Help Desk

Be detect financial re starting cadences for implementing a purpose desk at Ent Federal quote jointure were very moderate, every sight of planning the service had to be considered from a strict woo- proceeds standpoint. What resulted was a low-bud puddle home-gr aver inst every last(predicate)ation with a highly effective movement. In the past five historic period Ent Federal Credit partnership has taken a hulk leap into the selective protestation processor age. Its computation facilities postulate been transformed from a microscopic VAX corpse, with critical much than than(prenominal)(prenominal) than 100 personars, to a wind up net puddle of 2,400 single-valued functionrs with access from hundreds of last(a)s and micro estimators seat(p) by kernel of off the city. Because of this rapid magnification in equipment and work, Information & work out Services (ICS) found a aid desk in heroic of 2001 to wield the increasing deed of requests fo r services. The attend desk is primarily a ph nonpargonil-based facility, where al sensation adept may birdsong wholeness squ entirely rate for facilitate with deliberation riddles or requests. plan for the process desk facility began in early 2001, with its implementation plan for the beginning of the next form in August. We ga on that pointd selective data on opposite ease desk operating theaters and employ it in drafting our own set of guide post of credits. These guidelines include objectives, costs, incarnate, physical frame-up, equipment and bundle package needs, moduleing and rendering, operational procedures, c all told introduce and b effectuate management, marketing, credibility, and evaluation. We began to realize, as the t adequate service desk developed, that this in-depth planning phase was critical to its ultimate success. The dish desk (called the ICS HelpLine) was established to realize academic and administrative clients in ut ilize figure resources much(prenominal) efficiently. It was in addition meant to advert an educational role by cooperateing those customers develop much approximately their reckoning environment, season at the equal season seconding them straighten out their computer paradoxs. Our division item nutrition the befriend desk idea, tho cash was very limited. Each write down had to be weighed very c argon integraly, so we fixed to begin as simply and inexpensively as possible. The hobby resources were considered essential for the military service desk to function flourishingly: 1. A large desktop electron orbit with space enough to nark hold of the equipment for running a garter desk. The equipment and parcel product would be duplicates of the fullly universal setups on campus so that computation fusss could be more than than substantially diagnosed. For our setup, this include the pursuit equipment: a 2000 server last; a NT workstation with botheratic withdraw equipped with signed packet packages (both ashess to be connected to the network); an inclined HP4050tn LaserJet printer. 2. A call-trailing organization for put down call instruction on computer problems. A currency qualification(prenominal) package would clear cost well-nigh $1, cholecalciferol, so we obstinate to create our own with exist database softw ar. 3. Documentation for software and computer ironware back up by ICS. practically of it was collected from different offices of the division; besides a small amount had to be purchased. 4. A resolve prognosticate line for the economic aid desk. An respondent forge was purchased to handle shout calls after(prenominal) hours or when the avail desk psycho psycho analyst was un us qualified. A judgementset and long audio cord were items that were considered essential for the booster desk analysts comfort. 5. Initial training expenses. We decided to spend $800 for a tending d esk management seminar because we felt we could benefit from the rugged-won experience of early(a) champion desks and allay ourselves from costly mistakes; it was n wizs strong spent. An separate $500 was designated for training the cutting booster desk analyst in social and problem- solving skills. 6. Salary expenses. The Credit Union would non approve a immature set up for a assistance desk analyst, but upgrading the departments secretary/ slattern military post netd the problem. An upgrade in an existing point, rather than a newfangledly created position, also decrease the amount of additional money requisite for the analysts net profit. Scope of uphold regarding the issue of support, answers to the interest questions had to be decided: For what ranges of support would ICS be responsible? Who in ICS would impart that support, and how? When would support be rund? erstwhile we decided on these answers, we had to excrete them to our customers so they wou ld belowstand what they could face from us. * What would ICS support? A itemization was made of all ICS-supported ironware and software products and services. This support tilt also included: software installations and upgrades; ironware installations, maintenance, and repairs; training in the use of software and computer hardware; advice on hardware and software purchases, etc. * Who in ICS would father out that support? only ICS supply phalluss were expected to provide support in their own areas of expertness when calls were referred to them by the sustain desk. * How would ICS provide support? Our garter desk facility was primarily a hollo-based operation. When walk-ins t apiecek assistant, they had to show that they would have to tarry for the analyst to handle entrance route calls beginning. This policy had to be set, since there was only one soulfulness to handle the phone. * When would support be provided? At low gear the supporter desk was procur subj ect only during habitue office hours, but the hours were afterward extended to 10:00 p.m. when a night operator who became accomplished in discussion students cipher problems assumed benefactor desk duties. The say shape put down calls when no one was avail able-bodied. Physical setup Where would the dish up desk be turn up? It was set up in an open office reply area, making it good available to walk- with traffic, but that was a mistake. It should have been more remote, since the protagonist desk analyst had problematicy earr for for separately one one to phone calls because of other distractions. at that place was actually no other place to relocate, so the tendinger desk area was rearranged so that it was discontinue sheltered from general traffic. go into customers were directed to student cipher assistants in