BMC Remedyforce Evaluation Guide

7/31/2019 BMC Remedyforce Evaluation Guide

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EVALUATION GUIDE

BMC Remedyorce Evaluation Guide


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TABLE OF CONTENTS

PART 1: THE ALIGNABILIT Y PROCE SS MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

PART 2: EVALUATING BMC REMEDYFORCE REPORTING . . . . . . . . . . . . . . . . . . . . . . . . . . 8

PART 3: EVALUATING THE BMC REMEDYFORCE SELF-SERVICE PORTAL . . . . . . . . . . . . . . . . 15

PART 4: EVALUATING THE BMC REMEDYFORCE SERVICE DESK AGENT DASHBOARDS . . . . . . . 21

PART 5: EVALUATING BMC REMEDYFORCE INCIDENT MANAGEMENT . . . . . . . . . . . . . . . . . . 27

PART 6: EVALUATING BMC REMEDYFORCE PROBLEM MANAGEMENT. . . . . . . . . . . . . . . . . .34

PART 7: EVALUATING BMC REMEDYFORCE CHANGE MANAGEMENT. . . . . . . . . . . . . . . . . . .40

PART 8: EVALUATING BMC REMEDYFORCE CHATTER INTEGRATION. . . . . . . . . . . . . . . . . . .46


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INTRODUCING THE ALIGNABILITY PROCESS MODEL

Your end users are more demanding than ever. They want immediate attention and

immediate results or in IT terms ast response times and instant problemresolution. They also demand consistently high levels o service, and o course, they

expect constant communication on the status o their requests. How do you meet such

demands when your own IT resources may be under signicant strain?

Many organizations around the world have turned to the best practices recommended

by ITIL as a way to cut costs, align resources, improve service levels, and deliver

consistent levels o service to the business.

As you evaluate IT help desk soware, make sure that the application will enable you

to take advantage o the best practices recommended by ITIL without requiring too

much additional conguration rom you. Its also a good idea to check that the best

practices are documented and that the documentation is easily accessible by users.

BMC Remedyorce includes ITIL best-practice workows built right into the soware.

Plus, it comes with extensive online documentation o the process models. With the help

o embedded best practices, you can achieve aster cost savings and improvements in

service quality that can benet your entire organization.

WHAT YOULL SEE IN THE REMEDYFORCE TRIAL

Although you can explore the Remedyorce trial on your own, we recommend that you

ollow the steps outlined in each scenario. This guided tour can help you make the most

o the soware, including the specic eatures related to ITIL best practices. In this

scenario you will:

Access Remedyorce rom the perspective o a service desk agent.

Learn about the embedded ITIL best practices or incident, problem, and change

management

Review the process ow documentation or each o the best practices.

To see the scenario in action, watch the video here.

YOU WILL NEED:10 MINUTES

WATCH THE VIDEO NOW

Evaluating the BMC Remedyforce Alignability Process Model
http://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-best-practice.htmlhttp://www.bmc.com/products/demonstration/remedyforce-best-practice.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.html


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LETS GET STARTED.

First, locate the Welcome email you received aer registering or the BMC Remedyorce trial. This email includes

a link or launching the trial. I you have not yet registered or the trial, register here and the email will be sent

to you.

1. Use the link in your Welcome email to launch the Remedyorce trial. Note the user nameand password or IT sta; then, click Login as IT sta.

2. You should now see the BMC Remedyorce home page. Note the Workspaces panel onthe lethand side o the screen this is where we will begin exploring the ITIL best practicesor incident, problem, and change management.
http://go.bmc.com/forms/ESM_Trial_Remedyforce_Gateway_BMCcom_EN_Aug2011http://go.bmc.com/forms/ESM_Trial_Remedyforce_Gateway_BMCcom_EN_Aug2011


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3. Review the Incident Management process.

Click on the Workspaces panel on the le hand side o the screen

Then under Incident Management, click on Incident Management Alignability Process Model.

Youre now looking at a visual

representation o the Incident

Management process one o

the Alignability Process Models

in BMC Remedyorce.


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Interact with the process model to get more inormation about each step. For example, click on 1. Support

Request Registration.

(Tip: To see more inormation, you can also mouse-over the owchart and the description.)

You should now see the Support Request Registration procedure or a service desk analyst.

Note that you can reer to the Incident Management process model at any time to review the ITIL guidelines or

any incident management task.


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4. Review the Problem Management process.

In the Workspaces panel, under Problem Management, click

on Problem Management

Alignability Process Model.

Click on 1. Support Request Review. You should now see the

Support Request Review process or a problem coordinator.

5. Review the Change Management process.

Under Change Management, click on Change Management

Alignability Process Model.

Click on 1. Change Registration. You should now see the Change Registration process or a change

coordinator.

Notice how easy it is to switch

between process models?

Weve designed the BMC

Remedyorce interace to besimple to use in a busy Service

Desk environment.


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Feel ree to review the rest o the process model on your own. When nished, click the X to close the

Alignability Process Model tab. This concludes this part o the evaluation.

THE METRICS THAT MATTER

There are literally hundreds o metrics and key perormance indicators reerenced by ITIL and similar

best practice rameworks some may be very relevant in your organization, while others may be less

useul. However, the ollowing metrics can really tell you whether ITIL best practices are paying o or your

organization.

MEAN TIME TO RESOLUTION (MTTR)

MTTR is a critical metric that records the total time taken rom the reporting o an issue, through its nal

resolution. Its important because it reects the robustness and efciency o the processes and systems you

have in place or supporting your users. Adopting ITIL best practices or incident and problem management, in

particular, can have a dramatic eect on MTTR.

What you should aim or: 20% lower MTTR.

STAFF PRODUCTIVITYThe productivity o your service support teams should improve as a direct result o aligning your processes to

ITIL best practices. Greater consistency in how problems are investigated and resolved can result in signicant

time savings across the organization. In addition, ongoing discipline in change management can improve the

overall stability o your IT inrastructure.

