com/photos/lancefisher/2548341737/http://www.flickr.com/photos/lancefisher/2548341737/http://www.flickr.com/photos/lancefisher/2548341737/


18/104

The Problem : Unanswered Emails

http://www.flickr.com/photos/rosedeniz/2307491776/
http://www.flickr.com/photos/rosedeniz/2307491776/http://www.flickr.com/photos/rosedeniz/2307491776/http://www.flickr.com/photos/rosedeniz/2307491776/


19/104

The Solution: Trouble Ticketing

http://www.flickr.com/photos/25031723@N06/6066855558/
http://www.flickr.com/photos/25031723@N06/6066855558/http://www.flickr.com/photos/25031723@N06/6066855558/http://www.flickr.com/photos/25031723@N06/6066855558/


20/104

One Good Solution :OTRS

Open Source Ticket Request Systemhttp://otrs.org/

A Web framework built in Perl that provides aHelp Desk system.


21/104

Key Time measurements

1. First Response Time3. Update Time4. Solution Time


22/104

Key Time :First Response

http://www.flickr.com/photos/leecannon/5628816590/sizes/l/in/photostream/
http://www.flickr.com/photos/leecannon/5628816590/sizes/l/in/photostream/http://www.flickr.com/photos/leecannon/5628816590/sizes/l/in/photostream/http://www.flickr.com/photos/leecannon/5628816590/sizes/l/in/photostream/


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Key Time : Updates (Patches)

http://www.flickr.com/photos/alyssssyla/3081007512/sizes/z/in/photostream/
http://www.flickr.com/photos/alyssssyla/3081007512/sizes/z/in/photostream/http://www.flickr.com/photos/alyssssyla/3081007512/sizes/z/in/photostream/http://www.flickr.com/photos/alyssssyla/3081007512/sizes/z/in/photostream/


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Key Time : Solution Delivered

http://www.flickr.com/photos/25802865@N08/3802050675http://www.flickr.com/photos/25802865@N08/3802050675http://www.flickr.com/photos/25802865@N08/3802050675


25/104

Good Responses

FAQ SPLIT IT UP

Response Pending

Escalation

Delagation Feedback

Respond to Moving Goals

Acknowledge Receipt


26/104

Moving Goals



27/104

RTFM / FAQ



28/104

Chop Up Big Problems

http://www.flickr.com/photos/paulk/3167787796
http://www.flickr.com/photos/paulk/3167787796http://www.flickr.com/photos/paulk/3167787796http://www.flickr.com/photos/paulk/3167787796


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Response Pending is a Response

http://www.flickr.com/photos/palmdiscipline/75511425/
http://www.flickr.com/photos/palmdiscipline/75511425/http://www.flickr.com/photos/palmdiscipline/75511425/http://www.flickr.com/photos/palmdiscipline/75511425/


30/104

Escalation

http://www.flickr.com/photos/h4ck3rm1k3/3624394759/sizes/m/in/photostream/
http://www.flickr.com/photos/h4ck3rm1k3/3624394759/sizes/m/in/photostream/http://www.flickr.com/photos/h4ck3rm1k3/3624394759/sizes/m/in/photostream/http://www.flickr.com/photos/h4ck3rm1k3/3624394759/sizes/m/in/photostream/


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Delegation

http://www.flickr.com/photos/usembassynewdelhi/5736676296/
http://www.flickr.com/photos/usembassynewdelhi/5736676296/http://www.flickr.com/photos/usembassynewdelhi/5736676296/http://www.flickr.com/photos/usembassynewdelhi/5736676296/


32/104

Short Response

http://www.flickr.com/photos/subspace-eddy/2382656103/sizes/z/in/photostream/
http://www.flickr.com/photos/subspace-eddy/2382656103/sizes/z/in/photostream/http://www.flickr.com/photos/subspace-eddy/2382656103/sizes/z/in/photostream/http://www.flickr.com/photos/subspace-eddy/2382656103/sizes/z/in/photostream/


33/104

SPAM

http://www.flickr.com/photos/ajc1/519906069/
http://www.flickr.com/photos/ajc1/519906069/http://www.flickr.com/photos/ajc1/519906069/http://www.flickr.com/photos/ajc1/519906069/


