HDI Support Center Team Lead...evolves and its needs change. In business today, customers want educated and certified professionals to ... Important leadership skills include fostering

CertifiCation Standard & Self-Study Guide

HDI Support Center Team Lead

Official Curriculum

HDI Support Center Team Lead Certification Standard

A Self-Study Guide

Version 4.1

Official HDI Curriculum. Not for resale or distribution. Copyright 2013. All rights reserved.

Copyright © 2013 UBM, LLC All rights reserved. Printed in the United States of America. ISBN: 978-1-57125-105-3

HDI 121 S. Tejon Street • Suite 1100 Colorado Springs, CO • 80903 • US US and Canada: (800) 248-5667 www.ThinkHDI.com

HDI assumes no liability for error or omission.

No part of this publication may be reproduced without the consent of HDI, with the exception of trade publications reporting on the data. In such cases, credit must be given to HDI.

HDI is a registered trademark of UBM, LLC. HDI is a part of UBM TechWeb, a division of UBM, LLC.

Portions of this document include information based on the ITIL and IT Infrastructure Library publications of the UK Office of Government Commerce. ITIL® is a registered community trademark of the Office of Government Commerce, and is registered in the US Patent and Trademark Office.

Portions of this document include information based on the Knowledge-Centered Support publications of the Consortium for Service Innovation. KCSSM is a registered service mark of the Consortium for Service Innovation.

All other product or service names are the property of their respective owners.


AcknowledgementsMany thanks to the following people and companies for their time and assistance in participating on the HDI International Standards Committee:

Pat Albright HDI

Abdulrahman Obaid Al-Thubity Saudi Aramco

Roy Atkinson HDI

Darrell Bond Radar Solutions

Canada

Rae Ann Bruno Business Solutions Training

Laura Bullock Stonemor Partners

Cinta Caputto HDI Brasil

Gary Case Pink Elephant

Caroline Coonradt New York Independent System

John Custy JPC Group

Robert Homer Providence Health and

Services Alaska

Drew Jaehnig Department of Defense

Rick Joslin HDI

Katherine Lord Lord Consulting

Jason Lorenz C3i, Inc.

Chris Meadows Lowes

Simone Moore Help Desk Association Australasia (HDAA)

Artur Sygnatowicz HDI Poland

Overview


H D I S u p p o r t C e n t e r T e a m L e a d

© H D I 2 0 1 3 , V e r s i o n 4 . 1

2

IntroductionHDI certification exams are based on an HDI certification standard. The competencies for the certification standards were identified and approved by the HDI International Certification Standards Committee (ICSC), a group of industry experts and experienced practitioners from a number of organizations.

It is the committee’s intent to recognize the breadth of knowledge required, document the needed skills, and provide leadership to the support industry on the meaning of a certification for customer service and technical support. Each HDI certification standard is an open international certification standard that is independent of any training curriculum.

An HDI StandardHDI bases its certifications on open international industry standards, and is independent of any training curriculum.

• Open implies that the standards are published, allowing organizations to leverage the standards to improve their services, individuals to study the standards in preparation for a certification exam, and training and consulting providers to develop offerings that align with the standards.

• International indicates that a committee of professionals that have international experience and/or work for global companies has developed the standards, and that the standards are recognized in the global market.

• Industry refers to the service and support industry, which initially focused on internal support of information technology and later expanded to include external support organizations.

• Standard defines the knowledge that a support professional in a specific role is expected to know, and a set of best and common processes and practices within a support center.


H D I - S C T L C e r t i f i c a t i o n S t a n d a r d & S e l f - S t u d y G u i d e

© H D I 2 0 1 3 , V e r s i o n 4 . 1

3

As of 2011, the ICSC has developed standards for the following positions:

• HDI Customer Service Representative (HDI-CSR)

• HDI Support Center Analyst (HDI-SCA)

• HDI Desktop Support Technician (HDI-DST)

• HDI Support Center Team Lead (HDI-SCTL)

• HDI Support Center Manager (HDI-SCM)

• HDI Desktop Support Manager (HDI-DSM)

• HDI Support Center Director (HDI-SCD)

In 2006, HDI partnered with the Consortium for Service Innovation to develop the Knowledge-Centered Support Principles Standard, based on the Knowledge-Centered Support (KCS) v5.1 methodology. HDI is pleased to offer the non role-based certification, Knowledge Management Foundations: Knowledge-centered Support (KCS) Principles.

HDI is committed to defining standards for additional support professional roles as the industry evolves and its needs change. In business today, customers want educated and certified professionals to support their business needs. Certification provides:

• Validation of current knowledge and skill sets

• Evidence of excellence achieved in your field

• Professional development

• Personal pride

• Credentials that travel



© H D I 2 0 1 3 , V e r s i o n 4 . 1

4

How Is an HDI Standard Organized?

A role-based certification standard is aligned with the elements of the HDI Support Center Standard. Each element is a category within the standard. The last three elements of the HDI Support Center Standard are closely related and have been combined into a single category within the role-based standards. This means that most HDI role-based standards are organized into five categories: (1) Leadership, (2) Strategy and Policy, (3) People Management, (4) Resources, and (5) Process, Procedure, and Performance Results. The HDI Support Center Director (HDI-SCD) certification standard is the only certification standard organized into six categories, where the sixth category calls out the Performance Results category as a stand alone category. Each category contains a list of topics that share a common focus or relate to a specific concept. Within each topic are one or more competencies. For each competency, there is a range of knowledge.

Take a look at the following example from the HDI Support Center Analyst standard:

(Category) 1.0 Leadership

Topic Competency Range of Knowledge

1.1Leadership Principles

1.1.1Identify the characteristics of an effective leader.

An effective leader:• Leads by example• Motivates others• Encourages participation, creative thinking, and

initiative• Demonstrates a positive attitude• Practices active listening skills• Displays ethical behavior

If one approaches the standard as if they were interviewing for a position in a support center, the competency would be either a specific question or a concept that an interviewer would ask in the interview process, and the range of knowledge would be the expected answer. In other words, it is expected that someone in a specific support center position will possess the range of knowledge for each competency.

To cover a range of knowledge completely for some competencies would be an endless task (e.g., “Identify characteristics of leadership”). In such cases, the HDI International Certification Standard Committee (ICSC) has either defined the information in the range of knowledge to cover information that is common knowledge or has provided examples that relate to the competency. An experienced professional should be able to expand upon the range of knowledge.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

5

It is also common to have a similar set of competencies in more than one certification standard, with the range of knowledge varying between standards. For example, the standard for a support center analyst and a support center manager may include the competency, “Describe the process of change management.” The range of knowledge for this competency will differ in each of the standards. The standard for the support center analyst may include an awareness of the change management process, while the standard for a support center manager may contain a more detailed description of how to use the change management process within the support center.

The following section provides a description of each standard category.

HDI Standard Category Descriptions

1.0 Leadership

Leadership defines how managers and employees guide their organizations towards success by inspiring and motivating employees. Support personnel should understand why their job is important, receive satisfaction from their work, and feel supported and valued for their efforts by management. Effective leaders guide the formulation and evolution of statements of purpose, and ensure that they are communicated and understood throughout the entire organization. They provide highly visible support and encouragement. Important leadership skills include fostering meaningful teamwork, resolving communication issues, determining resource requirements, determining priorities, and inspiring an environment of cooperation and enthusiasm.

2.0 Strategy and Policy

The vision, mission, goals and objectives of the support center’s functions must clearly and effectively support the business purposes of the organization. As with any business activity, goals and activities must all contribute to the organization’s ability to achieve its stated goals. It is also essential that any support function be fully integrated into the IT organization. Policies and strategies must translate into goals and objectives that can be acted upon, measured and revised as required to achieve desired results. Specific plans, policies and procedures must be established to define the way in which the organizational goals will be achieved. To be useful, plans must lead to the achievement of measurable results and be coordinated with the plans of the organization.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

6

3.0 People Management

An important responsibility of support management is the creation of an environment that motivates people (staff) to perform at their peak. Staff roles and responsibilities, as well as support processes, must be well documented. The support staff must have and continue to evolve the required competencies needed to respond effectively to business requirements. Performance feedback, peer and management recognition, corporate communication, and opportunities for technical and professional growth are proven motivators.

4.0 Resources

The support operation must have access to the resources and tools necessary to achieve the established objectives. These may be infrastructure-related or support-specific. They include financial and human resources, physical facilities, communications infrastructure and processes, specialized organizational knowledge and competencies, hardware/software tools, and/or third-party partnerships. Support technology such as service management systems, knowledge bases, self-help tools, remote access tools, self-help Web tools, self-healing software, and ACDs can provide significant increases in support center efficiency and end user/customer productivity, which translates directly to cost savings, superior service, or both.

5.0 Process and Procedure

The support center must have processes and procedures in place that enable it to achieve its goals and objectives. These processes must be measurable, documented, communicated, and understood by those who will manage and execute them. Examples of support center processes include proactive detection and remediation, self-service, customer satisfaction management, service level management, feedback management, incident and service request handling, problem management, change management, asset and configuration management, continuous improvement, service continuity management, and call and incident monitoring.

6.0 Performance Results

Performance results are the measured achievements as compared to goals. Measurement processes must be objective, reliable and realistic. Results must be clearly communicated to the appropriate audiences. Performance objectives and results must be achieved, or the reasons for any variance must be clearly understood and appropriate actions taken to achieve the standard or revise it.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

7

How Do I Prepare for the Certification Exam?There are two options available that will assist one in preparing to take a certification exam. Attending a training course is the preferred option for most candidates seeking certification. Training will assist course participants in preparing to take a certification exam while also building skills valuable to one’s profession in the support industry. Training will help the candidate understand the best practices and concepts that have been captured within an HDI standard as well as how to apply them within the workplace. HDI offers the following training delivery methods:

• Instructor-Led Training: Instructor-led training is offered by HDI and HDI partners in both public classroom settings and private onsite training settings. Some organizations elect to have an internal trainer earn the HDI Certified Instructor status in order to deliver the course in-house for their employees.

• Online Self-Paced Training: The distance learning option of an online self-paced course provides maximum flexibility for the candidate. This type of training can be done anytime and anywhere one has internet access.

• Blended Learning: A blended learning option mixes the flexibility of online course training with scheduled instructor-led virtual classroom sessions. Using Web conferencing technology, the virtual classroom sessions allow instructor-led review and course participant interaction without leaving the office or home.

While the training delivery option assists one in preparing to take the certification exam, the candidate must study the HDI standard. Remember, the exam is based on the HDI standard and not the training offering. The second option available for preparing to take a certification exam is using the Certification Standard & Self-Study Guide.

How Do I Use the Certification Standard & Self-Study Guide to Prepare for the Exam?

When studying the standard, use the competencies as review questions; try to answer the question before reading the range of knowledge. If your answers do not match the range of knowledge for that competency, then mark that competency for further review. Individuals with the appropriate experience as a support professional can study the HDI standard and successfully pass the certification exam to become HDI Certified.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

8

Is a Practice Test Available?

A practice test is included with the self-study guide. The practice test allows the candidate to become familiar with the types of questions that make up the certification exam pool. For each multiple-choice question, there will be four possible answers, of which only one is correct.

HDI also offers online practices tests for a number of its certification exams. Please visit our Web site (www.ThinkHDI.com) for availability and pricing. However, please note that the practice tests are intended to be used as preparation aids only; success on a practice test should not be interpreted as full preparation for a certification exam. Certification exam questions are typically more challenging than the questions included in the practice tests.

What Should I Expect from the Certification Exam?

HDI certification exams are randomly generated from a pool of pre-authorized exam questions. As a result, each certification exam is different.

• Each HDI certification exam consists of sixty-five (65) multiple-choice questions.

• Candidates will have seventy-five (75) minutes to complete the exam.

• The passing score for the certification exam is 80%. HDI Certified Instructors must achieve a 90% or better to qualify to facilitate HDI training courses.

• For candidates taking the certification exam on the HDI Online Learning Center, you will have twelve (12) weeks to take the exam before your IDs and passwords expire.

• For candidates taking the certification exam through the HDI Learning Center, if you do not pass the exam, there is a $99 fee to retake the exam; if the twelve weeks have expired, there is a $50 fee for a 30-day extension.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

9

Are Certification Exams Weighted?

All HDI certification exams are weighted. The exam questions are classified according to the categories contained in the standards. The certification exam is designed to test the candidate’s mastery of the knowledge in each category. The number of questions representing each category is determined by a preset weighting rubric. If you have limited time to study for the exam, consider focusing your review on the categories that have the highest weight percentage.

The HDI Support Center Team Lead certification exam is weighted as follows:

Category Weighting %

Leadership 30%

Policy and Strategy 10%

People Management 30%

Resources 10%

Process and Procedures 20%

If you have any additional questions, please contact the HDI Customer Care Center at 800-248-5667 in the US or 00-1-719-268-0174 worldwide, or e-mail us at [email protected].



© H D I 2 0 1 3 , V e r s i o n 4 . 1

10

More About HDI Practice Tests

What is a Practice Test?

Practice tests are a tool for learners to understand their knowledge of the HDI individual certification exam competencies. The practice test questions are representative of the type of questions asked on an HDI certification exam, but will not be the exact same questions. The practice test questions, while similar to the certification exam, have the goal of self-assessment of the individual competencies, and are not intended to provide a complete sample of all the types of questions that might be asked.

Each question references a specific competency within the standard. Should the person miss the question, they know which competency to review. Each online practice test is 30 questions and must be completed in 35 minutes. Once you complete a practice test, you will know which questions you answered incorrectly and what competency within the HDI Standard you should review. You may take multiple online practice tests. Each online practice test is randomly generated from a pool of test questions. As a result of random generation, test questions may appear on multiple tests.

What is the difference between the online practice test and the practice test in the appendix of the student courseware?

Both the online practice tests and the hardcopy in the books are designed to help the student in the learning process. The practice test in the appendix of the book is 30 questions. Each time you take an online practice test 30 questions are randomly generated from the pool of practice test questions, which allows a more comprehensive assessment of the complete standard than what is available in the courseware appendix or published standard and self-study guide. The online practice test uses the same interface as the certification exam, which also allows the student to become familiar with the testing application. Students may take multiple online practice tests. Only one practice test is provided in the student courseware.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

11

What is the difference between the practice test and the certification exam?