What you should aim or: 30% higher sta productivity.


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SERVICE DESK COSTS

In addition to the time savings and gains in productivity, many organizations can reduce the cost o their

service desk operations by aligning with ITIL best practices. Improved communication, eective sel-service

capabilities, and reduced incident volumes are all outcomes o ITIL best practices, and they can directly

contribute to lower operating costs or the IT service desk.

What you should aim or: 25% lower IT help desk costs.

WHAT THE EXPERTS SAY:

Cloud-based Remedyorce will increase IT resource availability and customer sat-isaction at lower cost at a time when cutting costs without sacricing quality isa top priority.Eduardo Don Jr.

CEO Lumen21

WANT TO KNOW MORE?

Learn more about the benets o ITIL best practices. Read our Solutions page.

Get the details on ITIL processes. Check out our reference library.

WHAT TO DO NEXT

NEED TO GET IN TOUCH?

Call us at 18558347487 or email us.

READY TO BUY?

Purchase BMC Remedyorce now.
http://www.bmc.com/solutions/esm-initiative/IT-Infrastructure-Library-ITIL.htmlhttp://www.bmc.com/experts/reference-books/itil-books?cmp=redirect_reference-books_itil-books?intcmp=homebox_esmsvc_itilbooklets&attr=thtldrhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.bmc.com/experts/reference-books/itil-books?cmp=redirect_reference-books_itil-books?intcmp=homebox_esmsvc_itilbooklets&attr=thtldrhttp://www.bmc.com/solutions/esm-initiative/IT-Infrastructure-Library-ITIL.html


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INTRODUCING BMC REMEDYFORCE REPORTING

Eective reporting capabilities are an essential component o any IT service management

application. Well-designed reports can provide real insight into the eectiveness o yoursupport teams, your IT inrastructure, and the processes you have in place. Help desk

organizations that are disciplined in the collection and analysis o reports consistently oer

better service and tend to enjoy greater systems stability as a result o acting upon the

perormance trends identied in the data.

As you evaluate IT help desk systems, make sure that the soware has more than just

a wide range o reports consider the relevance o those reports or your organization

and how easily they can be adapted to meet your needs. Every IT help desk environment is

dierent, so exibility is essential. Ideally, the soware should also allow you to create and

congure custom reports.

BMC Remedyorce oers a number o pre-dened reports, which have evolved romrecognized best practices and the eedback o our customers. Each report can also be

extensively customized to meet your needs and saved or uture use.

BMC Remedyorce exploits the considerable reporting power o the underlying Force.com

SaaS platorm. This means you can create and adapt brand-new custom reports to meet

almost any requirement imaginable.


This part o the Remedyorce trial shows you how easy it is to use and adapt one o the

many pre-dened reports that come with the soware. Youll also get to walk through the

process o exporting data to an external le.



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Reporting
http://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.htmlhttp://www.bmc.com/products/demonstration/remedyforce-reporting.html


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LETS GET STARTED.

First, locate the Welcome email you received aer registering or the BMC Remedyorce trial. This email includesa link or launching the trial. I you have not yet registered or the trial, register here and the email will be sent

to you.

1. Use the link in your Welcome email to launch the Remedyorce trial. Then, enter yourname and password to log into the site.


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2. You should now see the BMC Remedyorce home page.

3. Run an Incident Management report.

Click on the Setup link on the upper righthand corner o the BMC Remedyorce home page.

In the dialog box asking i you want to leave BMC Remedyorce, click Yes. This will take you into the reporting

and conguration portal o the orce.com platorm.


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Click on the Reports link in the menu bar.

In the Reports Folders section, click on the Folder dropdown

menu and select BMC Remedyorce. Then, click Go.

Click on the Categories link at the top o the list. Youll see a

chart, and above that, some options.

In the Report Options section, click on the Summarize

inormation by dropdown menu and select Category. (Note: It

may already appear at the top o the list.)

Next, click on the Show dropdown menu, select All Incidents

and click Run Report.

You should now see a chart that summarizes the incident volumes by category, ollowed by a detailed list o

the incidents included in the report.

(Tip: Scroll down to see more o the report content.)

You can view and congure out

othebox reports or you can

create custom reports to meet

your organizations exact needs.

Remedyorce includes a number

o precongured reports that

support ITIL best practices,

standard compliance goals, and

the most common needs o our

customers.

Notice that you can save this

report, as well as customize,

print, or export it to a number

o dierent ormats.

Exporting a report is what well

explore next.


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4. Export a report.

In the Report Options section o the Categories page, click on the Export Details button.

In the Export Report section, choose your le encoding and ormat preerences. Then, click Export.

In the dialog box that appears, click to save and open the le.

Review the exported le. When nished, click the Done button to return to the Categories page.

5. Customize a report.


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In the Report Options section o the Categories page, click on the Customize button.

Click on the Jump to Step menu.

Without changing anything or now, click on each option in the Jump to Step menu and simply review all the

ways that you can customize the standard reports.

Ok, lets try a simple customization. From the Jump to Step menu, select Select Columns and click on client

email (and anything else youd like to see) in the le column o checkboxes.

Click on the Run Report button at the bottom le o the options table to view your custom report. When

nished, click the BMC Remedyorce Home link to close the reporting portal and return to the application.

This concludes Part 2 o the Remedyorce evaluation.


Eective reporting capabilities can positively impact the perormance and efciency o your help desk

organization in many dierent ways particularly when the actionable data is rolled into your ongoing

improvement initiatives.

The ollowing Key Perormance Indicators (KPIs) can help you assess the eectiveness o your reporting

strategies.

CHANGE SUCCESS RATE

A change management process that is awed and is causing unnecessary service disruption oen shows up in

reporting long beore a specic weakness in the process is identied by other means. In our experience, a team

that is actively reviewing reports especially the reports o incident volumes resulting rom changes will

quickly spot areas or investigation and improvement. This oen has an immediate and benecial impact on the

success rate o the changes undertaken.