34/104

Provide Feedback

http://www.flickr.com/photos/boltron/3132662146/sizes/z/in/photostream/
http://www.flickr.com/photos/boltron/3132662146/sizes/z/in/photostream/http://www.flickr.com/photos/boltron/3132662146/sizes/z/in/photostream/http://www.flickr.com/photos/boltron/3132662146/sizes/z/in/photostream/


35/104

Moving Goals



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Internal Workflow

http://www.flickr.com/photos/scallop_holden/2323763642/
http://www.flickr.com/photos/scallop_holden/2323763642/http://www.flickr.com/photos/scallop_holden/2323763642/http://www.flickr.com/photos/scallop_holden/2323763642/


37/104

Intern

* Organize Queues

* Dont wait for responses

* Use Priority

* Use Time Limits

* Time Tracking

* Pending Reminder

* Learning Organization


38/104

Dont wait for response

http://www.flickr.com/photos/el_momento_i_sitio_apropiados/4196408399/sizes/z/in/photostream/
http://www.flickr.com/photos/el_momento_i_sitio_apropiados/4196408399/sizes/z/in/photostream/http://www.flickr.com/photos/el_momento_i_sitio_apropiados/4196408399/sizes/z/in/photostream/http://www.flickr.com/photos/el_momento_i_sitio_apropiados/4196408399/sizes/z/in/photostream/


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OTRS Attachments

http://www.flickr.com/photos/defenceimages/4987283722/
http://www.flickr.com/photos/defenceimages/4987283722/http://www.flickr.com/photos/defenceimages/4987283722/http://www.flickr.com/photos/defenceimages/4987283722/


40/104

High Priority

http://www.flickr.com/photos/rmgimages/4660619662/
http://www.flickr.com/photos/rmgimages/4660619662/http://www.flickr.com/photos/rmgimages/4660619662/http://www.flickr.com/photos/rmgimages/4660619662/


41/104

Time Limits

http://www.flickr.com/photos/pgordon/5944446567/
http://www.flickr.com/photos/pgordon/5944446567/http://www.flickr.com/photos/pgordon/5944446567/http://www.flickr.com/photos/pgordon/5944446567/


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Pending Reminder


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Low Priority

http://www.flickr.com/photos/australianshepherds/6108930845/
http://www.flickr.com/photos/australianshepherds/6108930845/http://www.flickr.com/photos/australianshepherds/6108930845/http://www.flickr.com/photos/australianshepherds/6108930845/


44/104

Time Tracking


45/104

Usage of a wiki


46/104

Ticket ownership

http://www.flickr.com/photos/keoni101/5132652314/
http://www.flickr.com/photos/keoni101/5132652314/http://www.flickr.com/photos/keoni101/5132652314/http://www.flickr.com/photos/keoni101/5132652314/


47/104

Have resources available

http://www.flickr.com/photos/wmode/3427530637/sizes/l/in/photostream/
http://www.flickr.com/photos/wmode/3427530637/sizes/l/in/photostream/http://www.flickr.com/photos/wmode/3427530637/sizes/l/in/photostream/http://www.flickr.com/photos/wmode/3427530637/sizes/l/in/photostream/


48/104


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Queues 2

http://www.flickr.com/photos/maynard/2037670398/
http://www.flickr.com/photos/maynard/2037670398/http://www.flickr.com/photos/maynard/2037670398/http://www.flickr.com/photos/maynard/2037670398/


50/104

A Learning Organisation

http://www.flickr.com/photos/kevinpoh/4404925960/
http://www.flickr.com/photos/kevinpoh/4404925960/http://www.flickr.com/photos/kevinpoh/4404925960/http://www.flickr.com/photos/kevinpoh/4404925960/


51/104

OTRS integration


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OTRS Interfaces

Web Interface for Customers

Web Interface for AgentsEmail Interface (auto responders)Ticket System


53/104

1

Reply to your emails! Customerservice, trouble tickets, and replying

to emails James Michael DuPont

Flossk.org Member

OTRS system for customer service


54/104

2

Kosovo and the Global market

http://www.flickr.com/photos/wwworks/2222523978/

Kosovo is entering into the globalmarket.

When dealing with internationalcustomers and companies, it isimportant to understand what

the customers expect andvalue. the CustomersViewpoint.


55/104

3

Delivering value to the customer is the keyto success for Kosovo.


Delivering value to the customeris the key to success forKosovo.


