Design and implementation of new ITIL Service Desk for insurance
companies
Anel Tanovic*, Asmir Butkovic **, Fahrudin Orucevic***, Nikos Mastorakis****
* American University in Bosnia and Herzegovina
Mije Kerosevica Guje 3, Tuzla 75000, Bosnia and Herzegovina
** College of Computer Science and Business Communications eMPIRICA
Bulevar mira bb, Brcko District 76100 Bosnia and Herzegovina
*** Faculty of Electrical Engineering
Zmaja od Bosne bb, Sarajevo 71000, Bosnia and Herzegovina
**** Technical University of Sofia
St.Kliment Ohridski Boulevard, Sofia 1756, Bulgaria
[email protected], [email protected], [email protected], [email protected]
Abstract: - Insurance companies are today faced with the challenge of solving of increasing number of user's
incidents, problems and requests. These companies are introducing and producing new IT services which are
delivered to users every month. All today's insurance companies have some Customer Relationship
Management (CRM) tools which are responsible for solving all these tasks. But the problem is variety of all
these tools which are producing positive results in some departments and not so positive results in some other
departments. The only solution for all insurance companies is to introduce Service Desk solutions which are
based on IT Service Management (ITSM) 'best practises'. This paper describes Service Desk solution for
insurance companies that was developed on Sarajevo School of Science and Technology (SSST) University in
Sarajevo. The aim of the paper is to analyze results after the implementation of Service Desk solution in one
insurance company in Bosnia and Herzegovina and to compare these results with results that are achieved
before the implementation of Service Desk solution. The new developed Service Desk solution contains 6
ITSM processes: Supplier Management, Change Management, Event Management, Incident Management,
Request Fulfillment and Problem Management.
Key-Words: - ITSM, Service Desk, Supplier Management, Change Management, Event Management, Incident
Management, Request Fulfillment, Problem Management.
1 Introduction Information Technology Infrastructure Library
(ITIL) is the most popular framework for the
management of IT services. It consists of five
phases and 26 processes. Service Desk solution
which is presented in this paper contains these 6
processes: Supplier Management [1], Change
Management [2], Event Management [3], Incident
Management [3], Request Fulfillment [3] and
Problem Management [3]. All these processes are
integrated in single software solution which is
customized for insurance companies.
Supplier Management is responsible for the
definition of new supplier and contract
requirements, identification of business needs,
evaluation of new suppliers and contracts,
categorization of suppliers and contracts,
establishment of new suppliers and contracts and for
the management of new suppliers, contracts and
performances [1]. Change Management process is
responsible for planning and controlling changes,
scheduling changes and releases, making change
decisions and authorization of the change, ensuring
that remediation plans are in place, understanding
the impact of the change and continual improvement
[2]. Event Management process is responsible for
the detection, notification, categorization,
prioritetization of events, response selection and for
forwarding of events to incidents, service requests
and problems [3]. Incident Management process is
responsible for the detection, notification,
categorization, prioritetization of incidents, initial
diagnosis and incident escalation, investigation,
resolution and recovery [6]. Request Fulfillment is
process responsible for the detection, notification,
cathegorization, prioritetization of user requests,
requests view and request model execution [3].
Problem Management is process responsible for the
detection, notification, categorization,
prioritetization of problems, problems investigation
and diagnosis, raising a known error record,
problem resolution and major problem review [3].
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Service Desk solution is implemented by using
web server Apache, PHP programming language
and MySQL database. It contains 12 sections which
include: registration of new contracts and suppliers,
monitoring of all contracts and suppliers, detecting
and loging of new changes, monitoring of all
exisisting changes, loging of new events, monitoring
of all existing events, loging of new incidents,
monitoring of all existing incidents, loging of new
user requests, monitoring of all existing user
requests, loging of new problems and monitoring of
all existing problems [4], [5].
The scientific contribution of this paper is a new
developed model of Service Desk that can be
implemented in any business environment. The new
developed model of Service Desk integrates 6 main
ITSM processes in one solution that can be
converted for the usage in any other business
environment [7]. The professional contribution of
this paper is new Service Desk solution that can be
immediatelly implemented in any insurance
company.