There are separate pools of questions for the practice tests and the certification exams. Questions from the certification exam will not appear on the practice test. (Questions from the hardcopy appendix in the student courseware may appear on the online practice text.) Questions for both the online practice test and the certification exam are randomly generated. The certification exam is 65 questions and must be completed in 75 minutes. Each practice test is 30 questions and must be completed in 35 minutes.

The practice test is designed as a learning and assessment tool. When a student completes the online practice test, they are told which questions they answered incorrectly and what competency within the HDI Standard they should review.

The certification exam is an audit of the candidate’s knowledge. When an individual completes the certification exam they are presented with a pass/fail score and are informed how well they did in each category for the HDI Standard. They are not informed which question(s) they answered incorrectly.

How are practice tests similar to certification exams?

The practice test is designed to be similar in structure to the certification exam. They both use multiple choice questions based on the same criteria for testing. Each question is presented with four (4) potential answers, and only one correct answer. Both the online practice test and the certification exam utilize the same user interface, thus allowing the candidate a chance to become familiar with the testing system prior to taking the certification exam. Both are timed. If questions are not answered prior to the expiration of the timed test/exam, then the questions will be scored as incorrect when calculating the score. Both are meant to be taken from memory without notes, courseware, or other reference materials and both are based on the same HDI individual certification standard; not the training courseware. Questions are designed to test the candidates understanding and ability to apply the certification standard—not their memorization of it.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

12

Is passing a practice test a good indicator that one will pass the certification exam?

Passing a practice exam is a good indicator that the candidate understands the specific competencies presented; however, there are only 30 questions in the workbook sample which does not address the full range of the competencies. Passing multiple online practice tests is a demonstration that you are prepared to take the certification exam. Failing to pass a practice test is a good indicator that you are not ready to take the certification exam.

The practice test question pool is separate from the certification exam question pool. The same questions do not exist in both pools. Questions in both pools are based on the same certification standard and written with the same style guidelines.

There is no attempt to have a one to one correlation of questions to the same competencies within the two question pools. Some competencies may be covered in only one question pool; some competencies are addressed in both question pools. Candidates are advised to study the certification standard and courseware to prepare for a certification exam, and not rely on their ability to pass a 30 question practice test as the sole indicator of the probability of their future success on the certification exam.

Why did HDI develop practice tests?

HDI developed practices tests because some learners require additional resources to prepare for the certification exams and customers requested practice tests. HDI decided to satisfy this need directly and provide a practice test in the student courseware and an enhanced online practice test option.

What about third party test preparation vendors?

There are companies in the market that provide sample tests for various certifications. While some of these sites may be legitimate, some are known as test theft sites. They steal and publish actual test questions as preparation questions. Candidates are unaware that they may be cheating on their certification exam by using a questionable third party provider. These companies may also be using test questions that are not reflective of our current or most up to date certification standard. HDI recommends that candidates study from official HDI curriculum.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

13Official HDI Curriculum. Not for resale or distribution. Copyright 2013. All rights reserved.


© H D I 2 0 1 3 , V e r s i o n 4 . 1

14


1.0 Leadership

1.1

Leadership

1.1.1

Identify the characteristics of an effective leader.

An effective leader is: • Focused and Strategic: Thinks strategically and sees

the big picture. Executes plans and understands how to inspire and motivate team members.

• Proactive and Drives Initiative: Anticipates problems, seeks out new solutions, and initiates positive action.

• People-Oriented: Focuses on the strengths of the people and leverages relationships. Delegates and encourages everyone to be creative and take initiative.

• Positive: Has a positive attitude despite the challenges encountered.

1.1.2

Explain how to exhibit personal accountability.

Exhibit personal accountability by:

• Seeking out a mentor

• Following standard operating procedures (SOPs)

• Working with your manager to create a workplace that recognizes and rewards accountability and employee engagement

• Participating in continuous improvement programs

• Modeling behaviors that strive to reach realistic and achievable goals



© H D I 2 0 1 3 , V e r s i o n 4 . 1

15


1.1.3

Explain how to provide clear direction and motivation to your team.

Provide clear direction and motivation to your team by:

• Setting priorities and keeping the team focused on business goals

• Updating the team on progress in attaining goals

• Providing clarity to roles and responsibilities of the team

• Clarifying required activities to meet business needs

• Identifying measurable results that demonstrate quantitative progress towards the stated goals

1.1.4

Explain the importance of displaying confidence.

Displaying confidence:

• Removes doubts about competency

• Establishes credibility

• Encourages communication

• Fosters rapport

1.2

Management Skills

1.2.1

Explain the differences between management and leadership.

Management is effectively executing the organization’s direction and goals. Management activities include measuring customer satisfaction, monitoring team performance, enforcing the rules of the organization, and planning daily tasks and activities.

Leadership is creating direction according to the mission and vision of the organization. Leadership activities include coaching, driving organizational change, and setting goals and objectives.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

16


1.2.2

Explain what it means to lead by example.

To lead by example means to:

• Act as a role model for the level of performance and professionalism expected

• Work within the policies and standards set for the team

1.2.3

Describe the principles of delegation.

The principles of delegation include:

• Creating trust with the team

• Articulating delivery time frames and expectations for assignments

• Ensuring the person assigned the task has the authority, skills, and ability to complete the task

• Providing support and training as necessary

• Getting an agreement on expectations

• Allowing one to accomplish the task without specifying detailed process requirements

1.2.4

Identify the reasons for delegation.

Reasons for delegating include:

• Making time available to think more strategically and be less focused on operations

• Growing the team’s ability to think critically and solve problems on their own



© H D I 2 0 1 3 , V e r s i o n 4 . 1

17


1.2.5

Identify ways to manage up.

Manage up by:

• Being supportive, not competitive

• Asking you manger how they like to communicate (i.e., e-mail, telephone, in-person)

• Observing your manager’s style, likes, and dislikes

• Asking your manager what you need to do and how to improve

• If in doubt, asking your manager how they have approached a problem in the past and what the result was

• Identifying areas that you can shine for your manager (i.e., be the front line on a project)



© H D I 2 0 1 3 , V e r s i o n 4 . 1

18


1.2.6

Identify techniques to manage your work life.

Techniques for managing your work life include:

• Being on time or early with every assignment or meeting

• Always approaching your manager with solutions, not problems

• Trusting your manager—accepting you may not understand why a specific decision is made

• Increasing your problem-solving and critical thinking skills by taking good physical care of yourself (e.g., sleep, exercise, eating healthy, etc.)

• Acknowledging those around you for their dedication

• Identifying ways to assist your manager with new projects to build your manager’s trust in you

1.3

Emotional Intelligence

1.3.1

Define Emotional Intelligence.

Emotional Intelligence is:

• Having the ability to recognize and know what emotions you are feeling

• Managing your emotions so that they do not overwhelm situations and your thinking capabilities

• Being able to recognize the emotions that others are feeling

• Helping to manage other’s emotions so that they do not overwhelm situations and their thinking capabilities

• Having the ability to create sincere and authentic relationships that produce value and productivity



© H D I 2 0 1 3 , V e r s i o n 4 . 1

19


1.3.2

Explain why Emotional Intelligence is important in the support center team lead role.

Emotional Intelligence is important in the team leader’s role because it directly affects the mood of the team and therefore directly affects the customer and the way they are treated.

1.3.3

Explain the major components of Emotional Intelligence.

The three major components of Emotional Intelligence are:

1. Self-Awareness

2. Emotional Managements of Self and Others

3. Emotional Connection

1.3.4

Describe emotional hijack.

An emotional hijack is recognized by:

• A change in facial expression and or body language

• Vocal tones that become very loud, too soft, or diction can become staccato in form

• A person having trouble focusing on the conversation

• A hijack can be seen in four stages. The fourth stage being default behavior of fight, flight, or freeze.

• A full blown hijack can last up to 18 minutes



© H D I 2 0 1 3 , V e r s i o n 4 . 1

20


1.3.5

Describe the four stages of an emotional hijack.

A hijack can be seen in four stages:

• A trigger, an event that correctly or symbolically is perceived as a threat.

• A strong emotion.

• An automatic reaction, one that you regret later, after the feelings pass. This reaction is usually inappropriate to the situation, and often has a negative effect on you, the other person, or performance.

• Feelings of regret about your reaction. The fourth stage is the default behavior of fight, flight, or freeze.

1.3.6

Identify ways to reduce an Emotional Hijack.

To reduce an emotional hijack:

• Give yourself or the other person time to normalize (about 15 minutes)

• Consciously count to ten identifying ten items, such as ten songs, ten friends, ten colors. This engages the thinking part of the brain, which disengages the emotional part.

• Breathe deeply to restore oxygen to the thinking part of the brain

• Ask questions to clarify what happened and understand the other person’s intentions and actions



© H D I 2 0 1 3 , V e r s i o n 4 . 1

21


1.3.7

Describe Self-awareness.

Self-awareness is one’s ability to be an objective observer of their own emotional experience. It requires the ability to think cognitively about ones emotional experience as opposed to simply having the emotion and manifesting it. Self-awareness competencies are:

• Self Assessment

• Self Regard

• Personal Drive

1.3.8

Describe Emotional Management of self and others.

Emotional Management requires that Self-awareness be practiced well and that one recognize their emotion as well as practice ways to keep the more challenging emotions in check.

It is the ability to recognize emotions in others through body language, tone, and facial expressions and then help the other person manage their more challenging emotions. Emotional Management competencies are:

• Optimism

• Impulse Control

• Adaptability and Flexibility

1.3.9

Describe Emotional Connection Competencies.

Emotional Connection is the ability to create productive connections with those around you by practicing a sincere desire to understand others motives and intentions. Emotional Connection Competencies are:

• Coaching Others

• Communication

• Empathy

• Authenticity



© H D I 2 0 1 3 , V e r s i o n 4 . 1

22


1.4

Commun. Skills

1.4.1

Identify the components that should be included in status reports.

Status reports should include the following components:

• Restatement of the problem/question• Answer/response to each problem/question• Reason for problem (statement or objective)• Recommendations and conclusions• Data supporting the recommendations• Actions necessary to achieve the recommendations• Parties responsible for such actions• Delivery dates for completed action items

1.4.2

Identify the steps for preparing an effective presentation.

When preparing an effective presentation:

• Identify the objective of your presentation

• Target the message to your audience

• Determine the best method for delivery

• Use visual aids

• Provide supporting documentation

• Clearly summarize key points

• Be prepared , review and practice the presentation in advance



© H D I 2 0 1 3 , V e r s i o n 4 . 1

23


1.4.3

Identify techniques for getting audience participation.

Obtain audience participation by:

• Knowing your audience and what techniques are appropriate for your audience

• Asking questions designed to elicit a verbal response

• Giving the audience a mental picture for them to create

• Saying a word or phrase and have the audience repeat the word or phrase back to you

• Using both open- and close-ended questions

1.4.4

Explain the importance of matching an individual’s communication style.

It is important to match an individual’s communication style because it:

• Facilitates contributions based on each individual’s own set of strengths

• Improves working relationships

• Creates a more pleasant work environment

• Reduces frustration

1.4.5

Describe how to match an individual’s communication style.

Match a customer’s communication style by:• Understanding the customer’s level of proficiency • Matching the customer’s vocal elements, if/when

appropriate• Matching the customer’s vocabulary• Using the same level of technical terminology as the

customer



© H D I 2 0 1 3 , V e r s i o n 4 . 1

24


1.4.6

Define a filter.

A filter is an internal bias or personal viewpoint based on one’s experiences, values, culture, education level, language difference, or geography. Filters often lead to miscommunication and can affect communication negatively.

1.4.7

List the steps of the communication process.

The communication process consists of six steps:

1. Idea/Concept – feelings, emotions, or a motivation to act

2. Encoding – the selection of the appropriate words to best express a given thought or concept

3. Transmission – the brain sends a signal to the vocal cords and the mouth to speak

4. Receiving – sound waves are received as electrical impulses by the receiver

5. Decoding – the brain processes the message

6. Interpretation – the most critical step in the process, this is when the person receiving the message puts meaning behind it



© H D I 2 0 1 3 , V e r s i o n 4 . 1

25


1.4.8

Describe the steps for effective e-mail communication.

Steps to ensure effective e-mail communication include:

• Determine the audience and tailor your message to them

• Label your message with a subject line that reflects the message contents

• Format the message with an opening statement, supporting points, and a summary closing or call to action

• Use clear, concise business language

• Include the original message or a summary to provide context

• Avoid acronyms and abbreviations unless you have previously defined them

• Use correct sentence structure, capitalization, and punctuation

• Proofread all communication before sending

1.5

Time Management

1.5.1

Define effective time management.

Effective time management is the act of prioritizing tasks to maximize the return on personal efficiency and productivity.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

26


1.5.2

Identify time management techniques.

Some time management techniques to use include:

• Focus on high priority items first

• Set check points to ensure you are moving closer to achieving your goals and objectives

• Recognize how long routine tasks take and schedule time appropriately

• Look for opportunities to reduce steps or eliminate repetitive tasks

• Use a time management tool and document all personal and business tasks

• Prioritize throughout the day to ensure that you are spending your time on the right tasks

• Apply the “4D” rule to optimize your schedule. For each item, you should either:

- Delegate the item to someone who would be a better resource

- Defer the item to a later time which would be more appropriate

- Delete the item if not doing it would have no adverse consequences

- Do it if it is a priority, and do not procrastinate

1.5.3

Describe the benefits of effective time management.

Benefits of effective time management include:

• Improved productivity

• Improved customer relations

• Reduced stress

• Increased energy



© H D I 2 0 1 3 , V e r s i o n 4 . 1

27


1.6

Stress Management

1.6.1

Describe stress.

Stress is an individual’s response to change. It is a natural occurrence and can have both positive and negative impact. Causes of stress may include:

• Change

• Too much work

• Not enough time

• Job pressure

• Lack of knowledge/training

• Feeling out of control

• Lack of confidence in management/ co-workers

• Tight scheduling

• Inadequate rest

• Personal life situations

1.6.2

List the physical symptoms of stress.

Physical symptoms of stress include:

• Increased heart rate

• Increased blood pressure

• Perspiration

• Muscle tension

• Shortness of breath

• Cold or clammy hands

• Withdrawing from conversation

• Defensiveness

• Short-temperedness, irritability

• Negative sarcasm, cynicism



© H D I 2 0 1 3 , V e r s i o n 4 . 1

28


1.6.3

Identify ways to assist your team in managing stress.