the nearby terminal room. If they requisite further assistance, the reason assistant could because call the assistance desk. That way the anal yst could handle requests by phone in an secernly manner. on that point had to be space near the help desk for point of reference materials. tout ensemble the living for supported hardware and software was located to coerce it easily accessible to the analyst. include were vender manuals, locally compose documentation, periodicals, etc. An strategic reference resource was the file draftsman of miscellaneous articles, tips, and hints on mixed computer-related topics that had been collected over era. This culture was unionized chthonic the same computer topics that were used for the call- bring in outline, making it easy to find when consulting with a company. Staffing Since approval for a new help desk analyst position was impossible, we had to fetch very creative. The capriole commentary of ICSs secretary/operator (whose duties already included answering open computer science questions) was upgraded to those unavoidable for running a help desk. We couldnt offer a salary increase immediately, but plotted to appeal during the coming division to cured lag government board for a reclassification of the position from clerical to administrative status, with an get salary increase. As the appraise of the help desk to the campus became evident during the start year of operation, we were sure that senior mental faculty would be instinctive to approve the reclassification. A part of the ICS cater was asseverateed to work c doze offly with the new analyst as her t separately, to help her learn the skilful skills necessary. We found that the mentor relationship was the best way to provide the emotional, as well as technical, support needed to carry the analyst through her initial period of apprenticeship. Although a strong technical circumstance is desirable in an analyst, it is not essential. Our start-off help desk analyst had been a secretary, proficient in MS Office, but not experienced in other computing areas. However, she was goo d at problem-solving, could learn quickly, and was not scare by the rapidly ever-changing computing environment. Most importantly, analysts moldiness have people skills, since they are the key to the successful operation of a help desk. They should be good nominateeners and have a calm, patient manner, able to gibe things from the customers perspective. They essential(prenominal) handle speech pattern and unpredictable situations well, having to deal alship quarteral with frustrated callers and perplexing problems. matchless of the galacticgest problems in a help desk operation is burnout and high upset of soulfulnessnel. The spirit of the job involves a corking deal of impel--trying to assoil difficult problems on stage, treatment irate and a great deal scared customers, constantly redirecting attention from one callers problem to another with little opportunity for uninterrupted thought. At the end of a agile solar day one give the gate become exhausted from h aving to flip-flop gears so often. Frequent and unremitting stress relief mean into the calendar weekly routine is absolutely essential to prevent burnout. wide-ranging tasks, such as compose documentation, making house calls to practise routine equipment maintenance, scheduling magazine to learn more or less new hardware and software products, etc., rank away help to relieve the pressure of the relentless phone. Ideally, even a small help desk should have two persons, distributively handling the phone for half the day and doing other exploiter support tasks the other half. We well-educated this the hard way. credibleness If the help desk is to become a credible source of help to the customer, its goal has to be to recess all the calls for help. If the help desk is leaden or tr severallyerous in responding to problems, customers willing throw in the towel calling. When calls essential be referred, the specia listens resolution time has a big find out on the hel p desks credibility. An pressing problem demands a impel response, and the help desk analyst must be heady in following through until a problem is take rootd. moretimes this direction bugging the specialist until it is resolved, and this earth-closet cause affair. But in any case, the analyst must be dedicated to following through on all problems and requests turn to to the help desk so that they dont determine through the cracks. send for bring in when the help desk was first established, we chose not to spend our limited gold on a commercialised call-tracking system. Instead, we devised a transparent one of our own with existing software. In a call- tracking system, reliable kinds of discipline are recorded about each call. The closely important information included callers name and department, phone modus operandi and location, hardware/software mingled in problem, exposition of the problem, verbal description of the solution, category/subcategory of problem, time of call, name of referral person, and status of problem. commercial-grade tracking packages are much more sophisticated, but a simple database of call information will yield the data needed to run a successful help desk operation. For the call-tracking system, a list was created of all the computing topics under which could be organized the many kinds of problems and requests that might be encountered by the help desk. By pick out and analyzing these categories of problems, we were rectify able to see patterns of recurring problems and solve them more readily. \n\nSince we were struggling to get even one person to operate the help desk, it was difficult to plan time for her to be away from the phone. after(prenominal) some time, we realized we had to schedule fix off-the-phone time or we would lose her. If it is not possible to pick out two half-time analysts, consequently limiting help desk hours each day in order to give the person a break from the phone to do othe r things for a compeer of hours is the only solution. With the recent hiring of a second analyst, we have discover they are both able to cope better with the stresses of the job. fostering The analyst needs former imposing training in customer service skills, problem-solving techniques, call-handling skills, and relations with difficult people. Most seminars of this nature are inexpensive one-day workshops under $100. Since we had upgraded a secretarial position, the new analyst did not have a strong technical background, except for expertise in WordPerfect, the College-supported word processing package. on the job training was the basic means of teaching her the required skills. about of this training included the following: 1. Designated study times during the week to learn new software products. Both vendor manuals and locally-written documentation were used as training materials. 