Previous researches in this field [8], [9] have
showed the implementation of ITIL processes in
business environment of Telecom operator. In these
researches are also taken some other ITSM
frameworks and standards like: PRINCE2, CobiT,
eTOM, ISO/IEC 20000 and ISO/IEC 27001.
Section 2. describes organization model for the
insurance company, data model and business
processes. Section 3. of the paper describes the
implementation of all business processes which are
the part of new builded Service Desk solution.
Section 4. of the paper describes measurements for
all processes after the implementation of new
Service Desk solution and the comparison with
measurements for all processes before the
implementation of new Service Desk solution.
Section 5. is the conclusion of the paper in which
are described advantages of new Service Desk
solution and its usage in insurance companies.
2 Organization model for the
Insurance company Insurance company in Bosnia and Herzegovina
in which is implemented new Service Desk contains
these seven organization units:
IT & Technical Support - The development
team improves upon the existing system the
company uses and also develops some
inhouse solutions. The technical support
team runs, maintains the system and offers
support to all its users.
Development & Marketing - Is focused on
watching out for future prospects, ideas and
solutions and innovations. The marketing
team focuses on managing the marketing of
the company through different media.
Car Insurance Sales - This department is
responsible for bringing in new clients,
collaborating with external agents and
introducing new business partners in
regards to mandatory car insurance.
Voluntary Insurance Sales - This
department is focused on the same as the car
insurance sales department but is
responsible for all other types of insurance
like home insurance from fire, theft, life
insurance, travel insurance and other.
Economics and Finance - This department
manages the finances across the entire
company, managing budget, payouts of
claims and more.
General & Legal - This department takes
care of all legal aspects of the company,
from verifying marketing campaigns to be
within regulations, to handling suing, to
bringing in experts for the verification and
legal proving of cases before court.
Claims - Processing of all filed claims and
cooperating with other departments based
on the requirements of each case to
successfully resolve and pay out the claim.
The Entity Relationship Diagram from figure 1.
shows the core database and relationships between
the tables which will support the main business
processes of the company. This includes policies,
claims and descriptional data about entities. It
reflects the business processes on a modular level
where bridge entities show how the data relates to
each other and how the process flows. The one of
main entities in this ERD is Agent. It is very
important entity because it connects almost all other
entities and does big part of the job. It is connected
to two other entities - Address and Customer, the
bridge entity is Customer agent between Customer
and Agent. Customer Entity is another very
important entity. It is important because it may be
the largest one, and issues all the customers. It is
connected to Address entity, Policy holder and
Customer agent. Policy is also important entity. It is
connected to all policy related entities - Policy
holder, Auto policy, Property policy and Policy
payment. Another more important entity is Car
entity. It is connected to Auto policy via bridge
entity Covers car, once again because of many to
many relationship.
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Figure 2. shows use case diagram which shows
how an insurance company operates in an abstracted
form. On the left hand side we can notice the
customer which can have two scenarios. First, the
customer can come and request (or buy) an
insurance policy where the agent verifies and enters
the data into the database and after payment issues
the insurance policy (car, life, property or any other
type). The second scenario is where the user files for
a claim. The claim is then processed, approved or
disapproved and finally paid out and notifies the
customer.
3 Implementation of business
processes for the Service Desk solution Realized Service Desk contains 23 modules
which are divided in six categories which include
six different realized processes: Event Management,
Incident Management, Request Fulfillment, Problem
Management, Change Management and Supplier
Management. All these modules are responsible for
monitoring of existing events and for submiting new
events which are divided in five different categories:
incidents, requests, problems, changes and suppliers
[8]. There are four different type of users which
include: end user-agent, admin, super admin and
manager. When we log in with regular Agent profile
there is the main page which is shown on figure 3. On this page we can see which options admin
can use. Beneath those options there is counter that
counts how many unresolved events, Incidents and
problem there are. From the main page, as you can
see we can go where we intend to (figure 4.). First,
we will go to events page in order to explain Event
Management [9].
There you can clearly see all the events currently
in the base. Besides ID and title, they all have start
date, deadline, number of action and description.