Assist your team manage stresses by encouraging them to:

• Recognize the positive aspects of stress

• Recognize the signs of stress

• Use exercise as a stress reliever

• Engage in diverse activities outside of work

• Create a personal network of advisors with whom they can share

• Use breathing techniques

• Take regular breaks at work

• Take a short break after a difficult interaction

• Maintain a healthy work/life balance

• Attend group activities such as team-building exercises

1.6.4

List the positive effects of stress.

Stress may produce the following positive effects:

• Provides motivation and energy

• Increases productivity

• Optimizes performance level

• Increases momentum to work



© H D I 2 0 1 3 , V e r s i o n 4 . 1

29


1.6.5

List the negative effects of stress.

Stress may produce the following negative effects:

• Fatigue

• Higher incidence of illness

• Backache

• Sleep problems

• Irritability, short-tempered

• Absenteeism

• Dissatisfaction

• Decreased concentration

• Defensiveness

1.7

Org. Change Management

1.7.1

Describe Organizational Change Management.

Organizational Change Management is a set of processes designed to manage change effectively, minimizing risk and interruption to customers and services.

1.7.2

Identify key steps in promoting an organizational change initiative.

Promoting an organizational change involves:

• Understanding the business purpose of the change

• Understanding the benefits of the change for each stakeholder

• Set expectations with your team and customers

• Provide training and support

• Encourage participation

• Recognize success

• Address questions and objections



© H D I 2 0 1 3 , V e r s i o n 4 . 1

30


1.8

Service Ethics

1.8.1

Explain the purpose of a code of conduct.

The purpose of a code of conduct is to:

• Ensure that all employees understand what the organization expects of them

• Document the organization’s standards of moral and ethical behavior

• Document the behavior expected of employees

• Serve as a resource for employees for vague or questionable areas of behavior

1.8.2

Explain how to demonstrate equitable treatment of all people and situations.

Demonstrate equitable treatment of all people and situations by:

• Adhering to enterprise policies and procedures and organizational requirements for the ethical and equitable treatment of employees

• Listening to all aspects of a situation and considering all policies, procedures, and guidelines before deciding on a course of action

1.8.3

Explain how to promote strong service ethics.

Promote strong service ethics by:

• Demonstrating willingness to help support staff

• Understanding customer perspective and weighing actions and decisions against corporate ethical standards



© H D I 2 0 1 3 , V e r s i o n 4 . 1

31


1.9

Staying Current

1.9.1

Identify ways to stay informed about industry trends and best practice.

Stay current with industry trends and best practices by:

• Actively attending and/or participating in industry-related events, seminars, training, and conferences

• Joining and participating in industry associations

• Subscribing to executive briefings and publications

1.9.2

Describe how to demonstrate learning through practical application in daily support processes and practices.

Demonstrate learning by:

• Sharing knowledge and information with others

• Reviewing current processes and procedures against new information and modify as needed

1.10

Global Perspective

1.10.1

Explain diversity awareness.

Diversity and inclusion represent the ways that people interact with others from different educational backgrounds, ages, heritages, cultures, etc. The goal of diversity is to encourage the best contributions from all employees, and empower them as leaders.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

32


1.10.2

Identify strategies for maintaining a current and accurate awareness of cultural differences.

To maintain a current and accurate awareness of cultural differences:

• Inviting guest speakers to discuss and explain cultural differences

• Studying the business practices of successful multi-national businesses

• Reading a book on how to do business with other countries

• Taking a course in international business or cross-cultural studies

1.10.3Explain techniques for cross-cultural communication.

To communicate more effectively across cultures:• Listen actively• Match the customer’s communication style • Use standard language expressions (i.e., eliminate

slang) and simple sentences• Moderate the pace of the call to accommodate the

customer• Let customers know if you have any difficulty

understanding them• Pause to consider what is being said to better

understand the customer• Encourage the customer to ask for clarification

throughout the conversation• Use e-mail, faxes, or handwritten notes to ensure

understanding• Ask the customer to repeat the question• Use closed-ended questions to verify understanding• Paraphrase the customer’s question or request in your

own words to verify your understanding



© H D I 2 0 1 3 , V e r s i o n 4 . 1

33


1.10.4Identify the impacts of language barriers when communicating with customers.

A language barrier can lead to:• The analyst misunderstanding the customer’s

situation/problem• The customer misunderstanding the analyst’s

instructions• The customer or the analyst becoming frustrated• Poor customer satisfaction• Unintended insults• Miscommunication• Increased risk of escalation



© H D I 2 0 1 3 , V e r s i o n 4 . 1

34


2.0 Strategy and Policy

2.1

Support Services

2.1.1

Identify the phases in the evolution of the support center.

Phases in the evolution of support center services include:

Past:

• Entry level – low-skilled staff

• Reactive

• Paper-based systems

• Phone-based systems: voice and fax

Present:

• Proactive

• Automated incident logging and tracking systems

• Internet and web-based systems

• Electronic services: e-mail, instant messaging, and chat

• Customer relationship management (CRM)

Future:

• Expanded scope of services

• Customer and business centric

• Universal queue and universal agent

• Self-healing technologies



© H D I 2 0 1 3 , V e r s i o n 4 . 1

35


2.1.2 Describe the role of the support center.

The role of the support center is to:• Serves as the single-point-of-contact (SPOC)

for the end users and the business

• Handle all incidents and service requests

• Executes the Incident Management and Request Fulfillment processes

• Communicates with users in terms of providing information, advice, and guidance

2.1.3List the responsibilities of the support center in meeting the needs of its customers.

The support center is responsible for:

• Being cost-effective by responding to customer incidents and service requests in a timely, efficient manner

• Providing support center employees with training so they can deliver knowledgeable support while satisfying customer expectations

• Delivering consistent, quality support while following the guidelines of the organization and adhering to the terms of any relevant SLAs

• Ensuring the customer is supported in a respectful, courteous, and positive manner

• Ensuring the analyst knows and understands the conditions of any relevant service level agreements (SLAs)



© H D I 2 0 1 3 , V e r s i o n 4 . 1

36


2.1.4 Describe the characteristics of a successful support center.

Characteristics of a successful support organization include:

• Clear direction, decisive management, inspiring leadership

• Vision and mission statements aligned with organization’s strategic direction

• Documented policies, regularly reviewed and monitored

• Roles and responsibilities defined for position

• Processes in place for determining resources necessary to provide services

• Integrated service management processes in place and regularly reviewed

• Meets goals consistently

• Regular employee satisfaction measures in place

• Customer satisfaction measures include support performance

• Performance results identified

• Quality assurance program in place

• Continual improvement program in place

• Benchmarking and certification to industry standards/programs



© H D I 2 0 1 3 , V e r s i o n 4 . 1

37


2.1.5 Explain the value of the support center to the organization.

The support center provides value to the organization by:

• Improved customer service satisfaction with IT Services

• Increased accessibility through a single operational point of contact (SPOC)

• Improved teamwork and communication

• Enhanced focus and a proactive approach to service provisioning

• Reduced negative impact on the business through improved restoration times and reduction in interruptions leading to improvement in business productivity

• Improved usage of IT support resources and increased productivity of business personnel

2.2

Vision and Mission

2.2.1

Define a vision statement.

A vision statement is a view of the future state of the organization or department. It is an “ideal” picture of what the organization wants to become, as viewed by customers and employees.

2.2.2

List the characteristics of a vision statement.

Vision statements:

• Are values-based

• Should inspire pride, commitment, and a sense of belonging

• Should stretch capabilities and the self-image of the organization



© H D I 2 0 1 3 , V e r s i o n 4 . 1

38


2.2.3

Define a mission statement

A mission statement is a formal short written statement of the purpose of a company or organization. The mission statement should guide the actions of the organization, spell out its overall goal, provide a sense of direction, and guide decision-making.

2.2.4

Explain the purpose of a mission statement.

A mission statement:

• Defines the organization’s purpose and reason for being (i.e., what you are doing and why you are doing it)

• Identifies the main purpose and role of the organization, focusing everyone on a common goal

• Inspires commitment

2.2.5

Explain the mission of the support center.

The mission of the support center is to provide technical support and services to resolve incidents and fulfill service requests to enable the productivity of end users.

2.3 Business and Operations

2.3.1 Define business plan.

A business plan is a document that summarizes the operational and financial objectives of a company. A business plan includes detailed plans and budgets showing how the objectives will be reached.

2.3.2 Define strategic plan.

A strategic plan provides the framework and foundation for an operational plan. Strategic plans look out 2–3 years, and include assessments of the business environment, how the support center needs to meet the needs of the business, and the technologies needed in the future, headcount, process improvement, etc. It typically addresses the following questions:

• Where we are now?• Where do we want to be?



© H D I 2 0 1 3 , V e r s i o n 4 . 1

39


2.3.3 Define tactical plan.

A tactical plan is a short-term plan that defines how a strategic plan (or a defined part) is put into operation. A tactical plan addresses the following questions:

• How are we going to get where we need to be (resources, budget, staffing)?

• How will performance be measured?

2.3.4 Define stakeholders.

Stakeholders are defined as anyone who has a share or interest in any action taken by an organization. Stakeholders include:

• Customers• Owners of products or services• Employees• Associates• Partners• Contractors• Suppliers

2.4Promoting the Support Center

2.4.1 Identify ways to promote the image of the support center.

Promote the image of the support center by:• Delivering a consistent, quality greeting and closing• Keeping customers advised of the steps being taken to

resolve their incident or service request• Providing customers with accurate information• Delivering consistent results with professionalism• Being aware of personal conduct outside of the work

environment that could affect the organization’s image• Exhibiting professionalism and confidence• Taking ownership, even when you do not have a ready

answer



© H D I 2 0 1 3 , V e r s i o n 4 . 1

40


2.4.2 Identify examples of marketing/ promotional techniques in the support center.

Market/promote the support center using the following techniques:

• Give gifts• Support center tours• Support center newsletters• Flyers or posters• “Lunch-and-learn” or brown-bag sessions• Brochures• Intranet• Scorecard/dashboard• Slogans• Application tips• Frequently Asked Questions (FAQs)• Wall of fame• Employee recognition programs• Incident of the month award• Training programs• Links related to support• New employee announcements• Send out status reports • Visit different business units• Post positive customer feedback• Meet with customers



© H D I 2 0 1 3 , V e r s i o n 4 . 1

41


2.4.3Explain why it is important to promote the support center.

It is important to promote the support center because it:• Educates customers on the value of the support center • Communicates priorities (e.g., mission, and what IT

services are available)• Informs customers of the support center’s contributions

(value) in meeting the business goals• Sets customer expectations, which increases customer

satisfaction• Increases the visibility of the support center to key

stakeholders• Increases customer loyalty



© H D I 2 0 1 3 , V e r s i o n 4 . 1

42


3.0 People Management

3.1 Workforce Management

3.1.1 Define workforce management.

Workforce management is the process of determining resource requirements (staffing and scheduling) needed to achieve business goals.

3.1.2 Explain the difference between staffing and scheduling.

Staffing is determining the number of people needed by the organization to provide the services, as specified in the SLA.

Scheduling is determining the specific assignment of staff and resources to specific time frames to meet the SLAs.

3.1.3List the steps involved in workforce scheduling.

The steps involved in workforce scheduling include:1. Determine the technical support needs of the

customer.2. Determine the skills of the support center staff.3. Identify how incidents are handled (i.e., telephone,

e-mail, self-service, and desk visits).4. Analyze call volume using historical data.5. Determine staffing levels based on projected volume

and business requirements.6. Determine shift requirements.7. Develop a staffing schedule.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

43


3.1.4 Describe factors to consider when creating workforce schedules.

Consider the following factors when creating workforce schedules:

• Number and complexity of service offerings

• Volume of incidents and service requests

• Products supported

• Hours of operation including multiple shifts

• Commitments made in SLAs and OLAs

• Target response times

• Peak intervals

• Support center analyst skills

• Special projects, training time, sick time and other

3.2 Recruitment

3.2.1Identify competencies and skills to look for in your staff.

Competencies:• Ability to multi-task or focus as required• Good temperament (patient, empathetic)• Self-motivated• Continuous learner• Ability to team with others• Follows policies, procedures and guidelines• Maintains knowledge of the industry—technical,

businessSkills:

• Communication—listening, writing, questioning, verbal

• Organization• Interpersonal skills—the ability to relate well to others• Customer service—ability to empathize, manage

expectations• Critical or analytical thinking• Troubleshooting and problem solving• Time management



© H D I 2 0 1 3 , V e r s i o n 4 . 1

44


3.2.2 Describe the purpose of a job description.

A job description should be established for each position within the support center, specifying for each its role and responsibility. Key elements should include:

• The title, classification (exempt/non-exempt), job grade, department, and other organization criteria

• A summary description of the job position or role within the organization

• Essential and non-essential duties and responsibilities (with a percentage weight assigned to each, adding up to 100%)

• Position requirements (education and experience) - Skills needed—technical and non-technical - Knowledge requirements

• Scope of responsibility (budget and/or people)• Reporting relationships• Skill set needed for the position

3.2.3Describe key elements of the interview process.

The key elements in the interview process include:• Perform initial interview by telephone in order to

screen out unqualified candidates• Use structured and defined interviewing processes • Assess the candidate’s skills by comparing them to the

skills matrix of your team• Assess technical expertise and team compatibility• Perform solid reference checks• Describe your training program so the candidate will

know what to expect



© H D I 2 0 1 3 , V e r s i o n 4 . 1

45


3.2.4 Use appropriate interview questions.

Ask open-ended questions that encourage the candidate to go into detail regarding their experiences, skills, and education. For example:

• Give me a specific example of a time when you used good judgment and logic in solving a problem.

• Describe three things that you like about your current job.

• Tell me what you expect to be doing in five years.

3.2.5Identify topics to avoid in interviews.

According to the Equal Employment Opportunities Commission (EEOC), a US regulatory body, you should refrain from asking questions about:

• Age or date of birth

• Sex, race, creed, color, religion, or national origin

• Disabilities of any kind

• Date and type of military discharge

• Marital status

• If a person is a citizen (however, you can ask if he or she has the legal right to work in the United States)

3.2.6 Identify key topics to address in a new hire orientation.

Key topics to address in a new hire orientation include:• Business orientation• Corporate orientation• Support center orientation• Assignment of a mentor

3.3 Training and Career Development

3.3.1 Describe the purpose of a training plan.

A training plan details the number of days and level of training for each team member and identifies resources needed for training.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

46


3.3.2 Explain how a skills gap analysis is used to determine training needs.

A skills gap analysis is used to determine what training the analyst needs by comparing where the analyst’s current skills are in relationship to the needs of the support center.