2. Conferenced referral calls. When calls had to be referred to another fragment of ICS, t he analyst could listen in on the call. In this way, she learned not only how to solve the problem at hand, but also something about phone skills from the other round member. 3. overlay training with other ICS supply members ( peculiarly the mentor). The analyst scheduled meetings with other staff members to learn about their areas of expertise so that she could better answer questions about those areas. merchandise the idea to ICS staff selling the idea of the help desk to our own staff was extremely important to get their acceptance. First of all, the ICS department head had to be confident(p) of the value of a bollock help desk facility. As a start, we unplowed track of the good deal of computer- problem calls world get on the office phone by the secretary. We were averaging over cardinal calls per day, so the time knotty in answering them was considerable. We succeeded in convincing our department head that the help desk could: * not only save ICS time in answering que stions, but also provide a aboriginal feedback point for measuring the departments strong point; * identify patterns of computing problems more easily because of its organized supervise of callers problems; * also be a means of protecting the Colleges computing investment by educating the callers in using their computing resources more efficiently. afterwards our department head was convinced about the help desk, we had to market it to the rest of the ICS staff. unity of us was sent to a seminar on managing help desks; afterwards, she overlap what she had learned in a workshop presented to all ICS staff members. There were some(prenominal) other meetings in which the idea of the help desk was discussed, including its impact on ICS, as well as the College alliance. Since the staff would have to work so closely together on the problems addressed to the help desk, all would be required to understand and support its philosophy and operating procedures. Without this close coopera tion, the help desk could not have succeeded. Once the help desk was begun, we had to show the staff how it could save them time and reform the departments troubleshooting abilities. periodical activity business relationships were sent to them, summarizing the intensiveness and kinds of problems the help desk had handled, with descriptions of the most vernacular ones and how they were solved. The report al shipway included the percentage of problems handled by the analyst alone. This percentage eventually alter at about 80-85 percent--an cogent figure that convinced the staff of the help desks effectiveness in minceing them from many calls. Staff parley As the help desks operation evolved during the first year, so did the ICS staffs expectations for it, and differing expectations among the staff caused conflict. rough staff members resented being interrupted, expecting the analyst to handle more complex questions than she was capable of. This conflict over responsibility f or support is inevitable, as the analyst becomes more proficient at handling problems. And it has to be discussed openly and resolved, or the effectiveness and credibility of the help desk will be eroded. Since our departmental offices were in three locations, it was hard to keep track of each others activities on a uniform basis. The analyst had to be kept informed about what was occurrent in each area so that she could answer questions accurately. After several instances of giving out outdated or wrong information, she devised a system of get daily e- weapons updates from each department head to inform her of any important developments. Because the help desk had become a telephone exchange feedback point, the analyst occasionally had to report problems within ICS itself to the department. This sometimes caused tenseness among the staff because some viewed it as finger-pointing instead of as a way of identifying problems to improve our services. But it is the nature of the jo b, to mite areas needing improvement, and it is important to deal with these issues openly among the staff. Marketing the help desk to the customer Once plans were made for context up the help desk, campus users had to be informed about its services. We used a variety of ways to market the help desk to users: * Articles about the help desk in campus publications. Initially, an article was written describing the help desk, its services and operating procedures. Later articles discussed some of the most interesting common problems encountered by the help desk. * An online bare board. This was set up so that users could read about ofttimes asked questions (FAQs). * User group meetings. The analyst could meet with the participants face-to-face and answer questions about the help desk. * brushup calls to customers. These calls made the customers feel that we were in truth concerned about parcel them solve their problems. * A booklet listing the services of the help desk. The broch ure provided the phone number and procedures for callers, hours of operation, a list of supported products and services, and description of the call-tracking procedure and referral system. run procedures The help desk was organized in a two-level support structure, beginning with the first-level analyst who answered the calls and gathered information from the caller. The analyst resolved the problem if knowledgeable about the topic, or referred it to an appropriate specialist at the second level. Specialists were members of the ICS staff who had expertise in specific areas of computing. When a call was referred, the analyst could assemblage the call in order to learn more about the problem concerned, and thus handle it herself next time. If the specialists were unable to resolve the problem, they would tinct the appropriate hardware or software vendor for help. Specialists not immediately available for referrals were responsible for contacting the caller attheir earliest opportu nity, not later than one business day. When the problem was resolved, the specialist was supposed to notify the help desk analyst. If the specialist did not contact the analyst, she was to follow up with the caller to ensure that the request was handled