Also there is status which, logically, represents
status of the event, and priority for issuing. Besides
the table, there are also actions row with which
authorized personnel can edit the event (figure 5.).
By using this form, each user can submit different
kind of events which include: incidents, requests
and problems and specify who is responsible for
solving all of them. From agents these messages are
forwarded to administrators which are responsible
for solving all of them.
Incident Management, Request Fulfillment and
Problem Management have almost the same forms.
Change Management uses a similar form as the
other management systems, but it relies on different
user permissions where the manager can issue
requests for new changes where the administrator
can view them and after solving and implementing
the new changes can be marked as resolved. Managers are only roles who are responsible for
creating new changes. Changes are than solved by
super administrators and administrators. Changes
can be seen even from agents but they are not
responsible for solving them. Admin user can see Change Management, and
this is what they see. There, they can see changes,
with all data connected to it. Once more, they can
edit and delete the field - change. Only this time
there is no plus sign for adding changes. Figure 6.
shows monitoring of changes for the Change
Management process and figure 7. shows submiting
new changes for this process.
There, in spreadsheet Admin can see all the data
related to supplier. Also, admin can manage it but
cannot add (there is no standard plus sign for
addition). One more important thing here is that
Admin can only see data related to him (Agent field
carries his name). Besides that, this is more or less
standard table in our system, containing all the same
colours, sorting features and actions [10]. Super
admin can access the Supplier Management too but
he can not submit a new supplier without the
permission of manager.
Supplier Management is basically same as
Change Management, except that it contains
different data. SuperAdmin there can see all the
dates, actions description as same as statuses of
suppliers. Figure 9. shows the process of submitting
new suppliers. This form is also responsible for
adding new contracts with suppliers and for
monitoring all these different contracts. The module
for monitoring all contracts is very important
because of the evaluation of all contracts and
making decisions about future choosing of contracts
[10]. The module for submitting new suppliers
clearly mark what is the deadline for entire finishing
of some project and which super admin is
responsible for the maintenance of the same.
4 Measurement of implemented
processes Tables I. to VI. show measurements for six
different processes before the implementation of
Service Desk solution. Table I. shows results of the
implementation for Supplier Management process,
table II. for Change Management process, table III.
for Event Management process, table IV. for
Incident Management process, table V. for Request
Fulfillment process and finally table VI. for Problem
Management process. The time duration for the
measurement of all these key performance
indicators was 3 months.
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Table VII. shows results of the implementation
of key performance indicators (KPIs) for all six
processes before the implementation of ITIL Service
Desk solution. Supplier Management has achieved
59.20% of successful implementation of all KPIs,
Change Management has achieved 66.20% of
successful implementation of all KPIs, Event
Management has achieved 75.40% of successful
implementation of all KPIs, Incident Management
has achieved 73.20% of successful implementation
of all KPIs, Request Fulfillment has achieved
79.80% of successful implementation of all KPIs
and Problem Management has achieved 75.80% of
successful implementation of all KPIs [9].
Tables VIII. to XIII. show measurements for six
different processes after the implementation of
Service Desk solution. Table VIII. shows results of
the implementation for Supplier Management
process, table IX. for Change Management process,
table X. for Event Management process, table XI.
for Incident Management process, table XII. for
Request Fulfillment process and finally table XIII.
for Problem Management process. All these
measurements are constantly taken in time period of
six months after the implementation of Service Desk
solution.
Table XIV. shows results of the implementation
of key performance indicators (KPIs) for all six
processes after the implementation of ITIL Service
Desk solution. Supplier Management has achieved
73.40% of successful implementation of all KPIs,
Change Management has achieved 82.80% of
successful implementation of all KPIs, Event
Management has achieved 86.00% of successful
implementation of all KPIs, Incident Management
has achieved 87.80% of successful implementation
of all KPIs, Request Fulfillment has achieved
86.80% of successful implementation of all KPIs
and Problem Management has achieved 88.80% of
successful implementation of all KPIs [9].
5 Conclusion This paper has showed the process of introducing
Service Desk solution based on ITIL principles in
business environment of one insurance company.