56/104

4

Dedication and Responsiveness are someof the key values

http://www.geograph.org.uk/photo/1653876

Dedication and Responsiveness are some of the key values : havesomeone working on their problems, dedicated to the task and

not giving up, Delivering a Solution. Customers want dedicated staff to work on their problems. You need to make the Investment of time to learn the

important skills for the future. One person can be working on many projects, one ticket at a

time, this is possible because many times you have waitingperiods for feedback from customers. In this waiting periodyou can be working on other tickets.


57/104

5

How to make money on the

international market1. Better Skills2. Lower Cost3. Faster Response4. Use Less Resources5. More Reliability


Provide services online for the

international market. Provide Solutions to customers

problems 1. Skills - Have better skills than

others.

2. Cost Have a lower cost 3. Faster Deliver the results faster. 4. Less Resources use less

resources in delivering service 5. Reliability - How reliable is that

solution. How often is it available,how often does it fail. Whatalternatives does a customer havewhen it fails.


58/104

6

Better Skills


59/104

7

Lower Cost

http://www.flickr.com/photos/ecastro/3053916892/


60/104

8

Faster

http://www.flickr.com/photos/tudor/10421701/


61/104

9

Use Less Resources

http://www.flickr.com/photos/antonfomkin/5243218781/

Time and Money. Space. These are limited resources. Need toidentify critical resources and plan their usage and allocation.

This includes the critical resource ofexpert knowledge.Control of these resources is critical.The auditing of all changes to

them. The locking of them to prevent acess to them at thesame time. The security of those resources. Ownership andResponsiblity are key, so that you have one person who ispersonally responsible at each time for a given resource.Make sure that each person knows what they are resposiblefor and for this to be clear and visible.


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10

More Reliability

http://www.flickr.com/photos/webb-zahn/4503643657/


63/104

11

Time = Money


http://www.flickr.com/photos/servus/16117730/


64/104

12

TIME=Money

Click to add text

http://www.flickr.com/photos/slapers/6089257678/

Things take time to develop

Plants take time to growEmployees take time to become

productiveTime in the day is limited

Customers don't want to wait forlong timesComputers use Power even

when not workingYou have to pay the rent every

month. If you miss your plane or train,

you will have a lot more costs.


65/104

13

Time=Money 2

Click to add text

http://www.flickr.com/photos/mikeyskatie/5422122142/

You have to pay your

employeesFood only lasts for so long in

your bellyWaiting for people costs you

moneyMaking your customers waitcosts you customers

Global Financial Crisis is pushingdown costs and that meansalso response times.

Prices are rising, and Oil andGas are becoming more


66/104

14

Single Point of Failure

http://en.wikipedia.org/wiki/File:Single_Point_of_Failure.png

Protect your company against single

points of Failure.

entire company depends on oneperson.

Transparency - can anyone know

what has been done. Only oneperson knows what is going on

Knowledge Management, how tomanage what your employees knowand make your expert knowledge

usable. Auditing - how to capture information

from the system from its log files anddatabases


67/104

15

Responsible

Responsible

http://www.flickr.com/photos/walkn/6065970748/

Wiktionary : Answerable for an act

performed or for its consequences;accountable; amenable, especiallylegally or politically.

Also implies Able to respond.We need to also measure the

Response time.


68/104

16

Responsible

http://www.flickr.com/photos/robertcz/274368898/


69/104


70/104

18

The Problem : Unanswered Emails

http://www.flickr.com/photos/rosedeniz/2307491776/

One of the biggest Problems that I have seen in

Kosovo is the number of Unanswered Emails. In the world of internet, your main communicationwith the outside world is email. Unansweredemails are a huge problem. Late answers are aBig problem.

Customers will measure you on your ability toanswer emails on time.


71/104

19

The Solution: Trouble Ticketing


Management of the Company needs to make the

decision to fight against late and unansweredemails. One of the best solutions for this is to use a

Ticketing system to measure and manage allemail communcation with the customer.

All new emails from a customer will be trackedand all problems of late responses will be

automatically escalated


72/104

20

One Good Solution :OTRS

Open Source Ticket Request Systemhttp://otrs.org/

A Web framework built in Perl that provides aHelp Desk system.

As soon as you have more than

two people working on manysmall tasks you need a systemlike OTRS.


73/104

21

Key Time measurements

1. First Response Time3. Update Time4. Solution Time

1. Time to first response to customer. -

thank you for your email.Automatically Generated.