What you should aim or: 90% or greater rst-time change success rates.

RECURRENT INCIDENT VOLUME

Help desk reports are a highly eective means o analyzing patterns in the ow and types o IT incidents that are

occurring in your organization. Regular analysis o incident category reports, or example, can reveal specic and

requently recurrent areas o difculty in the inrastructure and support processes (and sometimes, individuals).

Organizations that are disciplined in this analysis, and take action accordingly, tend to have ewer recurrent

problems and see a more even spread o root causes.

What you should aim or: Where possible* 10% or less o your incidents should relate to any one specic

category.

*In some environments there will always be a bias to specic problem areas.


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COMPLIANCE COST

For those help desk organizations subject to regulatory or corporate compliance reporting, the time and eort

taken to respond to a specic audit request is a very reliable health indicator o your reporting model. I you have

correctly identied and congured the set o reports you need to meet compliance requirements, the process o

providing the necessary data in an acceptable ormat should be rapid and uncomplicated.

What you should aim or: Less than 24-hour responses to an audit request.


In the past, we didnt have tools that enabled us to do the best job possible.Sometimes issues ell through the cracks, which meant that our users were notalways completely happy with our service. With BMC Remedyorce, IT sta mem-bers have a solution that lets them deliver high-quality service and support. As aresult, our users are happier with what IT is doing or them.

We can determine i the same problem occurred beore or i were having mul-tiple problems with a particular asset or asset type.Can Ersoz,

Manager of Information Systems at Yakult

WANT TO KNOW MORE?

Learn more about ITIL continual service improvement. Read the ebook.

Get expert advice on supporting compliance goals. Sign up for the ebook .

WHAT TO DO NEXT



READY TO BUY?

http://www.bmc.com/experts/reference-books/itil-books/itil-continual-service-improve.htmlhttp://www.bmc.com/experts/reference-books/viewpoint-books/viewpoint-it-grc.htmlhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.bmc.com/experts/reference-books/viewpoint-books/viewpoint-it-grc.htmlhttp://www.bmc.com/experts/reference-books/itil-books/itil-continual-service-improve.html


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INTRODUCING THE SELF-SERVICE PORTAL

Why do eective IT organizations oer sel-service eatures or their users? Its simple,

really a sel-service portal can deliver measurable gains in efciency and productivity.I users can easily get updates about ongoing issues, nd solutions to their problems, and

request service in a simple but structured way, they are less likely to consume precious

help desk resources.

As you evaluate your choice o an IT help desk vendor, sel-service should be an important

area o consideration. Some key questions include: Are the sel-service options accessible

rom a variety o devices? Are they easy to use? How eective is the presentation and

organization o sel-service inormation? The easier the system is to use, the greater the

chance the resources will be used throughout your organization.

BMC Remedyorce provides a simple and well-organized sel-service portal users can

review current issues aecting the organization, see the most common problems theircolleagues are acing, and check out the associated solutions. Users can also request help

rom the help desk using out-o-the-box templates, which can help save time and ensure

greater consistency in how requests are submitted.


The Remedyorce trial environment is perect or evaluating the sel-service portal on your

own. However, this specic scenario can also help you:

Explore the sel-service portal interace.

Search and rate knowledge entries.

Request multiple services rom the help desk.

To see the scenario in action,watch the video here.


WATCH THE VIDEO NOW

Evaluating the BMC Remedyforce Self-Service Portal
http://www.bmc.com/products/demonstration/remedyforce-self-service.htmlhttp://www.bmc.com/products/demonstration/remedyforce-self-service.htmlhttp://www.bmc.com/products/demonstration/remedyforce-self-service.htmlhttp://www.bmc.com/products/demonstration/remedyforce-self-service.html


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LETS GET STARTED.



to you.

1. Use the link in your Welcome email to launch the Remedyorce trial. Note the user nameand password or the end user; then, click Login as end user.

2. You should now see the BMC Remedyorce log-in page. Enter the user name and pass-word or the end user, as shown above. Then, click Login.

3. The Sel-Service Portal should appear. We will explore this interace in the next severalsteps.


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4. Review the Sel-Service home page.

Take a look at the areas highlighted on the portal page below.

(Tip: To see the ull text without opening an item, you can mouse-over the dierent components.)

5. Access and rate a Knowledge Base entry.

In the Frequently Asked Questions section o the portal, click on the entry How do I reset my Blackberry?

The entry will open in the Knowledge Base screen.

Notice that there are a number o actions you can take rom here. You can:

Read and then rate the Knowledge Base entry this impacts its relevance in uture searches and improvesthe accuracy o the Knowledge Base.

Search externally online using the same search terms.

View other related Knowledge Base entries by navigating the knowledge tree.

Create a Service Request i you need assistance rom the help desk.

Click on Sel Service Home to continue with the evaluation.

The most popular service requests are

listed here. A great deal o time can be

saved by using these templates.

Check or important updates in the scrolling bar

and the Broadcasts section. This can save you

the time o creating tickets about known issues.

Search or solutions

to problems.

Any service requests you

create will appear here.

View the requently asked

questions and responses

rom the Knowledge Base.


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6. Create Service Requests.

Lets assume that youve been locked out o your user account, due to multiple log-in ailures.

In the Top Service Requests section o the portal, click on the Password Reset entry.

In the Describe What You Need dialog box, enter Sally Smith or the account name and Ssmi or the

account ID. Then, click Submit.

Click on Sel Service Home to continue with the evaluation.

Next, lets imagine that your external hard drive ails too.

In the What Do You Need Help With? section, type in the Search eld: My hard disk has crashed. Then,

click on the Find Solution button.

It looks like theres nothing in the Knowledge Base or this particular problem. Lets get some help.

Click on the Submit a New Service Request link.

In the Category dropdown menu, select Hardware.