During the process of implementation of Service
Desk solution, the study connected to the
comparative analysis about differences in successful
implementation of business processes before and
after the implementation of Service Desk was also
finished. Six business processes are taken into the
consideration: management of suppliers and
contracts (Supplier Management), management of
changes from management or from production
(Change Management), management of all different
events (Event Management), managements of
incidents (Incident Management), management of
user requests (Request Fulfillment) and
management of problems (Problem Management).
Measurements have showed that each of these
six processes have achieved a better result of the
implementation after the implementation of ITIL
processes by using Service Desk solution. All six
ITIL processes followed their key activities that
were implemented by Service Desk which is used
now in all layers of this insurance company. This
study has clearly showed that it is worth to investate
in the realization of ITSM processes because of the
increasing of all important parameters of metric
which are important for users, stakeholders,
managers and suppliers.
Results show that Supplier Management process
has achieved a better result of the implementation
for 14.20% after the implementation of Service
Desk. This improvement has been underlined at
these key performance indicators: the number of
suppliers meeting the targets within the contract and
the number of suppliers with nominated supplier
managers. Results show that Change Management
process has achieved a better result of the
implementation for 16.60% after the implementation
of Service Desk. This improvement has been
underlined at these key performance indicators: the
percentage of reduction in the number of incidents
attributed to changes and the percentage of
reduction in the number of changes with incomplete
impact assessments. Results show that Event
Management process has achieved a better result of
the implementation for 10.60% after the
implementation of Service Desk. This improvement
has been underlined at these key performance
indicators: the number of incidents that occurred
and which are triggered without a corresponding
event and the percentage of events compared with
the number of incidents.
Results show that Incident Management process
has achieved a better result of the implementation
for 14.60% after the implementation of Service
Desk. This improvement has been underlined at
these key performance indicators: the percentage of
incidents solved remotely without the need for a
visit and the average number of service desk calls
during one day. Results show that Request
Fulfillment process has achieved a better result of
the implementation for 7.00% after the
implementation of Service Desk. This improvement
has been underlined at these key performance
indicators: the percentage of service requests closed
by the service desk without reference to other levels
of support and the percentage of service requests
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solved remotely without the need for a visit. Results
show that Problem Management process has
achieved a better result of the implementation for
13.00% after the implementation of Service Desk.
This improvement has been underlined at these key
performance indicators: the percentage of problems
solved remotely without the need for a visit and the
average number of service desk calls during one
day. Figure 10. shows improvements for all six
processes after the implementation of Service Desk
solution.
References: [1] S.Taylor, V. Lloyd, and C. Rudd, “ITIL 2011 -
Service Design”, Cabinet Office, July 2011.
[2] S.Taylor, S. Lacy, and I. Macfarlane, “ITIL 2011 -
Service Transition”, Cabinet Office, July 2011.
[3] S.Taylor, D. Cannon, and D. Wheeldon, “ITIL 2011
- Service Operation”, Cabinet Office, July 2011.
[4] A. Keller and T. Midboe, “Implementing a Service
Desk: A practioner’s perspective”, IEEE Network
Operations and Management Symposium (NOMS
2010), pp. 685-696, April 2010.
[5] M. Jantti, “Exploring Self-Service Support Methods
in IT Service Management”, 10th International
Conference on Service Systems and Service
Management (ICSSSM’13), pp. 179-184, July 2013.
[6] M. Jantti, “Defining Requirements for an Incident
Management System: A Case Study”, 4th
International Conference on Systems (ICONS’09),
pp. 184-189, March 2009.
[7] Z. Jang, “Research and design of digital Campus
Operation & Maintenance Center (O&M) center
based on ITIL”, International Conference on
Computer Application and System Modeling
(ICCASM 2010), volume 5, pp. 598-601, October
2010.
[8] A. Tanovic and F. Orucevic, “Proposal of the
improvement of actual ITIL version based on
comparative IT Service Management methodologies
and standards – Previous research and research
methodology”, Recent Advances in Automatic
Control, Information and Communications, pp. 240-
249, August 2013.
