HDI Support Center Analyst

5.9.1 Explain the purpose of the Problem Management process.

A Problem Management process is responsible for managing the lifecycle of all problems. The purpose of the Problem Management process is to: > Prevent problems and resulting service disruptions from occurring > Improve service availability by eliminating recurring Incidents > Minimize the impact of incidents that cannot be prevented > Ensure that the information about problems and workarounds is maintained > Ensure that the problem resolution is implemented through the appropriate Change and Release processes

5.10.2 Define a change.

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

5.18.4 Define a filter.

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

3.1.2 List characteristics of a supportive workplace.

A friendly, supportive workplace is characterized by: > Rapport among team members > Leadership and empowerment from management > A willingness among team members to collaborate and assist other team members > Responsible and trustworthy team members > Honest, trusted two-way communication between management and employees > Clear job descriptions that map to actual duties and responsibilities > Individual and team reward and recognition programs > Fair and consistent policies concerning the performance of duties

6.1.6 Describe the impact if the average speed of answer (ASA) rate is higher than expected.

A high (long) ASA rate indicates that customers are waiting longer than expected. This results in: > Frustrated customers > Lower customer satisfaction > Higher abandoned call rate

5.15.3 Define knowledge article.

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

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

A language barrier can lead to: > The analyst misunderstanding the customer's situation/problem > The customer misunderstanding the analyst's instructions > The customer or the analyst becoming frustrated > Poor customer satisfaction > Unintended insults > Miscommunication > Increased risk of escalation

6.1.1 Define metric.

A metric in support is any measurement of performance or efficiency. A metric is a measure of an organizations activities and performance as it relates to the management of a process, IT service, or activity.

2.1.2 Define a mission statement.

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

2.1.3 Identify the purpose of a mission statement.

A mission statement: > Defines the organization's purpose and reason for being (i.e. what you are doing and why you are doing it) > Identifies the main purpose and role of the organization focusing everyone on a common goal > Inspires commitment

5.25.2 List the benefits of a positive service attitude.

A positive service attitude boosts customer satisfaction, support center productivity, and employee morale by: > Setting the customer's expectations > Creating a positive impression of the support center > Encouraging customer loyalty and repeat business > Setting an example for other support staff to follow, promoting exemplary behavior throughout the support center > Enhancing the quality of future contacts with the customer > Helping the analyst to gain the customer's confidence and trust

5.9.2 Define problem.

A problem is the underlying cause of one or more incidents whose root cause is usually not known.

5.9.3 Define known error.

A problem where the root cause is known and a temporary workaround has been identified. Known errors are stored in the knowledge base or Known Error Database (KEDB), and can be used to resolve incidents and restore service quickly should future incidents occur.

5.1.1 Define procedure.

A procedure is a documented set of steps required to produce a desired result.

5.5.11 Explain the value of a service catalog.

A service catalog defines the scope of what is supported and not supported within the organization. The service catalog: > Supports the sale and delivery of services > Helps set expectations > Markets and promotes the value of the support organization to the business

5.5.9 Define service catalog.

A service catalog is a repository that contains information about IT deliverables, prices, contact points, ordering and request processes. It is a database or a structured document with information about all live IT services. Customers use the service catalog to understand what IT services are available, the costs of service, and how to procure the services. The service catalog supports the "sale and delivery" of IT services.

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

A service level agreement (SLA) is an agreement between the customer and the support center. It: > Ensures that the level of service provided meets the business needs > Sets and manages customer expectations for the level of services provided > Ensures that all the internal organizations and third parties (suppliers) that provide the services understand the level of service required by the business via Operating Level Agreements (OLA) and Underpinning Contracts (UC) SLAs are documents that should be reviewed on a regular basis and updated as necessary.

5.8.2 Define service request.

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

1.5.1 List ideas for staying informed about industry trends and best practices.

A support professional can stay informed about the industry by: > Attending courses and seminars > Networking with other professionals at industry events > Subscribing to industry publications > Joining industry groups > Subscribing to or participating in online discussion groups

4.7.4 Describe the skill level required for the support professional delivering deskside support.

A support professional delivering deskside support must: > Reflect the image of the support center by exhibiting a professional appearance > Have in-depth and broad technical knowledge > Have effective troubleshooting and problem-solving skills > Have competent customer service and communication skills > Be knowledgeable in the Incident Management process > Understand the business operations and priorities of the organization

5.8.1 Explain the purpose of the Request Fulfillment process.

The Request Fulfillment process is designed to deal with service requests (e.g. standard changes from users, Installations, Moves, Adds, Changes (IMAC), How to Questions that are handled by the support center).