3.3.3 Define a career development plan.

A career development plan is a guide for each team member that specifies the training and other accomplishments necessary to reach higher levels of authority and responsibility within the organization. It is designed to enable the analyst to reach his/her career goals.

3.3.4 Explain the benefits of a career development plan.

Benefits of a career development plan include:• Provides a vehicle for developing employee capabilities• Increases employee motivation, retention and job

satisfaction• Aligns and coordinates training and certification goals

with planned higher-level positions• Considers the analyst’s career goals, while at the same

time aligning them with the strategic goals of the support center

3.3.5Identify common methods for professional staff development.

Common methods for professional staff development include:

• On-the-job training• Computer-based training • Instructor-led training • Coaching• Mentoring



© H D I 2 0 1 3 , V e r s i o n 4 . 1

47


3.4 Performance Management

3.4.1 Explain a performance management process.

Performance management is the process of defining desired outcomes, setting performance standards, reporting results, and holding employees accountable for results.

3.4.2 Summarize the definition and characteristics of a performance review.

A performance review is a summary or a “scorecard” of how well an employee is performing. It is used by organizations to ensure that management and team members have regular formal discussion relating to:

• Individual performance• Work related issues• Future direction• Mutual expectations

3.4.3 Describe methods for giving effective feedback.

When providing feedback:

• Give specific and timely feedback

• Choose a time to communicate feedback when the recipient is more likely to actively listen

• Offer consistent encouragement to excel

• Discuss poor performance in private and offer praise in public

• Give feedback in small amounts and allow time for response

• Verbalize good behavior and emphasize the need to maintain performance

• Deliver negative feedback in a positive way

• Identify actions to be taken to achieve objectives on the next feedback session



© H D I 2 0 1 3 , V e r s i o n 4 . 1

48


3.4.4 Identify ways to use feedback to improve performance.

• Identify and define key performance indicators• Deliver feedback in a positive tone at all times• Schedule a regular feedback session• Praise achievements and improvements, no matter how

small• Always end feedback sessions on a positive note, never

a negative one• Set achievable targets and time frames

3.4.5 Describe the five characteristics of SMART objectives.

SMART objectives are:• Specific—precise and targeted to the elements you

want to evaluate• Measurable—based on data and information that can

be collected and analyzed• Actionable—logical, reasonable, and realistic• Relevant—capture only that which is applicable,

important, and appropriate to the individual’s and team’s performance

• Timely—information is available instantly, so that current, up-to-the-minute information can be assessed and compared with historical performance; timely objectives also have a specific deadline

3.5Teamwork

3.5.1Define team.

A team can be defined as two or more people working ogether to share ideas and accomplish common goals.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

49


3.5.2Identify the characteristics of an effective team player.

An effective team player demonstrates the following characteristics:

• Participates in the team’s activities• Displays courtesy and respect for others• Shares knowledge• Contributes and solicits ideas and opinions• Maintains a positive attitude• Is enthusiastic, flexible, and dependable• Trust others• Offers encouragement• Follows through on tasks• Actively listens

3.5.3 Identify the characteristics of successful teams.

Successful teams:• Have clear goals, objectives, and expectations

• Practice effective communication

• Are empowered to make decisions

• Share knowledge among team members

• Encourage participation in decision making

• Create, update, and follow processes to ensure quality

• Benefits from incentives and recognition

• Are well regarded within the organization

3.5.4 Explain the benefits of teamwork.

The benefits of teamwork include:• Synergy—results of combined effort will be greater

than the equal amount of individual effort• Increased motivation and job satisfaction• Increased organizational flexibility and adaptability to

change• Improved collaboration and resourcefulness through

sharing collective knowledge• Enhanced communication



© H D I 2 0 1 3 , V e r s i o n 4 . 1

50


3.5.5 Describe the characteristics of a supportive workplace environment.

A friendly and supportive workplace environment is characterized by:

• Rapport among team members• Leadership and empowerment from management• Individual and team reward and recognition• A willingness to collaborate with and assist other team

members• Responsible and trustworthy team members• Honest and trusted two-way communication between

management and employees• Clear job descriptions that map to duties and

responsibilities• Fair and consistent policies concerning performance of

duties

3.5.6 Explain why it is important to conduct employee satisfaction surveys.

Conducting employee satisfaction surveys identifies: • What is important to employees• How employees perceive the workplace• What employees would like to see changed in the

workplace• What, if any, improvements need to be implemented

3.5.7 Define the key elements of an employee satisfaction survey.

When conducting an employee satisfaction survey, ensure that the survey is conducted anonymously, and include questions that will assess satisfaction with:

• Management• The employee’s job• The employee’s team• The company or organization• Resources• Processes and procedures• Compensation and benefits• Work environment



© H D I 2 0 1 3 , V e r s i o n 4 . 1

51


3.5.8 List the actions that are taken after administering a survey.

The following actions should be taken after administering a survey:

1. Analyze survey data. Determine weaknesses and strengths; reinforce the strengths, and develop remedial action for weaknesses.

2. Develop recommendations.3. Present recommendations to management for review. 4. Agree to an action plan.5. Publish an action plan to stakeholders.6. Implement changes.7. Monitor and publish results.

3.5.9 Identify and describe the stages of team development.

The four stages of team development are:• Forming—initial stage, full of high expectations• Storming—team members need redefinition of the

team’s goals, roles and tasks• Norming—team members begin to feel more

comfortable with each other and realize they can be more efficient if they accept each other’s viewpoints

• Performing—the team learns to develop an open and trusting work environment, with a positive attitude, and everyone focused on accomplishing tasks together

3.6 Cross- Functional Teams

3.6.1 Describe cross-functional teams.

A cross-functional team is a group of individuals from various groups that have been brought together to oversee and execute a specialized project or task.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

52


3.6.2 Describe how to develop a cross-functional teams.

The steps for developing a cross-functional team include:1. Choose a representative from each department affected

by the change to participate in the project.2. Ask the managers of the relevant departments for

support and gain commitment.3. Define the roles and responsibilities of each team

member, either as formal members of the task force or as designated advisers.

4. Ensure that time is budgeted for the participating members.

5. Seek informal support by developing relationships with individuals and departments outside the formal project team.

6. Engage the company’s supplier or vendor at appropriate points in the project.

3.6.3 Identify the benefits of cross-functional teams.

Cross-functional teams provide the following benefits:• A broader view of the impact of a project on the

organization as a whole• Enhanced chances of success for projects that have

broad impact• Company-wide accountability and participation• Educate many departments about the project• Enhance interdepartmental rapport• Minimize the challenge of getting stakeholder buy-in

for the project• Synergistic decision-making

3.6.4 Identify best practices for leading a cross-functional team.

Best practices for leading cross-functional teams include:• Plan meetings to be time-efficient• Communicate effectively within the team and

externally to affected departments• Market accomplishments of the team to key

stakeholders



© H D I 2 0 1 3 , V e r s i o n 4 . 1

53


3.7 Managing Relationships

3.7.1Identify techniques for building relationships with your team and other departments.

Techniques for building relationships include:• Treat others as you would like to be treated• Honor your commitments by doing what you say you

will do• Encourage open communication

3.7.2 Define the characteristics of an effective working relationship.

An effective working relationship is characterized by:• Honoring your commitments and ensuring they are

mutually understood• Demonstrating competence• Continually striving for personal improvement• Mutual respect• Open communication with team members• Actively listening to others• Responsibly fulfilling individual tasks• Taking time to understand others’ constraints, style of

working and external commitments• Creating opportunities for casual conversation• Knowing about others’ personal achievements and

interests, not just work-based successes

3.8 Treating Employees as Individuals

3.8.1 List team lead activities that cause people to feel they are being treated as individuals.

Activities that the team lead can do to cause people to feel fairly treated include:

• Value the diversity of team members and the different contributions they make

• Recognize that different people are motivated by different things

• Recognize and consider the needs and stresses resulting from team members personal lives

• Get to know individual team members and build a relationship with each one



© H D I 2 0 1 3 , V e r s i o n 4 . 1

54


3.8.2Explain the benefits of treating employees as individuals.

The benefits of treating employees as individuals include:• Motivated, happier team• Reduction in team turnover• A more supportive environment• Improvement in quality of service

3.8.3 Explain ways to ensure accessibility.

The following are ways to ensure accessibility:• Maintain a schedule that promotes accessibility—have

an “open door policy”• Maintain professional relationship with team members • Schedule periodic one-on-one meetings with team

members to facilitate regular communication• Develop and maintain trust• Encourage constant communication

3.8.4 Define open-door policy.

An open-door policy enables team members access to management whenever necessary.

3.8.5 Explain what the benefits of an open-door policy are.

The benefits of an open-door policy include:• Accessibility of team lead at time needed• Ensures team lead is aware of day to day activity in the

support center• Ensures team lead is aware of potential issues/conflicts

in the support center

3.8.6 Explain the challenges of an open-door policy.

The challenges of an open-door policy are:• Diminished private time• Increased chance of interruption when engaged in

focused activity• Too easy to get involved in activities that are not the

responsibility of the team leader



© H D I 2 0 1 3 , V e r s i o n 4 . 1

55


3.9 Conflict and Negotiation

3.9.1 List strategies for communicating effectively in situations of conflict.

Strategies for communicating effectively and managing conflict include:

• Let the customer or team member vent• Refrain from interrupting the person• Be empathetic • Be respectful• Offer assistance• Find a resolution or identify the next step• Remain positive• Set the individual’s expectations• Use the individual’s name

3.9.2Describe the characteristics of a good negotiator.

Characteristics of a good negotiator include:

• Seeks a compromise that is acceptable to all parties

• Develops well-planned and realistic commitments from those involved

• Identifies multiple possible solutions

• Asks for examples and clarification when necessary

• Follows through on commitments

• Demonstrates active listening

• Does not get emotionally involved



© H D I 2 0 1 3 , V e r s i o n 4 . 1

56


3.9.3 Identify the signs of discord or conflict.

Warning signs of conflict may include:

• Withdrawal and/or lack of communication

• Decreased productivity

• Short-temperedness and/or irritability

• Change in tone of voice, rate of speech, or verbiage

• Change in posture or body language

• Absolutes in their language, for example using the words always, never, etc.

• Facial expressions or “Tells” (Tells are defined as specific physical reactions like breathing or heart rate and changes in your body language such as, the jaw tightening, nostrils flaring, or brows furrowing.)

3.9.4Identify mechanisms for effective conflict resolution.

To effectively resolve conflicts:• Deal with the issue immediately

• Hear all sides of the issue to get the facts and clarify any gray areas

• Change your perspective

• Identify the cause of the situation

• Keep moving toward positive action

• Seek a win/win solution

• Offer assistance

• Find a resolution or identify the next step



© H D I 2 0 1 3 , V e r s i o n 4 . 1

57


3.10 Motivation

3.10.1 Identify ways to motivate team members.

The following are ways to motivate team members:• Understand what inspires each team member• Involve team members in decision-making when it

affects the team• Provide opportunities that allow team to work on

projects in line with their interests• Identify opportunities for professional and/or personal

growth• Acknowledge their efforts by sharing positive feedback

promptly with team members• Develop clear reward and recognition programs• Involve team members in agreeing on the criteria for

reward and recognition• Set realistic career goals• Provide consistent encouragement • Provide objective performance measurement• Communicate both positive and negative feedback in a

constructive way• Provide an enjoyable work environment by setting the

example for courtesy, respect, and humor• Have regular evaluations and listen to what team

members are saying• Encourage team members to have a healthy work-life

balance

3.10.2 Define intrinsic motivation.

Intrinsic motivation is the internal desire to perform a particular task because it gives pleasure, develops a particular skill, or is morally the right thing to do.

3.10.3 Define extrinsic motivation.

Extrinsic motivation refers to external rewards that motivate people to perform that are external to the individual and unrelated to the task they are performing (i.e., money, good grades).



© H D I 2 0 1 3 , V e r s i o n 4 . 1

58


3.10.4 Identify ways to provide reward and recognition to employees.

The following are ways to provide reward and recognition to employees:

• Provide informal recognition for a job well done through a verbal thank you or handwritten note

• Provide formal letters of recognition • Celebrate successes• Market individuals successes to management• Reward for sustained, exceptional, or improved

performance

3.11

Sourcing

311.1

List sourcing models.

Sourcing models include:

• Insourcing

• Outsourcing

• Right sourcing

3.11.2

Define insourcing.

Insourcing involves using in-house personnel or an internal department to meet a need or perform a service for the organization.

3.11.3

Identify the benefits of insourcing.

Benefits of insourcing include:

• Maintain control over internal processes

• Make choices that might otherwise be restricted to contractual agreements

• Staff is familiar with organization policies, procedures, and organization-specific information

• If a chargeback model is used, money remains in the organization



© H D I 2 0 1 3 , V e r s i o n 4 . 1

59


3.11.4

Identify the challenges of insourcing.

Challenges of insourcing include:

• Scale limitations due to staffing, facilities, skills, and competencies

• Time and costs involved in marketing services may be higher

3.11.5

Define outsourcing.

Outsourcing is contracting with a third party to provide support services on the provider’s premises that an organization might otherwise provide using its own personnel.

3.11.6

Identify the benefits of outsourcing.

Benefits of outsourcing include:

• Focuses management resources on core competencies and the quality of the services provided

• Eliminates day-to-day supervision of the outsourced group

• Reduces capital expenditures and headcount; moves costs to operating expenses

• Facilitates improved staffing flexibility

• Defines and documents service levels, processes, procedures, etc.

• Improves customer service and quality

• May allow organization to reallocate current staff to focus on higher value initiatives



© H D I 2 0 1 3 , V e r s i o n 4 . 1

60


3.11.7

Identify the challenges of outsourcing.

Challenges of outsourcing include:

• The number of resources required to manage outsourcing agreements, contractual compliance, Change Management, etc.