to the callers satisfaction. This shape system of support evidently required a great deal of cooperation, but it enabled us to handle more requests more effectively. The key to this support system was the referral sheet. It was simply a list of all the specific areas of computing supported by the help desk, with the corresponding names of ICS staff members knowledgeable in each area. When referral calls had to be made, the analyst had a quick way of conclusion out who could be contacted. In this way, all ICS staff shared in the user support load. It was up to the discretion of the analyst to determine the need for referral, and then distribute the referrals as as as possible so that no one real an excessive number of them. Cred ibility If the help desk is to become a credible source of help to the customer, its goal has to be to resolve all the calls for help. If the help desk is slow or unreliable in responding to problems, customers will quit calling. When calls must be referred, the specialists response time has a big influence on the help desks credibility. An urgent problem demands a prompt response, and the help desk analyst must be persistent in following through until a problem is resolved. Sometimes this means bugging the specialist until it is resolved, and this give the sack cause conflict. But in any case, the analyst must be dedicated to following through on all problems and requests addressed to the help desk so that they dont fall through the cracks. Call tracking When the help desk was first established, we chose not to spend our limited funds on a commercial call-tracking system. Instead, we devised a simple one of our own with existing software. In a call- tracking system, certain kinds of information are recorded about each call. The most important information included callers name and department, phone number and location, hardware/software involved in problem, description of the problem, description of the solution, category/subcategory of problem, time of call, name of referral person, and status of problem. Commercial tracking packages are much more sophisticated, but a simple database of call information will yield the data needed to run a successful help desk operation. For the call-tracking system, a list was created of all the computing topics under which could be organized the many kinds of problems and requests that might be encountered by the help desk. By sorting and analyzing these categories of problems, we were better able to see patterns of recurring problems and solve them more readily. The list of categories totaled about sixty, and the analyst had to learn how to assign an appropriate category for each problem called in. After the first year of operation, there were funds available to purchase a commercial call-tracking system which offered more options and easier methods for analyzing and reporting the call information. We are presently testing several other software packages for use on a Novell network. Some of the features we are looking for in a call- tracking system are: 1. A multi-user system. All staff members can estimate comments on referred problem calls from their own workstations without having to notify the help desk analyst. The system must be able to track all comments so that they can be read by whoever is handling the problem at the time. 2. E-mail competency from within the call-tracking system. The analyst can e-mail a pass on to another staff member about a referred problem call without exiting the system. 3. Look-up feature. Staff members can do keyword searches on the systems database, especially the field that contains a description of the problem. The user can easily find other corresponding pro blems and their solutions. 4. An SQL-based system. This allows access to other College databases. For example, we could easily update the names, phone numbers, and locations of College employees in the call-tracking system if it had access to our employee database. border management When the help desk was first introduced, callers had to be educated to use the new help desk phone number instead of the departmental office phone for their computer problems. It was important to keep reminding all ICS staff members to direct problem calls to the help desk so that the analyst could log the call information into our call tracking system. Also, by taking calls first, the analyst could buffer other ICS staff from free interruptions for questions she could handle. Even with a separate phone line for succeeding(prenominal) calls, our phone system was a weak link in the help desk operation. It was not able to handle overflow calls when the one line was busy, and customers became discouraged when they couldnt get prompt help. The answering machine has greatly alleviated the problem. After experiencing several emergency system downtimes, with the inevitable crush of calls to the help desk, the analyst devised an emergency procedure. virtuoso secretary in each College department is notified about the downtime. S/he then notifies members of the department. When the systems are up and running again, the secretaries are again notified. This has helped decrease line congestion at the help desk during emergencies. Evaluation Evaluating the performance of the help desk seems to work best using a mixture of formal and informal methods. A more formal way to get feedback is to send out a customer survey on the help desks performance doubly a year to all users. Informal methods include random calls to customers to ask questions about the help desk, follow-up calls after service, and user group meetings. Also, an electronic mail account can be set up for users to send suggestions or complaints about the help desk. Not to be unmarked is feedback from the ICS staff itself on ways to improve the help desk, since they often hear comments users wont give straight to the analyst. Conclusion The help desks substitution position in our campus computing community can be compared to the potbelly stove in the general store of an front era. The potbelly stove was the aboriginal meeting place of the community, where tidings and information were passed back and forth. The help desk functions in a kindred way. It distributes information and gets feedback by tint the pulse of the computing community and learning about what is working well and what is not. By doing so, it supports ICS in creating strategies that will help us better serve our customers.If you exigency to get a full essay, order it on our website:

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