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

Activities of the Incident Management process include: > Incident Identification - incident is reported > Incident Logging - incident is logged and time/date stamped > Incident Categorization - incident is classified by type > Incident Prioritization - priority is assigned based on impact and urgency > Initial Diagnosis - search for match or workaround to attept quick resolution and service restoration > Escalation - a transfer and/or notification to another team, individual, or management > Investigation and Diagnosis - activities undertaken to identify a solution and/or workaround > Resolution and Recovery - solution is applied and service is restored > Closing - support center verifies with the user that the incident is resolved and the incident is documented correctly

4.6.2 List the benefits of telephone support.

The benefits of telephone support delivery include: > Detecting the emotional state of the customer and developing customer relationships > Improved customer perception by providing direct access > Faster problem determination for complex issues > Conveys tone of voice as well as message for more complete communication

1.2.1 Describe ethical behavior in a support center.

An ethical support center environment is characterized by analysts who: > Provide consistent service to all customers > Demonstrate honesty and integrity in their actions > Take ownership and hold themselves personally accountable for their actions > Fulfill commitments > Protect and enhance the image of the support center > Are loyal to their team

2.2.2 List the importance of adhering to organizational policies.

Adhering to organizational policies is important because it: > Encourages consistent behavior throughout the support center > Provides a framework for the delivery of consistent service > Protects the organization against legal action > Helps protect the organization and customers' proprietary information and other assets

4.10.2 Define the benefits of integrated systems.

An integrated system increases efficiency, capabilities, and the accuracy and usefulness of information.

5.4.2 Explain the objective of Information Technology Service Management (ITSM).

The objective of Information Technology Service Management (ITSM) is to deliver value to customers and the business in the form of services.

5.13.2 Explain the value of an Access Management process.

An Access Management process increases confidentiality, integrity, and availability of information through policies defined by Security Management. It provides an effective mechanism for audit purposes

1.6.1 Identify ways that an SCA can deliver consistent, quality customer service.

An SCA (Support Center Analyst) delivers consistent, quality customer service by: > Responding to customer incidents in a timely manner > Understanding and documenting customer needs > Taking ownership of customer incidents > Making specific commitments, then consistently meeting or exceeding those commitments, while remaining faithful to organizational policies > Resolving or assisting in the resolution of incidents within established service levels > Enhancing the customer's relationship with the support center and organization > Promoting the image of the support center

1.6.2 Describe the primary responsibilities of the support center analyst in the support organization.

An SCA is responsible for: > Understanding the mission and goals of the support organization > Communicating any issues/concerns to support center management > Following support center policies and procedures > Reporting any inaccuracies or incorrect data to support center management > Representing the support center in a professional manner

1.1.1 Identify the characteristics of an effective leader.

An effective leader: > Leads by constructive example > Motivates others > Encourages participation, creative thinking, and initiative > Demonstrates a positive attitude > Practices active listening skills > Displays ethical behavior

1.8.4 Describe an emotional hijack.

An emotional hijack happens when: > There is a perceived threat, whether it is real or not, from a situation or person > There is a change in the chemistry of the brain that does not allow one to think rationally and clearly, which can last for up to 18 minutes > The body and brain are flooded with adrenaline and cortisol when can cause one to be over sensitive and/or tired very quickly

5.5.6 Define operational level agreement (OLA).

An operational level agreement (OLA) documents the agreements between the IT service provider and other parts of the organization which support the delivery of services to the business. It defines roles, responsibilities, and expectations between internal groups to ensure alignment to the SLA.

5.5.8 Explain the purpose of an underpinning contract (UC).

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

5.7.2 Define incident.

An unplanned interruption to the standard operation of a service, or a reduction in the quality of that service. An Incident can also be the failure of an IT component that has not yet impacted a service -- something is broken or not working as expected.