In the Describe What You Need eld, type: My hard disk crashed. I need a replacement and to have any data

transerred. Then, click Submit.

To help the support teams, you can nd the online warranty link and add it to the service request.

Open the service request you just created.

In the Documentation section o the service request, click the Add button.

Next, click the URL radio button.

Type the URL: http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~secti

on=010

Click OK. Then, click Submit.

On the navigation bar, click on Sel Service Home. This concludes Part 3 o the Remedyorce evaluation.
http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&l=en&s=gen&~section=010


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How do you assess the relative eectiveness o your sel-service strategy? There are many parameters that

can be analyzed. However, by ocusing on key perormance indicators that capture the uptake, cost, and impact

o sel-service, you can be sure that you have a well-balanced appraisal that will acilitate corrective action or

prompt urther investigation. The ollowing three metrics can be particularly revealing.

PHONE CALL DEFLECTION RATE

Organizations that have implemented sel-service oen report a signicant drop in the number o calls to the

service desk. Phone-based interactions represent some o the highest costs per incident, and anything that

can ree up an agent rom the phone yields great returns. When help desk services are provided promptly and

appropriately via sel-service, its adoption tends to build signicantly over time.

What you should aim or: 50% o incidents and service requests processed through sel-service.

COST PER INCIDENT

Sel-service help desk interactions cost organizations a raction o those initiated via the phone or in person.

The savings largely results rom the removal o a rst-line agent rom the earlier phases o incident reporting

and classication which, in turn, reduces the amount o time that agent spends investigating and resolving an

incident.

What you should aim or: A 25% reduction in the cost o providing help desk services.


When users can quickly and easily categorize and record the challenge theyre having, or in many cases, take

sel-initiated corrective action, you can dramatically reduce the time needed to resolve issues. The secret tohaving a measurable impact on MTTR is to develop an eective Knowledge Base thats delivered via your sel-

service portal. In addition, you need to make sure that its easy to create service requests in a structured way

that maximizes consistency and minimizes error.

What you should aim or: A 20% reduction in MTTR.


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BMC Remedyorce will save us approximately 25 percent the rst year, and will cutour costs nearly in hal in years two and three.Can Ersoz,

Manager of Information Systems at Yakult

WANT TO KNOW MORE?

Learn more about empowering users with sel-service. Get the white paper.

Get the ITIL perspective on providing sel-service.Read the ebook.

WHAT TO DO NEXT



READY TO BUY?

https://intranet.bmc.com/wwmarketing/sites001/solutions3/White%20Papers/Help_Yourself_An_Invitation_to_Automated_Self_Service_98272.pdfhttps://intranet.bmc.com/wwmarketing/sites001/solutions3/White%20Papers/Help_Yourself_An_Invitation_to_Automated_Self_Service_98272.pdfhttp://www.bmc.com/experts/reference-books/itil-books/itil-service-design.htmlhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.bmc.com/experts/reference-books/itil-books/itil-service-design.htmlhttps://intranet.bmc.com/wwmarketing/sites001/solutions3/White%20Papers/Help_Yourself_An_Invitation_to_Automated_Self_Service_98272.pdf


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INTRODUCING THE SERVICE DESK AGENT DASHBOARDS

Inormation design and accessibility is a critical discipline in the optimization o an IT help

desk application. Apart rom the obvious benets o an interace thats easy to use, readyaccess to critical inormation about support activity and associated trends has a direct and

material impact on the eectiveness o your help desk. With a properly congured interace,

agents spend less time and eort detecting patterns o ailure, investigating problems, and

communicating the actionable results o their work.

In your eorts to compare IT help desk systems, be sure to consider how inormation

is presented in the principal interace or agents. It wont be absolutely perect or your

organization, by deault, so ocus on how easy it will be to customize the interace over

time. Make sure that the solution doesnt just acilitate the clear display o critical data

investigate whether its equally straightorward to broadcast critical updates. You should

also be able to correlate summary inormation to the underlying incidents, problems, and

changes.

BMC Remedyorce is designed to clearly and eectively display inormation within a highly

congurable agent dashboard. Inormation can be conveyed in a variety o ormats, and

dashboards can be customized or the tasks at hand. Its very easy to publish and monitor

broadcasts and at any time you can access the underlying details or the inormation

displayed in the dashboard.


Feel ree to explore the Remedyorce dashboards on your own in the trial environment

this scenario only scratches the surace o whats possible. In this scenario you will:

Review the basic components o the Remedyorce dashboard.

Learn about the power and exibility o the broadcast system.

Find out how to customize the content and layout o the dashboard.



WATCH THE VIDEO NOW

Evaluating the BMC Remedyforce Service Desk Agent Dashboards
http://www.bmc.com/products/demonstration/remedyforce-dashboards.htmlhttp://www.bmc.com/products/demonstration/remedyforce-dashboards.htmlhttp://www.bmc.com/products/demonstration/remedyforce-dashboards.htmlhttp://www.bmc.com/products/demonstration/remedyforce-dashboards.html


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LETS GET STARTED.



to you.


2. You should now see the BMC Remedyorce log-in page. Enter the user name and pass-word or IT sta, as shown above. Then, click Login.

3. The agent portal should appear. We will explore this interace in the next several steps.


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4. Review the agent portal.

Take a look at the areas highlighted on the portal page below

(Tip: To see the ull text without opening an item, you can mouse-over the dierent components.)

As a service desk administrator, you can both

view and edit broadcast entries. The broadcasts

can be seen both as a scrolling banner and in the

Broadcasts section. This can help prevent tickets

rom being created about known issues.

In the Workspaces panel, you

can review the best-practice

process documentation and

owcharts

Here you can see all current

incidents ordered by priority.

Everything on this My

Dashboard panel can be

congured and re-arranged to

suit your needs.

This section can display all

incidents currently assigned

to you.


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5. Review a broadcast entry.

Mouse-over the Broadcasts section on the righthand side o the agent portal.