[9] A. Tanovic and F. Orucevic, “Proposal of the
improvement of actual ITIL version based on
comparative IT Service Management methodologies
and standards – The improved model of ITIL 2011
framework”, Recent Advances in Automatic Control,
Information and Communications, pp. 280-286,
August 2013.
[10] M. Jansen, “What does IT Service Management look
like in the cloud ? – An ITIL based approach”,
Recent Advances in Computers, Communications,
Applied Social Science and Mathematics, pp. 87-92,
September 2011.
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Figure 1. Entity Relationship Diagram for Service Desk of insurance company
Figure 2. Use case diagram for Service Desk of insurance company
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Figure 3. Main page
Figure 4. Event Management – Monitoring of events
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Figure 5. Event Management – Submitting new events
Figure 6. Change Management – Monitoring of changes
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Figure 7. Change Management – Submitting new changes
Figure 8. Supplier Management – Monitoring of suppliers
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Figure 9. Supplier Management – Submitting new suppliers
Figure 10. Improvement of ITSM processes after the implementation of Service Desk solution
TABLE I. MEASUREMENTS FOR SUPPLIER MANAGEMENT PROCESS
Key performance
indicator for Supplier
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The number of suppliers
meeting the targets within
the contract
6
10
60%
The number of service
and contractual reviews
held with suppliers
10
16
63%
The number of service
breaches caused by
6
4
50%
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suppliers
The number of suppliers
with nominated supplier
managers
4
8
50%
The number of contracts
with nominated contract
managers
11
15
73%
TABLE II. MEASUREMENTS FOR CHANGE MANAGEMENT PROCESS
Key performance
indicator for Change
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of
changes that meet the
customer's agreed
requirements
70%
95%
74%
The percentage of
reduction in the number
of incidents attributed to
changes
18%
30%
60%
The percentage of
reduction in the number
of unauthorized changes
identified
17%
25%
68%
The percentage of
reduction in the number
of changes with
incomplete change
specifications
16%
25%
64%
The percentage of
reduction in the number
of changes with
incomplete impact
assessments
11%
17%
65%
TABLE III. MEASUREMENTS FOR EVENT MANAGEMENT PROCESS
Key performance
indicator for Event
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The number of incidents
that occurred and which
are triggered without a
corresponding event
19
26
73%
The percentage of events
compared with the
number of incidents
54%
75%
72%
The percentage of events
caused by existing
problems or known errors
66%
85%
78%
The percentage of events
that resulted in incidents
or changes
69%
90%
77%
The percentage of events
indicating performance
68%
88%
77%
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issues
TABLE IV. MEASUREMENTS FOR INCIDENT MANAGEMENT PROCESS
Key performance
indicator for Incident
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of
incidents closed by the
service desk without
reference to other levels
of support
67%
82%
82%
The percentage of
incidents solved remotely
without the need for a
visit
40%
55%
73%
The maximum allowed
time for solving every
type of incident
32 hours
24 hours
67%
The average number of
service desk calls during
one day
156
120
70%
The percentage of
incidents handled within
agreed response time
74%
100%
74%
TABLE V. MEASUREMENTS FOR REQUEST FULFILLMENT PROCESS
Key performance
indicator for Request
Fulfillment process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of service
requests which are
completed in agreed
target times
71%
85%
84%
The percentage of service
requests closed by the
service desk without
reference to other levels
of support
68%
92%
74%
The percentage of service
requests solved remotely
without the need for a
visit
45%
60%
75%
The percentage of the
total number of calls on
Service Desk connected
to service requests
35%
30%
83%
The percentage of
problems handled within
agreed response time
83%
100%
83%
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TABLE VI. MEASUREMENTS FOR PROBLEM MANAGEMENT PROCESS
Key performance
indicator for Problem
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of
problems closed by the
service desk without
reference to other levels
of support
73%
85%
86%
The percentage of
problems solved remotely
without the need for a
visit
39%
55%