5.20.2 Explain the difference between assertiveness, aggressiveness, and passiveness.

Assertiveness: > Demonstrates knowledge of your rights and the rights of others > Demonstrates respect for the rights of all > Is generally the healthiest attitude Aggressiveness: > Demonstrates a disregard for the rights of others > Generally results in confrontation and elevated stress Passiveness: > Demonstrates respect only for others' rights > Can result in elevated levels of stress

5.17.2 Explain the benefits of active listening.

Benefits of active listening include: > More effective incident analysis > More effective response and resolution to the incident or service request > Increased customer satisfaction > Established credibility for the analyst and the support center > Optimized call time > Reduced stress for the analyst and the customer

4.7.2 List the benefits of deskside support.

Benefits of deskside support include: > On-on-one, face-to-face communication with the customer, which establishes better rapport > Analysts can view the environment from the customer's perspective > Better understanding of user situation and environment

4.9.2 List the benefits of using self-service.

Benefits of using self-service include: > Faster incident resolution for the customer > 24x7 availability, regardless of the support center's operating hours > Consistent responses and consistent resolutions > A preferred method for some customer segments > Lowered support costs > Enables users to be more independent and self-sufficient > Improved customer satisfaction

5.4.9 Explain the concept of best practice.

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

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

Best practices for customer management during the Incident Management process include: > Prepare for the call [Take a deep breath; Stop working on other tasks and focus; Get ready to take notes; Prepare your tone of voice] > Greet the customer [Provide a salutation; Identify your organization; Identify yourself; Verify the customer's name and entitlement by asking a closed-ended question; Ask an open-ended question to begin the problem-solving process] > Resolve the incident [Assist the customer by resolving the incident, redirecting the call, or escalating] > Close the call [Summarize the call; Ask the customer if there is anything else you can do; Thank the customer; Allow the customer to hang up first; Provide documentation to the customer and ensure the information in the service management system is correct]

4.11.1 List common tools used by monitoring and alert systems.

Common tools used by monitoring and alert systems include: > Pagers, cell phones (wireless devices) > E-mail applications > Broadcast digital display boards > Web site alerts > Voicemail group lists

5.4.5 Describe the ITIL service lifecycle concept.

Information Technology Infrastructure Library (ITIL) is one framework to achieve ITSM. It is based on a service life-cycle approach and consists of five phases: > Service Strategy - provides policy and guidance > Service Design - designs new and changed services to meet business needs > Service Transition - builds, tests, and prepares services for transition to live operation > Service Operation - delivers and supports services in operation > Continual Service Improvement - measures effectiveness and efficiency, and suggests opportunities to improve

6.1.3 Describe the importance of using metrics.

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

4.7.3 List the challenges of deskside support.

Challenges of deskside support include: > The most expensive way to provide support > Lack of accountability if incidents are not documented

5.25.1 Identify the characteristics of a positive service attitude.

Characters of a positive service attitude include: > Taking ownership of the incident or service request and seeing it through to resolution > Conveying empathy and a sincere willingness to help > Maintaining a positive attitude, especially in times of change > Treating all customers with respect and courtesy > Listening actively > Referring to an incident as "ours" rather than "yours" > Operating within business guidelines while assisting the customer

4.2.3 Identify common automatic call distribution (ACD) features.

Common ACD features include: > Call distribution [Skills-based; First available, longest available, etc.] > Call queuing > Advanced reporting [Agent availability tracking; Available; working; Unavailable; Number of calls to the support center; Average speed to answer (ASA); Abandon rate; Hold time; Talk time; Call frequency]

5.13.4 Identify and explain the common Access Management metrics that a support center analyst should understand.

Common Access Management metrics a support center analyst should be able to identify and explain include: > Service Level Agreement (SLA) performance [Access requests resolved (by support center) within service level targets (#,%); Operation Level Agreement (OLA) performance regarding support center access requests (#,%)] > Individual performance measurements regarding access requests (#,%) [Resolved (#,%)] > Quality Monitoring [Ticket quality (for their tickets)] > Customer satisfaction with the Access Management process

4.3.2 Identify common features of CTI.

Common CTI features include: > Screen pop > Password reset > Automated customer profile > Ability to integrate service management system (SMS) with PBX/ACD > Automated dialing > Automated dispatch

5.4.1 Define Information Technology Service Management (ITSM).

Information Technology Service Management (ITSM) is a set of specialized organizational capabilities for providing value to customers in the form of services.