Double-click on w ww.calbro.net is DOWN.

Note that broadcasts are highly congurable. You can adjust the timing, ownership, and display preerences and even select which groups can see the broadcast. In addition, you can add more detail and a resolution,

when one exists. This means users and other help desk agents can take corrective action and reduce the net

impact o a given problem.

Scroll down to the bottom o the page and click Show Supporting Inormation.

In the lehand column, click on Incidents.

Note that any incidents related to this broadcast can be reviewed and accessed here; this capability is a great

boost to agent productivity and can aid in problem investigation.

Click on the X to close the Broadcasts panel.


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6. Personalize the dashboard.

From the agent portal, click on the My Dashboard tab.

Find the Incidents by Category section, and click on the X to remove the section.

Click on the Catalog panel on the lehand side o the screen.

Click and hold down the mouse on My Tasks. Then, drag and drop it onto the dashboard area o the portal.

Now you can see the specic tasks assigned to you.

This concludes Part 4 o the Remedyorce evaluation.

THE METRICS THAT MATTERThe presentation and conguration o inormation in an agents dashboard can have a direct impact on his/

her productivity and eectiveness. Agents who can readily access and communicate inormation about current

incidents, problems, and changes will spend less time in the initial phases o investigation and oen, they will

avoid creating new incidents altogether. The inormation they broadcast can also stop end users rom reporting

a known problem urther boosting the efciency o the entire help desk team.

To assess the eectiveness o your agents help desk interace, as well as the inormation contained within it,

consider the ollowing key perormance metrics. As always, metrics can be aected by isolated incidents, but

measuring the overall trends particularly aer customizing the agent interace can be revealing.

AVERAGE FIRST-CALL RESOLUTION RATE

The rate at which agents can resolve incidents on the rst call can be directly impacted by the eective

presentation o inormation. In particular, easy access to current ongoing support activities, such as recent

problems and changes, can lead an agent to a satisactory resolution without urther investigation.

What you should aim or: A 25% increase in rst-call resolution over time, along with upticks in average agent

perormance.


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The time it takes to resolve an issue can also be aected by the availability and ormat o inormation. Oen, an

issue thats under investigation will be aecting other users and show up in other incidents reported to the help

desk team. Agents who can see the pattern o incidents currently under management as well as monitor

broadcasts are able to resolve incidents with greater speed.

What you should aim or: An optimized agent interace could yield a 20% reduction in MTTR.

STAFF PRODUCTIVITY

The net eect o a lower MTTR and higher rst-call resolution rate is an overall increase in the productivity o

your help desk agents. With their primary interace to the help desk system ully optimized and aligned with their

responsibilities, help desk agents can resolve and manage a higher volume o activity.

What you should aim or: Again, an optimized interace can result in a net increase o 20% in sta productivity.

WANT TO KNOW MORE?

Learn more about best practices or IT dashboards. Read the white paper.

WHAT TO DO NEXT



READY TO BUY?

http://documents.bmc.com/products/documents/72/99/67299/67299.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/72/99/67299/67299.pdf


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INTRODUCING INCIDENT MANAGEMENT

Incident management is perhaps the most important unction per ormed by any IT help

desk in act, the perceived value o an IT organization can be shaped by how well itmanages and responds to incidents. Eective incident management can also benet

the business in terms o aster resolution times, minimized disruptions, and improved

productivity.

As you begin to evaluate IT help desk soware, be sure to consider the relative eectiveness

o the incident management capabilities. Your agents will spend a great deal o time

managing and responding to incidents, so it makes sense to arm them with the best tools

possible.

In addition to aligning with ITIL best practices, does the IT help desk soware include the

right eatures or maximizing agent productivity? Are the incident management eatures

easy to use? How well do they integrate with other IT service management unctions?These questions can help you assess the useulness o the interace and whether your

agents can do what they need to do such as, viewing and creating related tasks, changes,

and conguration items.

BMC Remedyorce delivers incident management eatures that are based on our more than

20 years o experience in the IT help desk industry. The interace is designed to meet the

everyday needs o help desk agents. Incidents can be created and managed with built-in

templates all rom within a clear and easy-to-use dashboard. Theres also seamless

integration with other essential IT service management eatures, including problem,

change, and conguration management.


This scenario provides only a starting point or exploring the Remedyorce incident

management capabilities be sure to see what else you can do on your own. In this

scenario you will:

Create an incident by using the built-in templates

Review the key capabilities within the Incident Management interace

Learn how to assign incidents and use other time-saving eatures See how incidents are integrated with other IT service management unctions



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Incident Management
http://www.bmc.com/products/demonstration/remedyforce-incident-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-incident-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-incident-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-incident-management.html


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LETS GET STARTED.



to you.


2. Ater logging into the trial, the agent portal should appear.

3. Use an Incident template.

Lets assume we get a call to the help desk on that old avorite the orgotten password. Well use a built-in

template to make the logging and resolution o this issue a rapid and consistent process.


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On the righthand side o the agent dashboard, nd the Top Requests section and click on Password Reset.

This will create a new incident.

(Tip: I you cant nd the Top Requests section, it may just be hidden rom view. Click the small arrow buttons

in the top righthand corner to cycle through the open sections. I you still cant nd it, simply add it using the +

button next to the arrows.)

Note that the new incident includes a deault category or the password reset, and some required inormation

to be lled out in the Description eld.

In the Last Name eld, type Smi to begin looking up the end-users name. Then, click on Smith, Sally.

Click on the Save icon.


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4. Review an Incident record.

Lets take some time to explore the Incident record you just created.

5. Assign an incident to someone and take a ollow-up call.

Click on the Assignment (people) icon at the top o the incident you just created.

The impact and urgency levels are used

to calculate the priority, and the priority

drives the due date.

Explore each o these options to

see how an incident is integrated

with the other components o BMC

Remedyorce and how easy it is to

navigate to important supporting

inormation.

Check here to see a quick

visual status o the incident.