• Requires well defined, well documented procedures that are included in the contract

• Ownership of intellectual property (IP) needs to be identified

• Less direct control for day-to-day operations

• Infrastructure efficiency may be impacted if costs are fixed

• Outsourced staff may not be viewed as part of the organization

• Loss of informal contacts/information

• Contractual procedures may inhibit flexibility previously available

• May require multiple service management and knowledge base systems

3.11.8

Define right sourcing.

Right sourcing involves identifying the proper balance of sourcing options to ensure financial and operational effectiveness. This includes:

• Contract labor

• Temporary workers

• Full-time employees



© H D I 2 0 1 3 , V e r s i o n 4 . 1

61


3.11.9

Identify the benefits of right sourcing.

Benefits of right sourcing include:

• Maintains operational control while enabling the utilization of effective external options

• Provides an optimum mix of resources (outsource, contract) that balances customer service quality with corporate return on investment (ROI)

3.11.10

Identify the challenges of right sourcing.

Challenges of right sourcing include:

• Requires managing the logistics of running a mixed environment

• Requires you to match your culture with that of the vendor’s employees

• May require you to maintain different human resources policies (e.g., vacation, sick time, etc.)

3.12 Coaching

3.12.1 Define coaching.

Coaching is the process of enabling others to build on their strengths. It is based on a cooperative relationship between a supervisor or manager and a team member.

3.12.2 Explain the benefits of coaching.

The benefits of coaching include:• Improved professionalism and morale• Consistent quality customer service • Motivation for team members to grow and excel• Reduced resistance to organizational change• Improved efficiencies and lower costs

3.12.3 Describe how to prepare to coach an analyst.

When preparing to coach an analyst:• Assess the team member’s abilities, competencies, and

commitment level• Define the goal of the coaching session• Define your coaching plan



© H D I 2 0 1 3 , V e r s i o n 4 . 1

62


3.12.4 List the steps in the coaching process.

The eight-step coaching process includes:1. Create a trusting, caring, and positive learning

environment. 2. Define and communicate the reason for the coaching

session.3. Recognize accomplishments and begin a dialogue on

ways to improve or excel.4. Encourage participation by asking open-ended

questions.5. Use the individual’s suggestions whenever possible.6. Agree on an action plan.7. Schedule a follow-up meeting within a reasonable time

frame (within 5–10 days).8. Provide detailed, ongoing feedback.

3.13 Mentoring

3.13.1 Define peer mentor.

A mentor is a more experienced person or peer that assists another person in career growth and learning.

3.13.2 Identify characteristics of an effective mentor.

Characteristics of an effective mentor include:• Demonstrates good leadership traits

- Follows through on commitments - Actively listens - Demonstrates effective communication skills

• Takes the time to learn about the employee personally - Life goals - Strengths and weaknesses - Family situation - Career timetable



© H D I 2 0 1 3 , V e r s i o n 4 . 1

63


3.13.3Describe the benefits of peer mentoring.

The benefits of peer mentoring are:• Builds a sense of community• Reduces time for new members to reach competency• Increases trust and respect among team members• Supports colleagues in their professional development

and growth• Facilitates mutual learning• Provides functional cross-training

3.14 Managing Meetings

3.14.1 Explain the purpose of meetings.

A meeting may encompass one or more of the following purposes:

• Planning• Disseminating information (briefing)• Gathering information

- Focus group - Brainstorming session

• Making decisions

3.14.2 Identify methods for conducting meetings.

Four methods for conducting methods include:• Face-to-face• Audio/telephone• Video• Electronic



© H D I 2 0 1 3 , V e r s i o n 4 . 1

64


3.14.3 Describe elements of successful meetings.

Elements of successful meetings include:• Determine the goal of the meeting• Identify the audience• Schedule meeting with adequate notice to allow

participants to prepare• Publish an agenda

- Define objectives - Identify participants, time, location - Identify any expectations of participants

• Start and stop on time• Document and publish meeting accomplishments,

open items, assigned tasks and deadlines in a timely manner

3.14.4 Define one-on-one meeting.

A one-on-one meeting is a brief meeting (usually monthly) that ensures that the team lead is talking regularly to all members on the team.

3.14.5 Explain the purpose of one-on-one meetings.

One-on-one meetings are important to:• Check for any feedback or concerns the team member

may have• Reinforce or explain changes in procedure• Inquire about an obstacle to performance• Ensure accountability on the part of each team

member

3.14.6 Explain the importance of holding regular team meetings.

Holding regular team meetings results in:• Identifying continuous service improvements• Projecting checkpoint and tracking progress and issues

to minimize risks• Maintaining focus and alignment with objectives• Distributing knowledge to enable decision making and

empowerment• Maintaining team focus and synergy



© H D I 2 0 1 3 , V e r s i o n 4 . 1

65


3.14.7 List key points to discuss at a team meeting.

Key points to discuss in a team meeting include: • New company initiatives so that team members know

that they are an integral part of the business• Reinforce the sense of belonging on the team• Report on performance of the team• Discuss and begin to resolve challenging service

requests• Share new knowledge, best practices, or techniques• Praise team members’ accomplishments• Conduct team building activities

3.14.8 Identify behaviors that promote successful meetings.

Behaviors that promote successful meetings include:• Punctuality• Commitment to participate in discussions• Willingness to take ownership of actions arising from

meetings• Participants are prepared• Follow through on commitments made during the

meeting• Begin with an agenda or objective• Summarize results and distribute minutes



© H D I 2 0 1 3 , V e r s i o n 4 . 1

66


4.0 Resources

4.1 Support Center Infrastructure

4.1.1 Recall common technologies used in the support center.

• Telephony systems• Service Management systems

− Incident and service request tracking − Problem tracking − Change tracking − Configuration/asset management system

• Knowledge Management systems

• Reporting systems

• Self-service systems

• Self-healing systems

• Alert systems

• Broadcast systems

− Monitor boards − Paging systems

• E-mail Management systems

• Electronic Communication systems

− E-mail − Web − Chat − Instant Messaging (IM)

• Remote control systems

• Social media tools



© H D I 2 0 1 3 , V e r s i o n 4 . 1

67


4.1.2 List common telephony features.

Common telephony features include:• Hold• Transfer• Conference calling• Call waiting• Caller ID• Automated attendant

- Unattended service - Night service

4.1.3 List extended telephony features.

Extended telephony features include:• Interactive Voice Response (IVR)• Validate support entitlement• Automate resolution of issues (i.e., password resets)• Voicemail• Live monitoring

- Side-by-side - Silent (unannounced)

• Recorded monitoring - Reviewed at later time - Voice and screen recording

• Hold music/message



© H D I 2 0 1 3 , V e r s i o n 4 . 1

68


4.1.4List common automatic call distributor (ACD) features.

Common ACD features include: • Call distribution

- Skills-based - First-available, longest available, etc.

• Call queuing • Advanced reporting

- Agent availability tracking - Available - Working - Unavailable - Number of calls to the support center - Average speed to answer (ASA) - Number of abandons - Hold time - Talk time - Frequency of calls

4.2 Service Management Systems

4.2.1 Identify objectives of service management systems (SMS).

Objectives of service management systems are to• Automate processes to improve quality and cost

of IT services

• Produce repeatable and consistent procedures, escalations

• Record, track and manage incidents, problems, changes separately

• Link incidents, problems and changes to configuration items

• Process reporting (metrics) from a single view across the organization

• Integrate with system monitoring tools, alert systems, etc.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

69


4.2.2 Explain the benefits of service management systems.

Service Management Systems provide the following benefits:• Improved quality and consistency as result

of automation

• Improved quality of data and single source of data for analysis

• Ability to analyze and present management information faster

• Ability to report performance compared to goals

4.2.3 Identify systems that may be integrated with service management systems.

Examples of systems that may be integrated with service management systems include:

• Customer relationship management systems (CRM)

• Knowledge management system

• Management reporting systems

• Remote control and maintenance systems

• Quality monitoring tools

• Monitoring and alerting systems

• Broadcast systems

• E-mail management systems

• Enterprise management systems



© H D I 2 0 1 3 , V e r s i o n 4 . 1

70


4.3 Customer Relationship Management (CRM) Systems

4.3.1 Describe customer relationship management (CRM) systems.

Customer relationship management (CRM) systems:• Consolidate customer relationship information across

sales, marketing, and service functions • Provide capabilities in collaboration, e-mail

management, and customer self-service• Facilitate all customer interactions with the

organization by including request or incident tracking modules

4.4 Monitoring and Alerting Systems

4.4.1 Define monitoring and alerting systems.

A monitoring system is software used to check a network system’s logs and/or performance. If pre-programmed criteria are met, the alert system sends out notifications to the administrator and others.

4.4.2 Identify common tools used to communicate with alerting systems.

Common tools that are used to communicate alerting systems include:

• E-mail• Web site alerts• Phone• Paging• Broadcast messaging

4.4.3 Recall the features of a network reporting process.

The features of a network reporting process include:• Proactive monitoring • Ability to generate metrics on reliability and capacity• Allows planning and implementation of changes as

needed



© H D I 2 0 1 3 , V e r s i o n 4 . 1

71


4.5 Computer Telephony Integration (CTI)

4.5.1Describe computer telephony integration (CTI).

Computer Telephony Integration (CTI):• Is the integration of the voice world (telephony) with

the data world (computer) • Identifies callers to the analyst (e.g., the screen pop has

the caller’s name, etc.)• Allows for viewing of customer management statistics

and reporting data across multiple platforms• Applies business rules for delivering personalized

service (i.e., routing to specific individuals or teams)• Reduces costs while improving the quality of services

4.5.2 Identify common features of CTI.

Common features of CTI include:• Screen pop • Password reset• Automated customer profile• Ability to integrate SMS with PBX/ACD• Automated dialing• Automated dispatch

4.5.3 Explain the benefits of CTI.

CTI provides the following benefits:• Call handling efficiency and accuracy• Improved customer perception of support capabilities• Integration of ACD and service management system

reporting

4.5.4 Identify some of the challenges encountered when integrating CTI with incident management systems.

Some of the challenges encountered when integrating CTI with incident management systems include:

• Integration may be complex and costly• CTI may result in longer connect (ASA) times if not

implemented properly• CTI may require customers to enter information, such

as their ID, to facilitate call routing



© H D I 2 0 1 3 , V e r s i o n 4 . 1

72


4.6Self-Service

4.6.1 Describe the objective of self-service.

Objectives of self-service include:• Enable users to resolve their incidents and service

requests without the assistance of an analyst• Provide easy access to documentation (e.g., policies,

procedures, SLAs, FAQs, etc.) to help resolve their incidents and service requests

• Provide ability to search for solutions to commonly known errors and questions

• Provide training and online technical tutorials• Update contact information• Reset passwords

4.6.2 Identify benefits of self-service technology.

Benefits of using self-service include:• Restoration of service without assistance

• Available twenty-four hours a day, seven days a week (24/7)

• Provides consistent responses to repetitive requests

• Preferred support method for some customer segments

• Lowers the cost of support

• Enables users to be independent and self-sufficient

− Allows customers to access documentation (e.g., policies, procedures, SLAs, FAQs, etc.)

− Customers can submit service requests at their convenience



© H D I 2 0 1 3 , V e r s i o n 4 . 1

73


4.6.3 Identify common examples of self-service technology.

Common examples of self-service technology include:• Web-based systems

• Online knowledge base

• Interactive Voice Response (IVR) systems

• Automated Voice Response (AVR) systems

• Online Computer-Based Training (CBT)

• Online help systems for applications

4.7Self-Healing Technology

4.7.1 Describe self-healing tools.

Self-healing tools identify when a problem has occurred and initiates remedial/corrective action by restoring a system to a functioning state.

4.7.2 Describe the functions self-healing tools can perform in a support center.

The functions that self-healing tools can perform include:• Recognizing system failures and initiate

corrective actions

• Recognizing system corruption and restore the system from backup

• Resetting applications automatically

• Executing antivirus, malware, and anti-spam applications

• Updating/correcting registry settings

• Resetting files every time a user executes an application (e.g., DLL files)



© H D I 2 0 1 3 , V e r s i o n 4 . 1

74


4.8 Self-Diagnosing Technology

4.8.1 Describe self-diagnosing tool functionalities.

Self-diagnosing tool functionalities include:• Enabling an end user to analyze the cause or nature of

a problem, along with the ability to offer solutions to resolve the problem

• Presenting potential “what to try” options when a user has an error

• Assisting in “how to” solutions (such as changing a printer driver and updating new virus software)

• Assisting the analyst by presenting diagnostic data when the customer contacts the support center

4.9 Service Delivery Methods

4.9.1 Identify the methods of delivering support center services.

Support center service methods include:• Assisted service

- Telephone - Desk-side - Electronic

» Remote control » Web requests » E-mail » Chat (instant messaging)

• Self-service - Online frequently asked questions (FAQs) - Self-healing - Knowledge articles

4.9.2 Identify problems that can occur when working in an environment that provides multiple support delivery methods.

Problems that can occur when working in an environment that provides multiple service delivery methods include:

• Varied user comfort levels• Lack of response from support center• Unreasonable cycle time• Inconsistent quality of service• Disjointed processes among channels• Lack of consistency in procedures/ownership of

incidents



© H D I 2 0 1 3 , V e r s i o n 4 . 1

75


4.9.3 List the benefits of delivering support through multiple service delivery methods.

The benefits of delivering support through multiple service delivery methods include:

• Efficient workload distribution• Improved data validation• Automation of routine tasks• Available after-hours support• Instant prioritization• Enhanced agent multitasking

4.9.4 Identify the variables that are used to determine what support delivery method(s) are most appropriate.

The variables that are used to determine what support delivery method(s) are most appropriate include:

• Impact, type, and complexity of the incident or request on the business

• Product or application being supported

• Stipulations in the SLA

• Customer’s geographical location and time zone

• Support center’s time zone and hours of operation

• Performance of remote tools

4.9.5Describe the role of onsite (desk-side) support in a support center environment.