5.7.6 Identify and explain the common Incident Management metrics that a support center analyst should understand.

Common Incident Management metrics a support center analyst should be able to identify and explain include: > Service Level Agreement (SLA) performance regarding incident management or OLA performance [Incidents resolved within service level targets (#,%); Customer satisfaction with the support center incident management process] > Individual performance measurements regarding Incidents (#,%) [Resolved (#,%); First Contact Resolution (FCR) (#,%)] > Incident backlog [Open (backlog) incidents (#,%); Age of open incidents (backlog) compared to goals (#,%)] > Response Time [Time to Respond (e.g. Average Speed to Answer (ASA) for phone in seconds/minutes)] > Quality Monitoring [Ticket quality (for their tickets); Customer satisfaction with individual analyst (themselves); Customer satisfaction with support center analysts (themselves); Customer satisfaction with desktop support; Ticket quality (for their tickets)]

5.9.6 Identify and explain the purpose of common Problem Management metrics that a support center analyst should understand.

Common Problem Management metrics that a support center analyst should be able to identify and explain include: > Incidents recorded and linked to problems at the support center (#,%) > First Contact Resolution (FCR) attributed to Knowledge Management / Known Error Database (#,%)

5.8.6 Identify and explain the common Request Fulfillment metrics that a support center analyst should understand.

Common Request Fulfillment metrics a support center analyst should be able to identify and explain include: > Service Level Agreement (SLA) performance [Service requests resolved (by support center) within service level targets (#,%); Operation Level Agreement (OLA) performance regarding support center service requests (#,%)] > Individual performance measurements regarding requests (#,%) [Resolved (#,%); First Contact Resolution (FCR) (#,%)] > Request backlog [Open (backlog) requests (#,%); Age of open requests (backlog) (e.g. hrs/days, # within goals)] > Quality Monitoring [Ticket quality (for their tickets)] > Customer satisfaction with the Request Fulfillment process

5.5.12 Identify and explain the common Service Level Management metrics that a support center analyst should understand.

Common Service Level Management metrics that a support center analyst should be able to identify and explain include: > Performance to Service Level Targets (SLT) as stated in the service level agreement (SLA) [Service targets achieved (e.g. response time, update frequency); Service targets breached (e.g. response time, update frequency)] > Business impact of service targets breached > Customer satisfaction with services

5.20.3 List common customer emotions or actions an analyst may have to deal with.

Common customer emotions or actions an analyst may have to deal with include: > Frustration > Anger > Defensiveness > Acting judgmental > Irritation > Impatience > Ignorance > Incorrect assumptions

4.9.3 Identify common examples of self-service technology.

Common examples of self-service technology include: > Web-based systems > Faxback systems > IVR/AVR-based systems > Online training/tutorials > Online help systems for applications

6.1.4 Identify common measurements used in the support center.

Common measurements used in the support center include: > Abandon Before Answer (ABA) (i.e. abandon rate) > Average Speed to Answer (ASA) (sec/min) > First Contact Resolution (FCR) > First Level Resolution (FLR) > Average Handle Time (AHT) > Availability > Occupancy > Utilization > Average Hold Time > Incidents Handled and Closed per Analyst (#,%) > Incidents by Priority/Severity/Type or Category (#,%) > Customer Satisfaction Level (%, X/Y) > Employee Satisfaction Level (%, X/Y) > Unit Cost - $ per incident, $ per analyst, $ per desktop

5.15.6 List the common metrics the support center analyst needs to know about knowledge management.

Common metrics a support center analyst needs to know for knowledge management include: > First Contact Resolution (FCR) - should increase as the process matures within assisted service and should decrease as self-service and improved problem management are implemented > Mean Time to Resolution (MTTR) - should decrease as the process matures within assisted service and should increase as self-service and improved problem management are implemented > Participation Rage - should increase as the process adoption matures > Number of Citations - should increase as the process adoption matures > Knowledge Quality Index - should increase as the process adoption matures > Competency Development - should increase as the process adoption matures > Number of knowledge articles created > Number of knowledge articles modified > Number of knowledge articles reused

4.1.1 Identify common technologies used in the support center.

Common technologies used in the support center include: > Telephony Systems [Automated Call Distribution (ACD); Private Branch Exchange (PBX); Voice-over-Internet Protocol (VoIP); Computer Telephony Integration (CTI); Universal queuing; Voicemail; Interactive Voice Response (IVR); Automatic Voice Recognition (AVR); Fax; Monitoring; Call management (reporting)] > Service Management Tools [Incident Management; Problem Management; Change Management; Configuration Management; Knowledge Management] > Workflow > Reporting systems > Self-service systems > Self-healing systems > Alert systems > Broadcast systems [Monitor boards; Paging systems] > E-mail management Electronic communication [E-mail; Web; Chat; Instant messenger (IM)] > Wireless [Mobile phones; Pagers] > Remote tools [Remote access; Remote control; Remote collaboration]