The impact level is dened by the help

desk agent thats creating the ticket.

Urgency can either be driven by the end

users (how important it eels to them)

or the category.


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The Tasks tab Review and open any o the tasks associated with the resolution o this incident, create new

tasks, or re-assign a task to someone else.

The Change Requests tab Determine i any change requests are already linked to this incident, link an

existing change request, or create a new one that relates to this incident. This shows the integration between

IT service management unctions in Remedyorce.

The Documentation tab Review any documents or les that have been associated with this incident or add

a new attachment.

The Auditing tab Examine the history o all the major changes made to the incident, along with the details

o who made the change and when.


Incident management is a notoriously difcult area to measure eectively; there are countless data-points

on which you can ocus and some o them need to be considered together to make sense o what is really

happening. For example, call handling time is an interesting measurement, but you need to also track customer

satisaction to make sure that you are delivering an eective service and not just a rapid one.

However, there are three key points o measurement that can deliver real insight into the quality o your incident

management services. These metrics can also be used to prompt urther investigation, as needed.

CUSTOMER SATISFACTION

Customer satisaction continues to be the single, most important measurement or any help desk organization.

A long-term trend in high customer satisaction can reect the eorts youve put in place to improve incident

management. Fast responses, eective and lasting resolutions, and timely communications can all contribute to

a positive perception o the help desk by the end user.

What you should aim or: To achieve and maintain better than 90% satisaction

SLA ADHERENCE

This is a compound measurement o several metrics, and it is a very good starting point or tracking the

perormance o your incident management processes and systems. In essence, you are measuring how well

your organization has delivered upon its SLAs with the business. Organizations oen ocus on an aggregate o

the SLAs relating to response time and resolution rates. When you can combine good SLA scores with a high

customer satisaction rating, you can be sure that youre providing optimal levels o incident management.

What you should aim or: 95% or higher SLA adherence


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HELP DESK AGENT SATISFACTION

Help desk agent satisaction is oen overlooked, but it can actually be a deeply revealing measurement o

your incident management services in act, theres more and more interest in this critical metric. Help

desk agents, particularly those in rst-line positions, spend a great deal o their time processing incidents in

accordance with the processes you have in place and using the soware you selected. With that in mind, you

can be sure that opportunities or optimization are going to reliably show up in the eedback you get rom your

agents and probably earlier than anywhere else.

What you should aim or: Greater than 80% overall agent satisaction

WANT TO KNOW MORE?

Read about the ITIL best practices or incident management.Get the ebook.

Learn how to maximize the value o your IT help desk. Read the white paper.

WHAT TO DO NEXT



READY TO BUY?

http://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.htmlhttp://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.html


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INTRODUCING PROBLEM MANAGEMENT:

Problem management is oen overlooked and not considered to be a critical process in

many IT service management organizations. However, IT organizations that have a solidproblem management workow tend to deliver higher quality services. Thanks to the timely

investigation and correction o underlying root causes, the entire business can reap the

benets o ewer service outages overall and a aster time to resolution when problems do

occur.

Eective problem investigation is tied to your ability to link problems with related incidents,

changes and conguration items. This way, you can determine how a problem impacts

other services, understand which devices are involved, and record details o any changes

that caused or will correct the underlying root cause. As you evaluate IT help desk tools, be

sure to look or seamless integration between processes and eatures that enable you to

link all relevant inormation with your problem records.

BMC Remedyorce aligns with ITIL best practices or problem management. With

comprehensive integration o IT service management unctions, your agents can easily

review all o the pertinent inormation when investigating problems. They can also create

detailed and auditable records o their investigation, so theres a clear history o everything

that took place throughout the problem management process.


The ollowing scenario shows you how to use Remedyorce to create a new problem

record and link it with related incidents. Youll learn about the supporting details that can be

included with each problem, and explore the integration with other IT service management

unctions.

.



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Problem Management
http://www.bmc.com/products/demonstration/remedyforce-problem-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-problem-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-problem-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-problem-management.html


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LETS GET STARTED.



to you.



3. Create a problem and relate an incident.

On the Workspaces panel, under Problem Management, click on Problems.

On the Problems tab, click on the New icon to open a new problem record.


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In Problem Source dropdown menu, select Incident.

In the Category eld, click on the dropdown arrow. The Select From Categories dialog box will appear.

In the Select From Categories dialog box, scroll down and double-click on Telecommunication. The

problem record will appear again with the category lled in.

In the Description eld o the problem record, type: BlackBerry server is not sending emails.

Click on the Save icon.

In the Details section o the problem record, click on the Impact dropdown arrow.

In the Select From Impacts dialog box that appears, double-click on High.

Repeat the process with the Urgency dropdown menu and select Medium.

Open the Supporting Inormation tab by clicking on the Show Supporting Inormation link at the bottom o

the problem record.

Click on the Incidents tab.


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Note that since this is a new problem, there may not be any incidents related to it. You may have to link one

manually.

Click on the Actions (cog) icon dropdown menu and select Link Incident. Double-click on any o the

incidents. The problem record will appear again now showing the incident you just linked.

4. Review a problem record and its related inormation.

On the Workspaces panel, under Problem Management, click on Problems.

Double-click on problem number 00000000.

Review the basic inormation about the problem source, description, resolution, details, and any related

broadcasts. The Note eld is designed or agents to record the steps they took to resolve the problem.

Next, click on the Show Supporting Inormation link at the bottom o the problem record.


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Note that the problem management process is tightly integrated with other IT service management

processes within Remedyorce.

From the Supporting Inormation tab, you can see the related:

History or the problem

Incidents resulting rom the underlying root cause

Changes that may have caused or helped resolve the problem

Conguration items that are part o the root cause or impacted by the problem

Tasks associated with resolving the problem

Associated documentation

A ull audit trail or accountability and measurement


Eective problem management is all about the speed and efciency o root cause investigation and resolution.