2. First Response time : Time of firstresponse to customer. Some Humangenerated Meaningful result.

3. Update Time : Response to Updatesfrom customer- how can you dealwith changing requirements.

4. Solution Time : Time till customer isfully satisfied. How long until the full

solution is delivered. When the ticketis closed and accepted.


74/104

22

Key Time :First Response

http://www.flickr.com/photos/leecannon/5628816590/sizes/l/in/photostream/

We got your email, your business is important to us. Thank you forinterest. We will process your request in the next 24 hours. If

you need a faster response, please call our hotline

Responsiveness is the key to Customer ServiceProblems will happen, how fast can you respond to themIf you want to say NO, but dont want to answer, try let me think

about it


75/104

23

Key Time : Updates (Patches)

http://www.flickr.com/photos/alyssssyla/3081007512/sizes/z/in/photostream/


76/104

24

Key Time : Solution Delivered



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25

Good Responses

FAQ

SPLIT IT UP

Response Pending

Escalation

Delagation

Feedback Respond to Moving Goals

Acknowledge Receipt


78/104


79/104

27

RTFM / FAQ


If a customers question is not clear, then you need toask for more information and provide somedocumentation for them to read. The ticket is then setto waiting for feedback and does not count against yourtime any more.

Documentation is important to reduce learning times.Problems that might occur at each step in the workflowneed to have answers prepared for them.Documentation of problems is important for

learning. The ticket system is a good first step for this. There is a FAQ plugin for OTRS. Many Companiesalso use Wikis for documentation. You can also attachdocuments directly into the OTRS ticket.


80/104

28

Chop Up Big Problems

http://www.flickr.com/photos/paulk/3167787796

If the customers request is too big to handle then

it should be broken up into smaller tickets andmanaged that way.


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29

Response Pending is a Response

http://www.flickr.com/photos/palmdiscipline/75511425/

If you cannot respond immediatly, inform the

customer of this and tell them when they canexpect a full response.


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30

Escalation

http://www.flickr.com/photos/h4ck3rm1k3/3624394759/sizes/m/in/photostream/

Escalation : sending the issue to ahigher instance. This can be donevia a queue. Tickets in OTRS areautomatically escalated when timelimits are reached.


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31

Delegation

http://www.flickr.com/photos/usembassynewdelhi/5736676296/

Delegation : assigning an issue to

another queue, or to another person.Be careful when assigning work to aspecific person,better to use aqueue.


84/104

32

Short Response

http://www.flickr.com/photos/subspace-eddy/2382656103/sizes/z/in/photostream/

If you cannot answer the

question immediatelyThen give the customer a

response that you are workingon the problem and will report

back.That way, the customer knowsthe status, things that taketime, they take time. GoodCommunication does not haveto take up a lot of time.


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33

SPAM

http://www.flickr.com/photos/ajc1/519906069/

Not answering is only one form of

response. This is good forspammers, scammers and otherthings. For customers and partners itis bad. But you can make a SpamQueue to put things that look like

spam in, just in case you need themyou will find them.

There are other reasons for notanswering, but the main point is, ifyou want to have good business

relationships, you need tocommunicate.


86/104

34

Provide Feedback

http://www.flickr.com/photos/boltron/3132662146/sizes/z/in/photostream/

Important Steps in the processing of Problem.1. Give feedback on a regular basis

2. Identify problems and communicate them3. Provide working versions for review and comment4. If you cannot respond immediately, tell the customer and give them

regular status update until the job is done.5. If the job takes too long, understand that the customer might cancel

and find another solution


87/104

Moving Goals


Having a limit does not mean it has

to be kept, but it needs to be

respected. Often we can assign time

limits to tickets based on experience

and description of the problem.

Sometimes these will need to be

adjusted.


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36

Internal Workflow

http://www.flickr.com/photos/scallop_holden/2323763642/

The workflow are the steps inside the

company to deliver a Solution. Foreach of these steps we need to beable to train new people. Employeeswill also provide feedback, askquestions and expect answers. The

response time to our internalemployees will also affect thecompanies performance. newpeople need questions answered.