4.2.1 Identify common telephony features.

Common telephony features include: > Hold > Transfer > Conference calling > Call waiting > Caller ID > Automated attendant [Unattended service; Night service]

4.2.4 Describe common telephony metrics and their purpose.

Common telephony metrics and their purposes include: > Average speed to answer (ASA): The average amount of time that a caller is waiting in the queue before the call is answered. > Hold time: The average time on hold (after the call h as been answered); used to determine how long the analyst is connected to the caller. > Abandon before answer (ABA): The percentage of customers that end the call (i.e. hang up) before the call is answered. > Average handle time (AHT): Talk time + After Call Work (ACW); used to develop staffing/scheduling model. > Availability: The percentage of total time the analyst has been available to take incoming or make outgoing calls; used to measure staff productivity and utilization. > First Call Resolution (FCR): The percentage of calls resolved on the initial contact with the customer; used to measure the knowledge/skill level of the analyst.

4.3.1 Define computer telephony integration (CTI).

Computer telephony integration (CTI): > Is the integration of the voice world (telephony) with the data world (computer) > Identifies callers to the analyst (i.e. the screen pop has the caller's name, etc.) > Allows for viewing of customer management statistics and reporting data across multiple platforms > Applies business rules for delivering personalized service (i.e., route to a specific individual or team) > Reduces cost while improving the quality of service

5.6.7 Explain the importance of confidentiality.

Confidentiality: > Protects the customer and company from theft and/or abuse of information > Protects the customer from embarrassment > Ensures legal compliance

5.22.1 Explain creative thinking and why it is important for problem solving.

Creative thinking is the ability to think "outside the box". Creative thinking is important for problem solving because it: > Provides additional perspectives, such as identifying points of failure that may be causing a problem > Helps identify more options for resolving an issue > Can improve the ability to meet the unique needs of each customer

6.1.7 Explain critical success factors (CSFs).

Critical success factors are areas (i.e., elements of success) that must happen if and IT service, process, plan, project, or activity is to succeed.

5.22.2 Explain critical thinking and why it is important for problem solving.

Critical thinking is the ability to analyze and critique in order to redesign, remodel and make better. Critical thinking is important for problem solving because it: > Helps the analyst identify points of failure that may be causing a problem > Aids an analyst in identifying weaknesses in a proposed solution, and where it can be made better Critical thinking requires active listening as well as listening with empathy.

5.19.2 Define customer competency.

Customer competency is the customer's ability to understand and perform a task.

5.19.1 Define customer differentiating.

Customer differentiating means understanding that: > 75% of customer satisfaction consists of meeting the customer's psychological needs > Only 25% of customer satisfaction consists of meeting the customer's business needs > Unresolved psychological issues can have a negative effect on incident solving and create customer dissatisfaction

4.10.4 Define customer relationship management (CRM) systems.

Customer relationship management (CRM) systems include: > Integrated information systems that are used to plan, schedule, and control the pre- and post-sales activities in an organization > The ability to address all aspects of dealing with prospects and customers, including the call center, sales force, marketing, technical support, and field service

5.3.1 Explain the importance of customer satisfaction surveys.

Customer satisfaction surveys allow the support center to: > Understand the customer's perception of its products, services, support, and the quality received > Identify whether customer expectations are being met > Identify what the customer feels is important > Define and assist with the development of new products, services, and support offerings based on customer needs > Identify opportunities to improve support processes, tools, training, and documentation

4.7.1 Identify the role of deskside support.

Deskside support: > Involves a support professional going to a customer's physical location to respond to an incident or request. > Is typically used when the incident or request cannot be resolved remotely.