The goal is to minimize the impact to the organization and to prevent the likelihood o urther recurrence o the

problem. The ollowing metrics support these objectives.

.


MTTR is an important measurement in many best-practice processes but in problem investigation, it is an

absolutely critical key perormance indicator (KPI). Your problem management process and supporting tools

should support your teams in investigating and resolving problems and their underlying root causes in as short

a time as possible.

What you should aim or: A 25% reduction in MTTR over time


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INCIDENT VOLUME

Organizations that become accomplished in problem management tend to reduce their overall incident volume

over time largely as a unction o ewer recurrent problems. Its important, however, to distinguish incidents

linked to underlying problems rom other types o incidents. This way, you can more accurately measure the

impact o your problem management approach.

What you should aim or: A 20% reduction in Incidents resulting rom inrastructure problems over time

MEAN TIME BETWEEN FAILURE (MTBF)

I your problem management strategy is working well, you can expect that the investigation and elimination o

root causes will result in greater service stability. This can result in ewer outages over time, and thereore, a

longer interval between them (MTBF).

What you should aim or: A 50% increase in MTBF in your critical business services

WANT TO KNOW MORE?

Read about the ITIL best practices or incident management. Get the ebook.

Learn how to maximize the value o your IT help desk. Read the white paper.

WHAT TO DO NEXT



READY TO BUY?

http://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.htmlhttp://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/14/65/91465/91465.pdfhttp://www.bmc.com/experts/reference-books/itil-books/itil-service-operation.html


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INTRODUCING CHANGE MANAGEMENT

Change management is one o the most critical processes or any IT organization the

disastrous results o poorly planned and uncoordinated changes are all too amiliar.Unplanned outages o critical business processes can be highly expensive, damage the

business reputation, and result in the loss o customers. The good news is that a great deal

can be done to improve your organizations eectiveness throughout the change liecycle.

As you evaluate potential IT help desk solutions, ocus on the ull range o their change

management capabilities and how well the processes are integrated with other IT service

management unctions. Make sure that the workow extends beyond a simple record o

change its important that best practices are enorced in terms o planning, assessment,

and approval.

The ability to understand and visualize the dependencies across dierent conguration

items is o real value in planning changes. Similarly, the degree to which correlations andrelationships can be made between changes and other process records will have a material

impact on the quality o your change management process.

BMC Remedyorce supports a comprehensive and well-integrated change management

process. The application aligns with recognized best practices the workow is

documented and visible to users at all time. You can plan, coordinate, and execute changes

within an easy-to-use interace, which includes conguration management details and

visual tools. Plus, theres an intuitive assessment and approval process.


The ollowing scenario shows you how to use Remedyorce to review a change request

and all o its supporting inormation. Youll also get to explore the workows around

change requests, including change assessments, change approvals, and conguration

management.



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Change Management
http://www.bmc.com/products/demonstration/remedyforce-change-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-change-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-change-management.htmlhttp://www.bmc.com/products/demonstration/remedyforce-change-management.html


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LETS GET STARTED.



to you.



3. Review a change request.

On the Workspaces panel, under Change Management, click on Change Requests.


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Note that in addition to change requests, you can manage change assessments, approvals, scheduling,

and projected service outages. In act, Remedyorce provides everything you need to support a highly

sophisticated and integrated change management process.

On the Change Requests tab, double-click on CR00000003. Take some time to review the inormation on

the change request.

4. Explore the supporting inormation.

Click on the Show Supporting Inormation link at the bottom o the change request.

Under Supporting Inormation, click on the Change Assessments tab. Then, double-click on the item in the

list.


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Note that requested changes can be sent to key individuals or assessment, which is a critical part o the

change planning and approval process. The reviewer can see the details o the change, assess the technical,

nancial, and business risks, and provide comments.

Close the change assessment.

In the Supporting Inormation section o the change request, click on the Conguration Items tab. Note that

this request links to Cisco 3620-houston01.

Scroll to the top o the change request, and click on the Launch CI Explorer (monitors) icon.

The CI Explorer should appear. At the center o screen, note the location o the conguration item and its

related dependencies. This helps you more accurately assess the risks o makinig the change and the

potential impact.

Note that on the lehand side o the CI Explorer, you can also see how this conguration item relates to change

requests, incidents, problems, and tasks. This is a very powerul tool in the assessment and management

o change, and clearly demonstrates the depth o integration between processes and capabilities in

Remedyorce.

Next, lets review a change approval record. Close the CI Explorer.

In the Supporting Inormation section o the change request, click on the Change Approvals tab. Then,

double-click on any o the entries in the list.


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The approval record should appear.

Review the change request inormation thats sent to each approver. Note that you can also launch the CI

Explorer rom here, so you can make an integrated risk assessment.


Careully coordinated changes can have a positive impact on a huge range o key perormance criteria. I you

can understand the impact and risks involved with changes beore they are made, you can avoid major servicedisruptions and eliminate costly repercussions or the business.

However, the ollowing metrics can help you ensure that your change management processes, teams, and

supporting systems are well aligned and delivering maximum benets. Its critical that you measure how

your change management approach aects your service availability and how well your organization actually

executes changes.

UNPLANNED OUTAGES DUE TO CHANGES

Its very important to correlate change activity to any unplanned outages that occur. A high volume o unplanned

outages that result rom a change is oen a sign o a weakness in the process it can point to gaps in duediligence in the risk assessment.

What you should aim or: A 50% reduction in the volume o unplanned outages resulting rom changes over

time.


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INCIDENTS RESULTING FROM CHANGES

Its also key to track the incident volume that result rom changes this is a related, but separate measurement

rom the unplanned outage metric described above. Changes can cause incidents that are related to slowdowns

in perormance, or critical services can be impaired in other ways. A high volume o incidents resulting rom

a change can reect weakness throughout the entire change management process although, oen, the

weakness is in the planning stages.