89/104

37

Intern

* Organize Queues

* Dont wait for responses

* Use Priority

* Use Time Limits

* Time Tracking

* Pending Reminder

* Learning Organization


90/104

38

Dont wait for response

http://www.flickr.com/photos/el_momento_i_sitio_apropiados/4196408399/sizes/z/in/photostream/

As soon as you send a question

or response back to someone,you have time to start workingon the next step. Dont wait forfeedback, but keep working.

This way you make your dayproductive. Keep track of allyour tasks in OTRS, but also inyour version control system.


91/104

OTRS Attachments

http://www.flickr.com/photos/defenceimages/4987283722/

Attachments of documents are stored in otrs on the file system. They can be used for

putting in detailed specification and documenting test cases. Also source code zip files

could in theory be attached. Of course a source code repository is the better place forsource code. A wiki might be a better place for putting documentation, But you might

decide to use attachments as your means of communication of documents.


92/104

High Priority

http://www.flickr.com/photos/rmgimages/4660619662/

Giving things a priority is difficult.

Customers will tend to give all

things the highest priority.

Changing the priority of a ticket

should be done carefully and onlyby experienced people.

We need to first understand the

impact of the ticket, for example : is

the customer blocked from beingable to work because of it, we

should treat it has high priority.


93/104


94/104

Pending Reminder

Sometimes you will want to

schedule a ticket to be active in the

future. For example, you know that

the delivery of something you need

is planned for some date. The

pending reminder function of otrs is

good for that.


95/104

Low Priority

http://www.flickr.com/photos/australianshepherds/6108930845/

For issues with no impact on

revenue or no legal implications and

on customer satisfaction, we can put

them as lower priority. It is

important to track low prio tickets

and issues as well, when we have

not much to do, we can work on

them. New people can also work on

low prio tickets.


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44

Time Tracking

See what time is spent on what

projectsSee what customers are using

what resourcesSee what people are working

how fastSee how often tickets areopened again and again.


97/104

Usage of a wiki

Storing common knowledge in a

wiki.

When a ticket is closed it's data can

be used to update a wiki so that

others can find it.


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46

Ticket ownership

http://www.flickr.com/photos/keoni101/5132652314/

When someone is working on a

ticket it is lockedThe ticket is owned by a person.

You can see what tickets areopen and pick one to work on.


99/104

47

Have resources available

http://www.flickr.com/photos/wmode/3427530637/sizes/l/in/photostream/

Make sure you work on customer requests in the same day, same hour,immediately.

Dont Plan your resources for 100% usage. Keep some buffer forunexpected issues. You can always do small tasks when you havetime free.

People who come to you for help should be helped immediately. Thisimproves the entire organization. Keep your work in small workpackages. For tasks done outside the ticket system, it is hard to trackthem, you can create a ticket retroactively to track your time.


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Queues of Work

http://www.flickr.com/photos/newporteye/6092579233/sizes/l/in/photostream/

Creating Queues is the key to

organizing work.Queues are best when they are

almost empty, when someoneis on each side of the queue

and processing ticketsimmediately. But when workingon some task you might find aproblem that you cannotaddress immediately, then youcan create a ticket to track thatwork and come back to it later.


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Queues 2

http://www.flickr.com/photos/maynard/2037670398/

Definition of a Queue : First In First Out : FIFO.

Tickets have a Priority, so they high prio tasks are handled first.Some Group of people Submitting tasks.Some Group of people Receiving and processing them..Key measurements : Average time in queue/Reoccuring Problems. Unlock timeout after no activity. Tuning : Escalation First, Update

and Solution Time.


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A Learning Organisation

http://www.flickr.com/photos/kevinpoh/4404925960/

Expert to N00b ratio : the amount ofnoobs that an expert can support.This is increased when you havegood communication tools. Havingan expert supporting a group of

people who are interacting with thecustomer is a good model. Thisreduces the customer interactionwhich can be time intensive forexperts and frees them up to solve

problems.


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OTRS integration

Monitoring - nagios / icingaDeployment - Puppet / Debian Packages / releases

CRM - sugar crm / civicrm / openerpWiki - wiki pagesDocument management -

Twitter / FacebookProcessing logfiles -Staging and testing

Version control systems.Other Bug systems - other OTRS- Bugzilla, issue trackersetc.

Get satisfaction. Stackoverflow. Github.IRC networks. Pastebin. Blogposts.


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OTRS Interfaces

Web Interface for CustomersWeb Interface for AgentsEmail Interface (auto responders)

Ticket System

Date post:	06-Apr-2018
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