6.1.5 Describe common support center metrics and their purpose.

Customer support center metrics include: > Abandon Before Answer (ABA): The percentage of customers that terminate a call (i.e. hang up) before the call is answered. ABA is a leading indicator that is used to manage staffing levels and scheduling. > Average Speed to Answer (ASA): The average amount of time that a customer is waiting in a queue before the call is answered. ABA measurements are leading indicators that are used to evaluate and adjust staffing and scheduling levels. > First Contact Resolution (FCR): The percentage of incidents resolved upon initial contact with the customer. The FCR rate is a leading indicator used to measure the knowledge level of the analyst and to measure the relative complexity of incidents. > First Level Resolution (FLR): The percentage of contacts resolved at first level, not on the initial contact yet within an established timeframe after research or additional work is conducted. The incident ahs not been escalated to another tier groups for resolution. > Average Handle Time (AHT): The average time and analyst spends handling an issue. AHT includes the talk time with the customer, any hold time, and after contact/call work (wrap-up time or ACW). AHT can be used to understand the complexity of requests and is a key component when calculating staffing and training needs. > Availability: The percentage of total time the analyst was logged in and available to take incoming or make outgoing calls. Availability is a leading indicator that is used to measure the analyst's productivity and that of the support center. > Occupancy: The percentage of total time an analyst is logged in handling or waiting to handle a contact. This includes talk, hold and after contact work. > Utilization: The total percentage of actual time an analyst spent handling customers. > Average Hold Time: The average amount of time that a customer is on hold (after the call is answered) and not speaking to an analyst. Hold time is a leading indicator used to evaluate staffing and scheduling. > Number of Incidents in Total and by Analyst: The total volume of incidents or service requests in a given time period. This is used for capacity and resource planning. > Number of Incidents by Priority, Severity, and Type: These are used to determine if issues are being handled in accordance with priority levels and escalation policy. This enables and assessment of trends and identification of root causes. > Customer Satisfaction: The ultimate lagging indicator, and a key measure of the support center's effectiveness. > Employee Satisfaction: Another important lagging indicator, employee satisfaction is often measured through employee surveys, and impacts the ability of the support center to deliver high-quality services. > Unit Cost: The per-incident cost of the support center's operations (including people, infrastructure, and overhead). Cost per incident is a measure of the support center's cost-effectiveness.

5.23.2 Identify reasons for escalation.

Escalating an incident or service request is appropriate when: > You have exhausted your resources. [You have exhausted your skills, expertise, and available resources, and additional technical expertise is required; Deskside support is required] > The impact of the incident upon the customer's business is high/critical [No existing workaround is available; The incident or service request has a critical impact on the business] > The customer is abusive or demands it > The SLA dictates an escalation. [An incident or service request is approaching breach of a service level commitment or exceeds that commitment]

5.25.4 Identify the characteristics of excellent customer service.

Excellent customer service is evidenced by: > Actively listening to the customer > Demonstrating empathy and acknowledge an understanding of emotions > Realizing that customer's needs and expectations may change, and remaining flexible in order to meet those expectations while working within the organization's guidelines > Proactively keeping customers informed of status through phone, Web, or e-mail updates > Taking initiative to resolve incidents, going above and beyond ordinary effort when necessary > Proactively following-up with a customer to ensure a solution remains successful > Delivering an extra measure of service when expectations have been missed in the past (e.g. knowledge transfer, productivity tip, etc.)

5.20.13 List techniques for demonstrating confidence over the phone.

Demonstrate confidence over the phone by: > Using words that convey assurance > Speaking in a positive tone of voice > Smiling when on the phone > Using your available resources > Identifying the next steps needed for resolution > Taking ownership of the situation

5.20.12 Explain why demonstrating confidence is important.

Demonstrating confidence is important because it: > Establishes credibility > Encourages repeat customers > Enhances the reputation of the support center > Increases customer satisfaction > Puts you in control of the situation

5.21.1 Explain the importance of documenting processes and procedures.

Documenting processes and procedures: > Helps to ensure consistent service > Facilitates future handling of similar incidents > Creates a resourceful atmosphere by making information readily available to others for future reference > Enables new staff to become competent more quickly > Builds confidence for professional call handling > Encourages adherence to policies and procedures > Enables a support center to more readily adapt to change > Enables continuous improvement over time

5.16.3 Identify when to use the customer's formal or informal name.

During formal communication: > Use the customer's title and family name > Use business terminology and language > There is little or no social discussion During informal communication: > Titles are not used > Use the customer's first name > Social discussion occurs

3.1.3 Define responsibilities of members in a team environment.

Each member of the team is responsible for: > Sharing ideas and knowledge by participating in team discussions and activities > Respecting other team members > Being receptive to the ideas of other team members > Being punctual -- arriving promptly for meetings and for work > Taking personal accountability for one's actions and fulfilling one's responsibilities