What you should aim or: A 50% reduction in the volume o incidents resulting rom changes

FAILED CHANGES

Its very important to understand how oen you have to back out or re-work changes. This metric will help

you assess the eectiveness o your change execution processes, and it oen highlights deciencies in the

communication and coordination between teams. With a unied change management approach, you can reduce

the number o problems that occur and improve productivity across the organization.

What you should aim or: A 25% reduction in the number o ailed changes

WANT TO KNOW MORE?

Explore the best practices or change management. Read this white paper.

WHAT TO DO NEXT



READY TO BUY?

http://documents.bmc.com/products/documents/18/57/161857/161857.pdfhttp://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://documents.bmc.com/products/documents/18/57/161857/161857.pdf


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INTRODUCING CHATTER INTEGRATION

The ability or help desk agents and other IT teams to collaborate in real-time has been

a long-term goal or many IT service management organizations. Email integration andknowledge management have undoubtedly helped but they havent gone ar enough to

support the immediacy and interactivity required or resolving incidents, problems, and

changes.

The recent inclusion o collaboration platorms, similar in unction to popular social media

sites such as Facebook, has been a real step orward in the ability o a help desk team to

leverage the collective capabilities o its employees and provide an even greater quality o

service.

As you evaluate IT help desk applications, careully consider how well they support

collaboration. Do they include an integrated social media platorm? Does the integration

go beyond supporting communication between interested parties and instead, enableagents to also reerence the key IT service management processes and their associated

records?

BMC Remedyorce uses Salesorce.coms Chatter platorm a sophisticated collaboration

platorm that has gained real credibility with support teams worldwide. The Chatter

integration permits communication between help desk agents and other IT teams, and it

links into the critical IT service management processes themselves. Incidents, problems,

changes, conguration items, broadcasts, and people all have dedicated eeds that can be

subscribed to with updates provided in real-time.


In the ollowing scenario you will get to explore the main Chatter eed in the Remedyorce

trial environment. You will get to:

Review interactions in the Chatter eed

Learn how Chatter supports change management

Create and share your own Chatter update



WATCH THE VIDEO NOW

Evaluating BMC Remedyforce Chatter Integration
http://www.bmc.com/products/demonstration/remedyforce-chatter.htmlhttp://www.bmc.com/products/demonstration/remedyforce-chatter.htmlhttp://www.bmc.com/products/demonstration/remedyforce-chatter.htmlhttp://www.bmc.com/products/demonstration/remedyforce-chatter.html


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LETS GET STARTED.



to you.



3. Open the Chatter eed.

On the Workspaces panel, under Chatter, click on Chatter Feed.


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The Chatter Feed tab should appear.

Note that you can subscribe to updates rom other users, as well as incidents, problems, conguration items,

changes, FAQs, and broadcasts. This way, you can see any updates as soon as they are made.

4. Use Chatter within a change request.

On the Chatter Feed tab, click on an entry relating to a change request. The Change Request should appear.

On the righthand side o the change request, click on Change Request Chatter Feed. The Chatter eed or this

change request should now appear.


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In the Change Request Chatter Feed section, enter a status update, and click Share.

Your post will now be visible to all members o this group and automatically update anyone whos ollowing

this change. This can signicantly improve communication, collaboration, and resolution times.

In act, incidents, problems, changes, broadcasts, and FAQs all have record-specic Chatter eeds or quick

access and collaboration around a specic record.


Social media collaboration platorms like Chatter are helping to improve the productivity o IT help desk agents

worldwide and they are also starting to have a measurable impact on quality o service. Salesorce.com,

which developed and hosts the Chatter platorm, has analyzed the eectiveness o support teams that use

Chatter. This section includes some o their ndings.

TIME TAKEN TO FIND RESOLVING INFORMATION

As shown in the trial scenario, one o the most eective uses o Chatter integration is to consult with other

colleagues on what to do next or to share a successul resolution. These responses are oen very rapid, and

they typically provide inormation thats not available in the Knowledge Base or readily accessible through other

means. This can signicantly reduce the average time taken to nd inormation which, in turn, may drive other

key perormance indicators (KPIs), such as mean time to repair (MTTR).

What you should aim or: A 50% or more reduction in time taken

EMAIL VOLUME

Using Chatter or collaboration between help desk agents and other IT teams tends to cut down greatly on theuse o email relating to specic incidents, changes, and so on. Agents report this reduction in email trafc to be

highly benecial, and they nd that using Chatter in place o email allows them to ocus more on the tasks at

hand.

What you should aim or: A 30% reduction in support-related email volume

INTER-AGENT AND INTER-TEAM COLLABORATION

Many IT support teams suer rom a lack o collaboration between agents and teams. Incidents can be resolved

more quickly and changes coordinated more careully when theres an easy way to share inormation

across the organization. The Salesorce.com research showed a signicant increase in the amount ocollaboration happening in organizations that use Chatter. This increase clearly drives a number o other metrics

relating to resolution times, quality o service, and even sta satisaction.

What you should aim or: A 30% or higher increase in collaboration


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BUSINESS RUNS ON IT. IT RUNS ON BMC SOFTWARE.

Business thrives when IT runs smarter, aster and stronger. Thats why the most demanding IT organizations in

the world rely on BMC Soware across distributed, mainrame, virtual and cloud environments. Recognized as the

leader in Business Service Management, BMC oers a comprehensive approach and unied platorm that helps IT

organizations cut cost, reduce risk and drive business prot. For the our scal quarters endedJune 30, 2011, BMC revenue was approximately $2.1 billion.

WANT TO KNOW MORE?

Get all the details about the Chatter platorm. Visit the Salesforce.com microsite.

WHAT TO DO NEXT



READY TO BUY?

http://www.salesforce.com/chatter/whatischatter/http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://go.bmc.com/forms/ESM_ContactMe_RF_ProdPagePromo_BMCcom_EN_May2011http://www.salesforce.com/chatter/whatischatter/

Documents

BMC Remedyforce Evaluation Guide