71%
The maximum allowed
time for solving every
type of problem
8 days
10 days
80%
The average number of
service desk calls during
one day
14
10
60%
The percentage of
problems handled within
agreed response time
82%
100%
82%
TABLE VII. THE RESULTS OF THE IMPLEMENTATION OF ITIL PROCESSES BEFORE THE IMPLEMENTATION OF ITIL SERVICE DESK
ITIL process name The result of implementation
for each ITIL process
Supplier Management 59.20%
Change Management 66.20%
Event Management 75.40%
Incident Management 73.20%
Request Fulfillment 79.80%
Problem Management 75.80%
TABLE VIII. MEASUREMENTS FOR SUPPLIER MANAGEMENT PROCESS
Key performance
indicator for Supplier
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The number of suppliers
meeting the targets within
the contract
8
10
80%
The number of service
and contractual reviews
held with suppliers
12
16
75%
The number of service
breaches caused by
suppliers
6
4
50%
The number of suppliers
with nominated supplier
managers
6
8
75%
The number of contracts
with nominated contract
managers
13
15
87%
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TABLE IX. MEASUREMENTS FOR CHANGE MANAGEMENT PROCESS
Key performance
indicator for Change
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of
changes that meet the
customer's agreed
requirements
79%
95%
83%
The percentage of
reduction in the number
of incidents attributed to
changes
25%
30%
83%
The percentage of
reduction in the number
of unauthorized changes
identified
21%
25%
84%
The percentage of
reduction in the number
of changes with
incomplete change
specifications
19%
25%
76%
The percentage of
reduction in the number
of changes with
incomplete impact
assessments
15%
17%
88%
TABLE X. MEASUREMENTS FOR EVENT MANAGEMENT PROCESS
Key performance
indicator for Event
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The number of incidents
that occurred and which
are triggered without a
corresponding event
22
26
85%
The percentage of events
compared with the
number of incidents
65%
75%
87%
The percentage of events
caused by existing
problems or known errors
74%
85%
87%
The percentage of events
that resulted in incidents
or changes
77%
90%
86%
The percentage of events
indicating performance
issues
75%
88%
85%
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TABLE XI. MEASUREMENTS FOR INCIDENT MANAGEMENT PROCESS
Key performance
indicator for Incident
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of
incidents closed by the
service desk without
reference to other levels
of support
74%
82%
90%
The percentage of
incidents solved remotely
without the need for a
visit
51%
55%
93%
The maximum allowed
time for solving every
type of incident
28 hours
24 hours
83%
The average number of
service desk calls during
one day
138
120
85%
The percentage of
incidents handled within
agreed response time
88%
100%
88%
TABLE XII. MEASUREMENTS FOR REQUEST FULFILLMENT PROCESS
Key performance
indicator for Request
Fulfillment process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of service
requests which are
completed in agreed
target times
79%
85%
93%
The percentage of service
requests closed by the
service desk without
reference to other levels
of support
77%
92%
84%
The percentage of service
requests solved remotely
without the need for a
visit
56%
60%
93%
The percentage of the
total number of calls on
Service Desk connected
to service requests
39%
30%
70%
The percentage of
problems handled within
agreed response time
94%
100%
94%
Recent Researches in Electrical Engineering
ISBN: 978-960-474-392-6 229
TABLE XIII. MEASUREMENTS FOR PROBLEM MANAGEMENT PROCESS
Key performance
indicator for Problem
Management process
The measured value of
key performance
indicator
The value of critical
success factor
The percentage of
the successful
implemented key
performance
indicators
The percentage of
problems closed by the
service desk without
reference to other levels
of support
82%
85%
96%
The percentage of
problems solved remotely
without the need for a
visit
48%
55%
87%
The maximum allowed
time for solving every
type of problem
9 days
10 days
90%
The average number of
service desk calls during
one day
12
10
80%
The percentage of
problems handled within
agreed response time
91%
100%
91%
TABLE XIV. THE RESULTS OF THE IMPLEMENTATION OF ITIL PROCESSES AFTER THE IMPLEMENTATION OF ITIL SERVICE DESK
ITIL process name The result of implementation
for each ITIL process
Supplier Management 73.40%
Change Management 82.80%
Event Management 86.00%
Incident Management 87.80%
Request Fulfillment 86.80%
Problem Management 88.80%
Recent Researches in Electrical Engineering
ISBN: 978-960-474-392-6 230