Onsite (desk-side) support:• Involves a support professional going to a customer’s

physical location to respond to an incident or request• Is typically used when the incident or request cannot

be resolved by telephone or remote support



© H D I 2 0 1 3 , V e r s i o n 4 . 1

76


4.9.6 Describe the skill level required for the support professional delivering onsite (desk-side) support.

The skill level required for the support professional delivering onsite (desk-side) support includes:

• Medium to high level of expertise in the operating systems

• General understanding of the network configuration and traffic

• Working knowledge of servers• Good desk-side manner with customers• Expertise in the area of the customer’s incident

4.9.7 Explain the benefits of onsite support.

The benefits of onsite support include:

• One-to-one and face-to-face communication with the customer establishes better rapport

• Desktop support technician can view the environment from the customer’s perspective

• Facilitates better understanding of user situation/environment

4.9.8 List the challenges of onsite support.

The challenges of onsite support include:

• More expensive way than if resolved by support center

• Managing side issues may be brought up that are not related to visit by the end user or other end users in the area

• Lack of accountability if tickets are not logged for side issues



© H D I 2 0 1 3 , V e r s i o n 4 . 1

77


4.9.9Describe electronic support delivery methods.

Electronic support delivery methods includes:• Remote control

- Allows an analyst to take control of a customer’s workstation from a remote location

- Used for troubleshooting, training, and updating/patching to restore service

• Self-healing Tools — provide service restoration without human intervention.

• E-mail - Allows customers to submit incidents, requests for

service, and requests for changes (RFCs) at a time most convenient for them

- Interaction with support representative is not necessary

- Immediate response is not needed• Short Messaging Service (SMS) — or text

messaging, allows for quick communication in small bites of information.

• Multimedia Messaging Service (MMS) — enables the exchange of pictures between end users and the support professional.

• Instant Messaging (IM) and Chat —Enables interactive communication between customers and the support staff. It also allows the support staff to quickly access in-house experts for assistance to eliminate/reduce further escalations.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

78


5.0 Process and Procedure

5.1Definitions

5.1.1 Explain the difference between policies and procedures.

Policies define what is or is not permitted within an organization. A policy establishes expectations and limitations related to behavior.

Procedures are written and measurable step-by-step operational guides to execute the organization’s policies.

5.1.2 Explain the importance of documenting processes and procedures.

Documenting processes and procedures is important to:• Ensure consistent service• Create a resourceful atmosphere• Build confidence for professional call handling• Encourage adherence to policies and procedures• Facilitate change

5.2

Best Practices

5.2.1

Explain the concept best practice.

Best Practice is a technique, method, or process which is regarded as more effective at delivering a particular outcome than any other technique, method, or process; based on repeatable procedures that have proven themselves over time for large numbers of people.

5.2.2

Explain the purpose of best practices in a service management environment.

The purpose of a best practice in the service management environment is to achieve better business results by utilizing proven industry practices.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

79


5.2.3

Identify support industry best practices and frameworks.

Best practices commonly used in the IT service and support industry include:

• IT Governance Frameworks

− Control Objectives for IT (COBIT) − International Organization for Standardization/

International Electrotechnical Commission 38500 (ISO/IEC 38500)

• IT Service Management (ITSM) Frameworks

− International Organization for Standardization/ International Electrotechnical Commission 20000 (ISO/IEC 20000)

− Information Technology Infrastructure Library (ITIL)

− Microsoft Operations Framework (MOF) − Hewlett Packard IT Service Management (HP

ITSM) − Capability Maturity Model Integration for Services

(CMMI-SVC)



© H D I 2 0 1 3 , V e r s i o n 4 . 1

80


5.2.3

Continued...

• Knowledge Management

− Knowledge Centered Support (KCS)

• Continual Improvement

− HDI Support Center Standard − Six Sigma − Total Quality Management (TQM) − Kaizen − Deming Cycle − LEAN

• Security Management

− PCI Security Standards − Health Insurance Portability and Accountability Act

(HIPPA) − International Standards Organization/ International

Electrotechnical Commission 27000 (ISO/IEC 27000)

5.2.4

Identify the benefits of adopting a best practice framework.

Adoption of a best practice framework demonstrates a commitment to quality and may result in improved employee morale.

5.3

Information Technology Service Management (ITSM)

5.3.1

Define Information Technology Service Management (ITSM).

A set of specialized organizational capabilities for providing value to customers in the form of services.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

81


5.3.2

Explain the objectives of ITSM.

The objectives of ITSM include:

• Aligning IT services with business goals

• Providing a process-driven approach to delivering services

• Developing a framework of coordinated processes and functions that deliver quality IT services

• Delivering value to customers and the business in the form of services

5.3.3

Explain the value of ITSM best practices.

ITSM best practices provide value by:

• Allowing the support center team lead to understand how other organizations achieve better results

• Identifying improvements easier

5.3.4

List ITSM best practices, standards and methodologies that a support center team lead should be aware of.

ITSM best practices, standards, and methodologies that a support center team lead should be aware of are:

• Information Technology Infrastructure Library (ITIL)

• ISO/IEC 20000 – Service Management

• ISO/IEC 27000 – International Security

• Deming Cycle

• Six Sigma

• Prince2 and PMP –Project Management

• HDI Support Center Standard

• Knowledge Centered Support (KCS)



© H D I 2 0 1 3 , V e r s i o n 4 . 1

82


5.3.5

Describe the Information Technology Infrastructure Library (ITIL) service lifecycle concept.

ITIL is one framework to achieve ITSM. It is based on a life-cycle approach and consists of five phases:

• Service Strategy – provides policy and guidance

• Service Design –designs new and changed services to meet business needs

• Service Transition – builds, tests, and prepares services for transition to live operation

• Service Operation – delivers and supports services in operation

• Continual Service Improvement – measures effectiveness and efficiency, and suggests opportunities to improve

5.3.6 Define service desk.

The service desk is a functional unit with specialized resources and capabilities. In many organizations, the service desk refers to the support center.

5.3.7

List the ITSM processes that the support center plays a key role in.

The support center plays a key role in:

• Incident Management

• Request Fulfillment

• Access Management



© H D I 2 0 1 3 , V e r s i o n 4 . 1

83


5.3.8

List other ITSM processes the support center may have some responsibilities in.

The support center may have some responsibilities in the following processes:

• Event Management

• Problem Management

• Change Management

• Service Asset and Configuration Management

• Release and Deployment Management

• Service Level Management

• Service Catalog Management

• Availability Management

• Capacity Management

• IT Service Continuity Management

5.3.9

Describe the responsibilities of the support center team lead with respect to ITSM best practices.

The responsibilities of the support center team lead with respect to ITSM best practices are to:

• Understand what ITSM best practices are

• Understand which best practices are being used or have been adopted by their organization



© H D I 2 0 1 3 , V e r s i o n 4 . 1

84


5.4

The Support Center

5.4.1

Describe the role of the support center in the organization.

The support center is a functional unit with specialized resources and capabilities. The support center:

• Serves as the single-point-of-contact (SPOC) for the end users and the business

• Handle all incidents and service requests

• Executes the Incident Management and Request Fulfillment processes

• Communicates with users in terms of providing information, advice, and guidance

5.4.2

Explain the value of the support center to the organization.

The value of the support center to the organization is realized in:

• Improved customer service satisfaction

• Increased accessibility through a single operational point of contact

• Improved teamwork and communication

• Reduced negative impact on the business through Incident Management, Request Fulfillment, and Access Management processes

• Improved usage of IT support resources and increased productivity of business personnel



© H D I 2 0 1 3 , V e r s i o n 4 . 1

85


5.4.3

Describe the responsibilities of the support center team lead in the support organization.

Responsibilities of the support center team lead in the support organization include:

• Ensuring staffing levels are maintained throughout operational hours

• Serving as an escalation point for incidents or service requests

• Monitoring the achievement of target service levels, generating management reports, and noting any ‘gaps’ in performance

• Leading the support center team to achieve performance targets

• Mentoring and supporting analysts to ensure that the support center meets its goals

• Representing the support center at inter-departmental meetings

• Identifying training needs for the support center analysts

• Coaching and directing team members

5.5

Incident Management

5.5.1

Explain the Incident Management process.

The primary goal of the Incident Management process is to restore normal service operation as quickly as possible and thus minimize the impact on business operations, thus ensuring that the best possible levels of service quality and availability are maintained. ‘Normal service operation’ is defined here as service operation within service level agreement (SLA) limits.

5.5.2

Define incident.

An incident is an unplanned interruption to an IT service, or a reduction in the quality of an IT service. A failure of a configuration item (CI) which may cause an interruption or reduction in the quality of service.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

86


5.5.3

Describe the purpose of an Incident Management process.

The purpose of Incident Management is to provide a consistent way to handle all incidents, which is anything that disrupts, or could disrupt, a service. This includes:

• Incidents reported by users through the support center

• Incidents reported by internal technical staff

• Failures of configuration items that have not yet impacted a service

5.5.4List and explain the activities of the Incident Management process.

Activities of the Incident Management process include:

• IncidentIdentification – incident is reported• IncidentLogging – incident is logged and time/date

stamped• IncidentCategorization – incident is classified by

type• IncidentPrioritization – priority is assigned based on

impact and urgency• InitialDiagnosis – search for match or workaround

to attempt quick resolution and service restoration• Escalation – a transfer and/or notification to another

team, individual, or management• InvestigationandDiagnosis – activities undertaken

identify a solution and/or workaround• ResolutionandRecovery – solution is applied and

service is restored• Closing – support center verifies with the user that

the incident is resolved and the incident is documented correctly



© H D I 2 0 1 3 , V e r s i o n 4 . 1

87


5.5.5

Describe the responsibilities of the support center team lead in the Incident Management process.

The responsibilities of the support center team lead in the Incident Management process are to:

• Liaison with other groups as necessary to coordinate the resolution of incidents

• Day to day supervision of and ensuring that the Incident Management process is adhered to

5.5.6

Explain the value of the Incident Management process.

The Incident Management process provides value in the form of:

• Minimizes impact to the business for any failures of the infrastructure

• Minimizes downtime for users

• Identification of training requirements for end users and support center staff

5.5.7

Identify the common metrics a support center team lead needs to know for Incident Management.

Common metrics a support center team lead needs to know for Incident Management include:

• Number of incidents handled

• Response time

• First Contact Resolution (FCR)

• Customer satisfaction

5.6

Request Fulfillment

5.6.1

Explain the purpose of the Request Fulfillment process.

The Request Fulfillment process is designed to handle the type of work that isn’t an incident, (e.g., standard changes from users, installations, moves, adds, changes, how-to-questions).



© H D I 2 0 1 3 , V e r s i o n 4 . 1

88


5.6.2

Define service request.

A service request is a request from a user for information, advice, a standard change, or access to an IT service.

5.6.3

List and explain the activities of the Request Fulfillment process.

Request Fulfillment is very similar to the Incident Management process, though Requests are conceptually planned/scheduled, whereas incidents are typically unplanned. Activities of the request fulfillment process include:

• Logging requests• Determining if any other approvals are necessary, if so,

forwarding for approval• Following appropriate procedures for request (assumes

each type of request is defined)

5.6.4

Describe the responsibilities of the support center team lead in the Request Fulfillment process.

The responsibility of the support center team lead in the Request Fulfillment process is to ensure procedures are followed and identify areas for improvement.

5.6.5

Explain the value of the Request Fulfillment process.

The Request Fulfillment process provides value in the form of:

• Increased productivity of the service desk fulfilling service requests

• Reduced time to complete service requests

• Reduced cost



© H D I 2 0 1 3 , V e r s i o n 4 . 1

89


5.6.7

Identify the common metrics the support center team lead needs to know about Request Fulfillment.

Common metrics a support center team lead needs to know for Request Fulfillment include:

• Total number of service requests

• Backlog of service requests

• Resolution time for each type of service request

• Number and percentage of service requests completed within goal

• Customer satisfaction

5.7

Event Management

5.7.1

Explain the purpose of the Event Management process.

The Event Management process is responsible for detecting events and determining appropriate actions. It is dependent on knowing the status of the infrastructure and detecting any deviation from normal or expected operation. This is provided by good monitoring and control systems.

5.7.2

Define event.

An event is a change in state which has significance for a configuration item (CI) or IT service.

5.7.3

Describe the responsibilities of the support center team lead in the Event Management process.

The responsibilities of the support center team lead in the Event Management process are to ensure procedures are followed and recommend changes for process improvements.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

90


5.8Escalation

5.8.1 Describe escalation.

Two types of escalation are possible in a support center:• Functional escalation—moving an incident or service

request laterally to a specialist more appropriate to the incident

• Hierarchical escalation—moving an incident or service request upwards to a higher authority

5.8.2 Identify reasons for escalation.

Escalating an incident or service request is appropriate when:

• The support center has exhausted resources. - The support center has exhausted skills, expertise,

and available resources, and additional technical expertise is required

- Desk-side support is required• The impact of the incident upon the customer’s

business is high/critical. - No existing workaround is available - The incident or service request has a critical impact

on the business• The customer is abusive or demands it.• The SLA dictates an escalation.

- An incident or service request is approaching breach of a service level commitment or exceeds that commitment



© H D I 2 0 1 3 , V e r s i o n 4 . 1

91


5.9

Problem Management

5.9.1

Explain the purpose of the Problem Management process.

The Problem Management process is responsible for managing the lifecycle of all problems. The purpose of the Problem Management process is to:

• Prevent problems and resulting service disruptions from occurring

• Improve service availability by eliminating recurring incidents

• Minimize the impact of incidents that cannot be prevented

• Ensure that the information about problems and workarounds is maintained

• Ensure that the problem resolution is implemented through the appropriate Change and Release processes

5.9.2

Define problem.

A problem is an unknown cause of one or more incidents.

5.9.3

Define known error.

A known error is a problem that has a documented root cause and a workaround.

5.9.4

Describe the responsibility of the support center team lead in the Problem Management process.

The responsibility of the support center team lead in the Problem Management process is to ensure there is correct documentation of incident records.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

92


5.9.5

Explain the value of a Problem Management process.

The Problem Management process provides value in the form of:

• Increased business/customer productivity and improves resolution times by providing information about workarounds and Known Errors to Incident Management

• Reduced repetitive incidents and increased availability of IT services to customers

5.9.6

Identify the common metrics the support center team lead needs to know about Problem Management.

Common metrics a support center team lead needs to know for Problem Management include:

• Number of known errors added to the Known Error Data base

• Incidents linked (or not linked) to problems from the support center

5.10

Change Management

5.10.1

Explain the purpose of the Change Management process.

The purpose of the Change Management process is to respond to business requests (changes) in a timely and cost-effective manner.

Change Management needs to ensure that all changes are recorded, assessed, prioritized, planned, tested, implemented and documented in a controlled manner.

5.10.2

Define change.

A change is the addition, modification or removal of an authorized, planned or supporting service component and its related documentation.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

93


5.10.3

Describe the responsibilities of the support center team lead in a Change Management process.

The responsibilities of the support center team lead in the Change Management process are to:

• Ensure that standard changes are implemented following the change models

• Communicate Forward Schedule Changes (FSC) to SC staff

5.10.4

Explain the value of a Change Management process.

The Change Management process provides value in the form of:

• Support Center staff understands why changes have been authorized and how they impact the business and the service provider

• Timely implementation of changes related to business deadlines

• Fewer failed changes, thereby reducing the number and duration of service interruptions

5.10.5

Identify the common metrics the support center team lead needs to know about Change Management.

Common metrics a support center team lead needs to know for Change Management include:

• Number of post change incidents

• Number of post change requests



© H D I 2 0 1 3 , V e r s i o n 4 . 1

94


5.11

Service Asset and Configuration Management

5.11.1

Explain the purpose of the Service Asset and Configuration Management process.

The Service Asset and Configuration Management process is responsible for protecting and ensuring the integrity of assets and configurations within the organization. The primary objectives of Service Asset and Configuration Management are to:

• Provide a logical model of the IT infrastructure

• Control and maintain accurate information

• Provide valuable information for decision making to other ITSM process areas

5.11.2

Describe the responsibilities of the support center team lead in a Service Asset and Configuration Management process.

The responsibilities of the support center team lead in a Service Asset and Configuration Management process include:

• Reporting variations or discrepancies accordingly as per policy

• Ensuring that analysts utilize the SACM data to improve the documentation and resolution time for incident management

5.11.3

Explain the value of a Service Asset and Configuration Management process.

The Service Asset and Configuration Management process provides value in the form of:

• Information and knowledge to make better, more informed decisions faster

• Facilitating diagnosis, isolation and troubleshooting; resulting in improved restoration time for incidents, requests and problems reducing the business impact



© H D I 2 0 1 3 , V e r s i o n 4 . 1

95


5.11.4

Identify the common metrics the support center team lead needs to know about Service Asset and Configuration Management.

Common metrics a support center team lead needs to know for Service Asset and Configuration Management include:

• Number of variations found by the support center when utilizing the service asset and configuration management information

• Number of incidents per configuration item

5.12

Release and Deployment Management

5.12.1

Explain the purpose of the Release and Deployment Management process.

The Release and Deployment Management process is responsible for protecting the integrity of IT services and the IT infrastructure by ensuring the “right components” are released into the right environment at the right time. The primary objectives of Release and Deployment Management are to:

• Ensure technical and non-technical aspects of a release are considered

• Ensure there is minimal impact to the business from releases

5.12.2

Describe the responsibilities of the support center team lead in a Release and Deployment Management process.

The responsibilities of the support center team lead in a Release and Deployment Management process are to:

• Participate on teams for new releases

• Ensure any impacts from releases to the customer or support center are clearly identified



© H D I 2 0 1 3 , V e r s i o n 4 . 1

96


5.12.3

Explain the value of a Release and Deployment Management process.

Release and Deployment Management ensures there is minimal unpredicted impact to the business from releases that are made into the live environment.

5.12.4

Identify the common metrics the support center team lead needs to know about Release and Deployment Management.

Common metrics a support center team lead needs to know for Release and Deployment Management include:

• Number of post release incidents relating to releases

• Number of post release requests relating to releases

5.13

Service Level Management

5.13.1

Explain the purpose of the Service Level Management (SLM) process.

The Service Level Management process is responsible for defining, documenting, agreeing, monitoring, measuring, reporting and reviewing the level of IT services provided. The purpose of the Service Level Management (SLM) process is to:

• Work collaboratively with the business, in defining performance targets and managing customer expectations

• Ensure that specific and measurable targets are developed for all IT services

• Monitor and improve customer satisfaction

• Improve the relationship and level of communication with the business and customers

• Identify and initiate improvement initiatives



© H D I 2 0 1 3 , V e r s i o n 4 . 1

97


5.13.2

Describe the responsibilities of a support center team lead in the Service Level Management process.

The responsibilities of the support center team lead in the Service Level Management process are to:

• Ensure that the support center services are meeting the defined parameters of the service level agreements

• Ensure that the support center team understands the service performance targets

• Identify where services can be improved or may not be meeting business needs

5.13.3

Explain the value of the Service Level Management process.

The Service Level Management process provides value in the form of:

• Improved communication via a collaborative customer-centric focus

• A liaison between the IT service provider and the business

• Managed customer expectations that the are realistic and achievable

• Support priorities that are matched to business needs

• Identified areas for improvement

5.13.4

Identify the common metrics a support center team lead needs to know about Service Level Management.

Common metrics a support center team lead needs to know about Service Level Management include:

• Service targets achieved

• Service targets breached

• Business impact of service targets breached



© H D I 2 0 1 3 , V e r s i o n 4 . 1

98


5.13.5

Explain the purpose of a service level agreement (SLA).

The purpose of a service level agreement (SLA) is to:

• Ensure that the level of service provided meets business needs

• Set and manage customer expectations for the level of services provided

• Ensure that all the internal organizations and third parties (suppliers) that provide the services understand the level of service required by the business via operational level agreements (OLA) and underpinning contracts (UC).

5.13.6

Describe the basic components of a service level agreement (SLA).

The basic components of a service level agreement (SLA) include:

• Stakeholder information

• Contact information

• Hours of service/applicability

• Service description and scope

• Availability and capacity targets

• Priority matrix

• Response and restore targets

• Identification of change windows

• Metrics and review information

• Escalation paths and procedures

• Penalties and/or chargeback information

• Costs of services

• Signatures and review dates



© H D I 2 0 1 3 , V e r s i o n 4 . 1

99


5.13.7

Explain the purpose of an operational level agreement (OLA).

The purpose of an operational level agreement (OLA) is to:

• Document the agreements between the IT service provider and other parts of the organization which supports the delivery of services to the business

• Define roles, responsibilities, and expectations between internal groups to ensure alignment to the SLA

5.13.8 Identify considerations for setting priority levels.

Priority levels are normally based on:• Impact

- The extent of deviation from the normal service level, in terms of: » Number of users affected » Business processes impacted

- On the business or revenue - On stipulations in the SLA

• Urgency - The acceptable delay to the user or business process

in resolving the incident

5.13.9

Explain the purpose of an underpinning contract (UC).

An underpinning contract defines the roles, responsibilities, and expectations between those third parties (suppliers) and the service provider to ensure alignment to the SLA.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

100


5.14

Service Catalog Management

5.14.1

Explain the purpose of a service catalog.

The service catalog is the repository that contains information about the IT deliverables, prices, contact points, ordering and request processes. It is database or structured document with information about all live IT services.

Customers use the service catalog to understand what IT services are available, the costs of service, and how to procure the services. The service catalog supports the “sale and delivery” of IT services.

5.14.2

Describe the basic components of a service catalog.

The basic components of a service catalog include:

• Description of catalog and scope

• Vision and mission statements

• Description of services

• Value of services

• Description of what business process the service supports/enables

• How to order and receive the service

• Contact information

• Prices of service

5.14.3

Explain the value of a service catalog.

The service catalog defines the scope of what is supported within the organization. The service catalog:

• Supports the sale and delivery of services

• Helps set expectations

• Markets and promotes the value of the support organization to the business



© H D I 2 0 1 3 , V e r s i o n 4 . 1

101


5.15

Availability Management

5.15.1

Explain the purpose of the Availability Management process.

The purpose of the Availability Management process is to ensure that availability achievements meet/exceed agreed targets.

5.16

Capacity Management

5.16.1

Explain the purpose of the Capacity Management process.

The purpose of the Capacity Management process is to ensure that capacity achievements meet/exceed agreed targets

5.17

IT Service Continuity Management

5.17.1

Explain the purpose of the IT Service Continuity Management (ITSCM) process.

The purpose of the IT Service Continuity Management (ITSCM) process is to ensure continuity of critical IT services in the event of a prolonged period of service interruption. ITSCM:

• Evaluates the risk of failures, and the impact to the business of services being unavailable

• Formulates continuity plans based on these risks

• Is integrated with business continuity management



© H D I 2 0 1 3 , V e r s i o n 4 . 1

102


5.17.2

Describe the responsibilities of the support team lead in the ITSCM process.

The responsibilities of the support center team lead in the ITSCM process are to:

• Ensure continuity plans for the service and support exist based on the business continuity management (BCM)/ITSCM policy

• Maintain assets required to support the ITSCM plan

• Work with BCM/ITSCM in defining and executing regular testing of the continuity plans

5.17.3

Explain the value of ITSCM.

IT Service Continuity Management (ITSCM) provides value by:

• Ensuring the business can still function in the event of a disaster

• Improving Risk Assessment and Risk Management

• Ensuring that recovery plans are in alignment with business needs and requirements

5.18

Access Management

5.18.1

Explain the Access Management process.

Access Management is the process of granting authorized users the right to use an IT service, data or other assets while preventing access to non-authorized users.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

103


5.18.2

Describe the responsibility of the support center team lead in the Access Management process.

The responsibilities of the support center team lead in the Access Management process are to ensure that the support center analysts complies with Access Management policies and procedures.

5.18.3

Explain the value of the Access Management process.

The Access Management process provides value in the form of:

• Increased confidentiality, integrity and availability of information through policies defined by Security Management

• An effective mechanism for audit purposes

5.19

Security Management

5.19.1

Explain the purpose of the Security Management process.

The purpose of the Security Management process is to:

• Protect the information assets against threats

• Assess and mitigate security risks

• Ensure confidentiality, integrity and availability of the information assets

5.19.2

Describe the responsibilities of the support center team lead in the Security Management process.

The responsibilities of the support center team lead in the Security Management process are to:

• Identify security risks

• Report security breaches

• Ensure that support center analysts are aware of and adhere to security procedures



© H D I 2 0 1 3 , V e r s i o n 4 . 1

104


5.19.3

Explain the value of having security policies.

Having security policies in place provides value in the form of:

• Compliance with legal requirements

• Security addressed with 3rd parties (suppliers)

• Employees awareness of their responsibilities regarding security

• Security designed into services, processes and procedures

5.19.4 Identify types of security policies.

Types of security policies include:• Unique login name and password parameters• Password reset requirements• Reducing the visibility of credit card information• Blocking access to personal information• Identification badge requirements

5.19.5 List types of data that should be protected.

Types of data that should be protected include:• Customer names and IDs• National ID numbers• Individual or corporate financial information• Personal information• Credit card numbers

5.19.6Explain the importance of reporting security compromises.

Reporting security compromises:• Protects the company and the customer• Identifies the offender and prevents the security breach

from occurring again• Limits the damage that is caused• Alerts customers to possible security threats• Helps in the resolution of security incidents• Enables effective security policies and procedures



© H D I 2 0 1 3 , V e r s i o n 4 . 1

105


5.19.7 Explain the importance of confidentiality.

Confidentiality:• Protects the customer and company from theft and/or

abuse of information• Protects the customer from embarrassment• Ensures legal compliance

5.19.8Explain the importance of legal compliance.

Legal compliance:• Protects identity information• Protects the organization’s assets• Protects the organization from legal liability• Includes notifying management about issues that may

involve questionable legality, so that management is able to take appropriate steps to comply with the law and to protect the organization and its customers

5.19.9

Explain the common metrics the support team lead needs to know about Security Management.

The common metrics the support center team lead needs to know about Security Management include:

• Number of security incidents

• Security compliance (audit results)

5.20

Knowledge Management

5.20.1

Explain the purpose of knowledge management in a support environment.

Knowledge Management is designed to improve the efficiency and effectiveness of other service management processes through the capture, structure, reuse, and improvement of knowledge articles.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

106


5.20.2 Define Knowledge-Centered Support (KCS).

Knowledge-Centered Support (KCS) is:

• A principles-based methodology that seeks to capture, structure, reuse, and improve knowledge in the support delivery process

• Knowledge management best practices based on process and not technology

5.20.3

Define knowledge article.

A knowledge article is a findable, reusable, and structured object that contains the customer’s experience, the analyst findings, and the metadata about the article.

5.20.4

List the common reasons that support centers should implement KCS.

Support centers should implement KCS to:

• Improve First Contact Resolution (FCR)

• Provide just-in-time training

• Reduced time to proficiency

• Provide consistent answers to the same repeat questions

• Provide answers to reoccurring complex issues

• Respond to and resolve issues faster



© H D I 2 0 1 3 , V e r s i o n 4 . 1

107


5.20.5 Describe the responsibilities of the support center team lead in knowledge management.

The responsibilities of the support center team lead in knowledge management are to:

• Understand the knowledge management strategy and purpose of knowledge management

• Lead by example while encouraging others to follow the processes - Use the knowledge base before seeking to solve an

incident - Fix knowledge that is incorrect or incomplete

if authorized - Flag knowledge that is incorrect or incomplete if

not authorized to fix it - Add knowledge whenever an incident is resolved

where knowledge did not exist• Coach the support staff to follow the processes and to

improve their skills



© H D I 2 0 1 3 , V e r s i o n 4 . 1

108


5.20.6

List the common metrics the support center team lead needs to know about knowledge management.

Common metrics a support center team lead needs to know about knowledge management include:

• First Contact Resolution (FCR) – should increase as the process matures within assisted service, and decrease as self-service and improved problem management are implemented

• Mean Time To Resolution (MTTR) – should decrease as the process matures within assisted service, and increase as self-service and improved problem management are implemented

• Participation Rate – should increase as the process adoption matures

• Time to Proficiency – should decrease for new analysts and technicians

• Competency Development – should increase as the process adoption matures

• Number of Citations – should increase as the process adoption matures

• Knowledge Quality Index – should increase as the process adoption matures

5.21

Continual Service Improvement

5.21.1

Explain the purpose of the Continual Service Improvement (CSI) process.

The purpose of the Continual Service Improvement (CSI) process is to ensure that the services, processes, and lifecycle phases of the service provider continue to meet the needs of the business.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

109


5.21.2

Explain the responsibilities of the support center team lead in a CSI process.

The responsibilities of the support center team lead in a CSI process are to:

• Ensure that the CSI process is followed/executed resulting in improved business results for the organization

• Ensure that the support center analysts understand their role in the CSI process

5.21.3

Explain the value of a CSI process.

A CSI process provides value in the form of:

• Ongoing assessment of how well the services and processes meet the business needs

• Identify adjustments to ensure that the services and process continue to meet the business needs

5.22

Quality Assurance

5.22.1

Identify the purpose of Quality Assurance (QA) programs.

The purpose of Quality Assurance (QA) programs are to:

• Ensure that the quality of service delivered meets the business requirement as identified in the SLA

• Improve the level and quality of services delivered to improve the business impact.

• Recognize and reward teams and individuals

• Develop coaching plans for all individuals and teams



© H D I 2 0 1 3 , V e r s i o n 4 . 1

110


5.22.2

Identify common quality assurance practices used in the support center.

Common quality assurance practices used in the support center include:

• Quality Monitoring

- Incident/Request monitoring

- Desktop support monitoring

- Knowledge monitoring

- E-mail/Cat monitoring

• Customer Satisfaction

• Employee Satisfaction

• Maturity Assessments

5.22.3

Explain the value of monitoring programs.

Quality monitoring is an important activity in the support center because it is the only way to understand the entire customer interaction. Quality monitoring:

• Identifies areas of improvement within support center processes

• Identifies areas of improvement for individuals

• Provides an understand regarding the quality of service delivered

5.22.4

Identify mechanisms for incident monitoring.

Mechanisms for incident monitoring include:

• Reviewing incident documentation for completeness and accuracy

• Conducting a review with the support analyst after the incident is closed

• Conducting follow-up calls or customer satisfaction surveys



© H D I 2 0 1 3 , V e r s i o n 4 . 1

111


5.22.5

List the benefits of incident monitoring.

The benefits of incident monitoring include:

• Validating the information provided to the customer

• Providing feedback about support analyst’s job performance

• Ensuring that the incident documentation process was followed

• Verifying consistency in incident management

• Providing an opportunity to identify improvements earlier

• Enabling the support center to improve the quality of IT services

• Identifying areas where support analysts need training

• Identifying areas where processes are not meeting expectations or are not being followed

• Enabling the support center to be proactive rather than reactive

5.22.6

Explain the purpose of maturity assessments.

Maturity assessments determine the level of capability for an organization to identify strengths, weaknesses, and areas for improvement.

5.22.7

Explain the purpose of benchmarking in the support center.

A benchmark is a set of performance measurements that represents the practices and results of an industry group or segment. The purpose of benchmarking is to compare support processes to other organization’s processes for the purpose of improving service quality and total cost of ownership.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

112


5.22.8

Explain the value of benchmarking.

Benchmarking provides value by:

• Identifying an organization’s potential strengths and weaknesses using gap analysis

• Providing support for forecasted improvements

• Providing realistic targets for performance improvement

5.22.9

Explain the purpose of a baseline.

A baseline is the set of performance measurements taken prior to an improvement project or to a planned change and used to measure the change from a point in time.

5.22.10

Explain the value of a baseline.

A baseline provides:

• A standard against which project success can be evaluated

• A set of measures that can be compared to a benchmark as part of a gap analysis

5.22.11

Identify common metrics the support center team lead needs to know about continual service improvement (CSI).

Common metrics the support center team lead needs to know about continual service improvement include:

• The number of support changes made based on the continual service improvement process

• Business impact of changes made via continual service improvement process



© H D I 2 0 1 3 , V e r s i o n 4 . 1

113


5.23

Customer Satisfaction

5.23.1

Explain the purpose of customer satisfaction surveys.

Customer satisfaction surveys allow the support center to:

• Determine the customers’ perception of the support center’s products and services

• Determine whether the support center’s products and services are meeting customers’ expectations

• Identify what the customers feel is important

• Identify areas for improvement

• Benchmark and trend customer satisfaction

• Assist in developing new products and services based on customers’ needs

5.23.2

List the common types of surveys used by the support center.

The three most common types of surveys used by the support center are:

• Ongoing

• Annual or periodic

• One-time or event-based

5.23.3

Describe ongoing surveys.

Ongoing incident surveys are:

• Completed as soon as possible after an incident is closed

• Typically short (i.e., five to eight questions) and can be completed quickly

• Used to measure the quality of service for a single incident or service request

• Used to trend customer satisfaction with quality of support between annual surveys



© H D I 2 0 1 3 , V e r s i o n 4 . 1

114


5.23.4

Describe annual or periodic surveys.

Annual or periodic surveys are:

• Planned and scheduled on periodic basis (normally annually)

• Used to evaluate overall satisfaction levels with support products, service offerings, and personnel

• Used to identify changes to products, services, and processes that customers feel would improve their relationship with support and better meet their needs

• Based on the customer’s perception of the organization over the last year or period

5.23.5

Describe one-time or event surveys.

One-time surveys are:

• Not completed during regularly scheduled intervals

• Scheduled for a specific reason (i.e. a software rollout)

• Appropriate for evaluating satisfaction levels with current products and service offerings or for identifying changes that customers feel are important



© H D I 2 0 1 3 , V e r s i o n 4 . 1

115


5.24Customer Management Skills for Support Analysts

5.24.1 List best practices for customer management during the Incident Management process.

Best practices for customer management during the Incident Management process include:

• Prepare for the call - Take a deep breath - Stop working on other tasks and focus - Get ready to take notes - Prepare your tone of voice

• Greet the customer - Provide a salutation - Identify your organization - Identify yourself - Verify the customer’s name and entitlement by

asking a closed-ended question - Ask an open-ended question to begin the problem-

solving process• Resolve the incident

- Assist the customer by resolving the incident, redirecting the call, or escalating

• Close the call - Summarize the call - Ask the customer if there is anything else you can

do - Thank the customer - Allow the customer to hang up first - Provide documentation to the customer and ensure

the information in the service management system is correct



© H D I 2 0 1 3 , V e r s i o n 4 . 1

116


5.24.2 Explain the benefits of using the customer’s name during the call.

Using the customer’s name during the call:• Sets the tone for the call• Builds rapport between the analyst and the customer• Contributes to a positive first impression of the analyst

and the support center• Serves as a subtle reminder to the caller that you

know who he/she is and enables him or her to focus in emotional situations

5.24.3List the steps for putting a customer on hold.

When putting a customer on hold:1. Ask the customer for permission.

2. Provide a valid reason why.

3. Give the customer a reasonable time frame to expect someone to return to the call.

4. Wait for a response—remember that the customer’s perception of hold time is much greater than the actual hold time.

5. Thank the customer for holding when you return to the call.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

117


5.24.4List the steps for transferring a call.

When transferring a call, use a “warm transfer” as follows:1. Let the customer know the reason for the transfer and

get the customer’s agreement.

2. Ensure that the customer has your name and number in the event the call does not transfer successfully.

3. Place the customer on hold while calling the receiving party.

4. Explain the circumstances of the call and transfer all relevant information so that the customer will not have to repeat him/herself.

5. Verify that the receiving party is able to assist.

6. Connect the customer to the receiving party in a three-way call and introduce the customer.

5.24.5List the steps for closing a call.

When closing an incident or service request:1. Summarize—use the customer’s name and summarize

the incident or service request’s resolution. Confirm that the incident/service request has been resolved to the customer’s satisfaction.

2. Ask if the customer has any other questions.3. Thank the customer—use a standard closing and

thank the customer for contacting the support center.4. Allow the customer to hang up first.5. Document—provide written confirmation to the

customer and update the incident or service request documentation with the appropriate information.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

118


5.24.6Identify strategies to use when handling an irate customer.

When handling an irate customer:• Let the customer vent and do not interrupt• Do not be drawn into an argument• Be empathetic• Recognize that the customer’s anger is not personal• Be respectful and polite, but do not let the customer

make unreasonable demands• Offer assistance—recommend creative solutions• Remain positive and confident

5.24.7Identify strategies to use when handling an emotional customer.

When handling an emotional customer:• Use the customer’s name to gain focus• Empathize with the customer• Get the customer to focus on the incident or service

request, not the emotion• Reassure the customer that this situation is not

insurmountable and that you will resolve it together

5.24.8 Identify strategies to use when handling a rambling customer.

When you suspect that the customer is a rambler:• Wait a reasonable time for the customer to finish, but

politely interrupt if the rambling goes on too long• Acknowledge the customer and the information• Take control of the conversation by:

- Using the customer’s name to gain their attention and focus

- Using closed-ended questions to gain specific information

• Tell the customer that you will need to finish the conversation so that you can start resolving the issue



© H D I 2 0 1 3 , V e r s i o n 4 . 1

119


5.24.9List steps to disengage from a customer who refuses to disengage.

To disengage from a customer who continues to unnecessarily prolong the call:

1. Pack up equipment, tools, and parts.

2. Use closed-ended questions to lead the customer to closure.

3. Recap the incident and your solution.

4. Have the customer sign your documentation.

5. Direct the customer to contact the support center for future assistance.

6. Thank the customer for their time.

7. Let the customer know you are on your way to your next scheduled customer appointment.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

120


5.24.10Identify what information should be documented for incidents.

The following information should be documented for every incident or service request:

• The customer’s name (department, company, or organization)

• The contact name, if different from the customer name

• Contact information (i.e., phone number and e-mail address)

• The business impact and urgency of the issue• The priority of the incident or service request• The customer’s description of the incident or service

request• The environment in which the incident exists• All information pertaining to attempted resolutions• Details of the interaction with the customer relating to

the incident or service request• The steps taken during contact with the customer• The steps that will be taken after contact with the

customer• The next contact date• The commitments made to the customer



© H D I 2 0 1 3 , V e r s i o n 4 . 1

121


5.25 Metrics

5.25.1

Identify types of metrics.

A metric in support that is any measurement of performance or efficiency. Types of metrics include:

A performance indicator (PI) is a measure of performance. Most of the metrics generated and used by the support center are PIs. Metrics that are produced in real-time (e.g., daily reports, etc.) are typically PI metrics, which are leading indicators.

Key performance indicators (KPIs) are a measure of progress toward achieving one’s goals and objectives. KPIs are specific to the goals of the organization. However, not all PIs are KPIs. The organization needs to understand what KPIs are and then develop its KPIs based on specific goals. What are typically presented in training classes and seminars as standard KPIs should really be viewed as suggested (or potential) KPIs for an organization. KPIs can be either leading or lagging indicators.

Key results indicators (KRIs) are goals or objectives, such as service level agreement (SLA) performance, stock price, cost of support, and customer satisfaction. KRIs are lagging indicators.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

122


5.25.2 Describe the importance of using metrics.

Capturing support center metrics allows an organization to:• Specify required performance levels• Track individual and team performance• Plan for headcount• Allocate resources• Identify the need for service improvements• Acknowledge success and accomplishments• Identify required resources for staffing and scheduling• Determine the schedule • Measure analyst performance• Understand overall organizational performance

5.25.3 Describe common support center metrics and their purpose.

Common support center metrics include:• Abandon before answer (ABA): The percentage of

customers that terminate a call (i.e., hang up) before the call is answered. ABA is a leading indicator that is used to manage staffing levels and scheduling.

• Average speed to answer (ASA): The average amount of time that a customer is waiting in a queue before the call is answered. ABA measurements are leading indicators that are used to evaluate and adjust staffing and scheduling levels.

• First contact resolution (FCR): The percentage of incidents that are resolved upon initial contact with the customer. The FCR rate is a leading indicator used to measure the knowledge level of the analyst and to measure the relative complexity of incidents.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

123


5.25.3 (cont’ d)Describe common support center metrics and their purpose.

• Mean time to resolution (MTTR): The average amount of time between the reporting of an incident and its resolution. This is a leading indicator.

• Average handle time (AHT): The average time an analyst spends talking to a customer on each call. The AHT rate is a leading indicator that can be used to understand the complexity of requests and determine staffing and training needs. This metric includes any after-call work or wrap-up time.

• Availability: The percentage of total time the analyst was available to take incoming or make outgoing calls. Availability is a leading indicator that is used to measure the analyst’s productivity and that of the support center.

• Average hold time: The average amount of time that a customer is on hold (after the call is answered) and not speaking to an analyst. Hold time is a leading indicator used to evaluate staffing and scheduling.

• Number of incidents in total and by analyst: The total volume of incidents or service requests in a given time period. This is used for capacity and resource planning.

• Number of incidents by priority, severity, and type: These are used to determine if issues are being handled in accordance with priority levels and escalation policy. This enables an assessment of trends and identification of root causes.

• Customer satisfaction: The ultimate lagging indicator, and a key measure of the support center’s effectiveness.



© H D I 2 0 1 3 , V e r s i o n 4 . 1

124


5.25.3 (cont’ d) Describe common support center metrics and their purpose.

• Employee satisfaction: Another important lagging indicator, employee satisfaction is often measured through employee surveys, and impacts the ability of the support center to deliver high-quality services.

• Cost per incident: The per-cost incident of the support center’s operations (including people, infrastructure, and overhead). Cost per incident is a measure of the support center’s cost-effectiveness.

5.26 Performance Reporting

5.26.1 Identify considerations for generating reports.

When generating performance reports, consider the following:

• Use standard business writing practices for professional look and layout

• Ensure that it is easy to read (e.g., use percentages and graphics)

5.26.2Identify considerations for distributing reports.

When distributing performance reports, consider the following:

• Frequency—stakeholders may require daily, weekly, or monthly reporting

• Format and style—know your audience, use terms the audience can understand, show how you calculated the results, and make the results visually stimulating

• Availability—you may want to display the report in a common area, making it available to everyone in the support center; share with: - Team members—the report can be used as a basis

for reviews in team meetings - Customers—sharing your findings with customers

is beneficial and could be done with the same media used to announce and continually promote the support center



© H D I 2 0 1 3 , V e r s i o n 4 . 1

125


5.27

HDI Support Center Standard

5.27.1

Explain the purpose of the HDI Support Center Standard.

The purpose of the HDI Support Center Standard is to:

• Provide a standard for support centers to benchmark and determine their maturity

• Assist support centers in understanding areas for improvement

• Serve as the reference model for recognizing support centers whose service meets the HDI Support Center Certification requirements

5.27.2

Explain the value of the HDI Support Center Standard.

The HDI Support Center Standard provides a basis for comparing the maturity of a support center to industry best practices in order to identify gaps and opportunities for improvement.


Documents

HDI Support Center Team Lead...evolves and its needs change. In business today, customers want educated and certified professionals to ... Important leadership skills include fostering