1.4.1 Identify considerations for effective use of e-mail communication.

Effective e-mail communication includes: > Understanding your audience so that you can tailor and optimize message content > Labeling your message with a subject line that reflects the message content > Structuring your message so that it's easy, quick to read and understand -- including an opening, bullet points, and closing > Using clear, concise business language so that your message is communicated effectively > Proofreading your message before you send it to ensure it is communicating what you intend > Using plain text and avoid fancy fonts, colors, and RTF or HTML formatting > Including the original message with replies to provide a context for the message > Using appropriate punctuation > Avoiding abbreviations (e.g. "BTW" instead of "by the way") and emoticons > Using appropriate capitalization (avoiding the use of all capital or all lower-case letters)

5.4.3 Explain the value of ITSM best practices.

ITSM best practices provide value by: > Ensuring that the services provided meet the business needs > Identifying areas for improvement > Ensuring consistent delivery of services > Improving individual and organizational performance, thus enhancing customer satisfaction

4.8.1 Identify electronic support delivery methods

Electronic support includes: > Remote control: A tool that allows an analyst to take control of a customer's workstation from a remote location. Remote control is used for Troubleshooting; Training; Updating/patching to restore service > E-mail: Allows customers to submit incidents, requests for service, and requests for changes (RFCs) when it is most convenient for them. (Interaction with support representative is unnecessary; Immediate response is not needed) > Instant Messaging (IM) and Chat: Provides interactive (text) communication between users and the support center (Allows for quick access to in-house experts; Helps support center staff eliminate/reduce escalations; Enables improved collaboration between support staff)

1.8.2 Explain why Emotional Intelligence is important to the role of a support center analyst.

Emotional Intelligence is important to the role of the support center analyst because: > It is important to understand a customer's emotional need as well as their business need > It makes one more aware of their own reactions and how it impacts the quality of the relationship between them and customers, peers, and management > It is important to understand how people work

1.8.1 Define Emotional Intelligence.

Emotional Intelligence is: > The ability to recognize and know what emotions you are feeling > Managing one's emotions so that they do not overwhelm a situation and one's thinking capability > Being able to recognize the emotions that others are feeling > Helping to manage other's emotions in order to ensure that those emotions do not overwhelm situations and thinking capacities > The ability to create sincere and authentic relationships that produce value and productivity

5.20.4 Explain the difference between empathy and sympathy.

Empathy: identification with and understanding of another's situation, feelings, and motives. Sympathy: (1) (a) A relationship between people or things in which whatever affects one correspondingly affects the other, (b) Mutual understanding or affection; (2) A feeling or expression of pity or sorrow for the distress of another; (3) Harmonious agreement/accord.

5.19.5 Identify ways to encourage and/or praise incident solving attempts by the customer.

Encourage and praise the customer's attempts at resolving the incident by: > Always focusing on positive aspects of steps taken > Praising their attempts without sounding condescending > Seeking clarification of any misunderstandings > Relating their actions to ones you have - or would have - taken in similar situations, to validate the customer's self-esteem and build a feeling of teamwork between you and the customer

4.2.2 Identify extended telephony features.

Extended telephony features include: > Interactive Voice Response (IVR) [Validate support entitlement; Automate resolution of issues (i.e. password resets)] > Live Monitoring [Side-by-side; Silent (unannounced)] > Recorded Monitoring [Reviewed at a later time; Voice and screen recording] > Hold music/message

4.10.3 Recall the features of service management systems (SMS).

Features of service management systems include: > Incident and service request tracking > Service level management tracking > Automated workflow

6.1.9 Identify what the support center should do with the information derived from metrics.

For each metric: > Establish processes that will regularly gather the data (who, when, sources) > Set a goal or target for each metric > Regularly compare performance against goals and assess performance > Take actions as necessary to correct and improve performance

5.16.7 Describe ways to handle and redirect issues related to non-supported items.

Handle and redirect issues related to non-supported items by: > Maintaining a positive service attitude > Explaining what services are offered and/or supported > Providing alternatives to handle non-supported issues

5.6.2 Explain the value of having security policies.

Having security policies: > Ensures compliance with legal requirements > Addresses security with 3rd parties (suppliers) > Provides employees awareness of their responsibilities regarding security > Ensures security is designed into services, processes, and procedures

5.7.4 List the value of the Incident Management process.

Incident Management provides value by: > Minimizing impact to the business for any failures of the infrastructure > Minimizing downtime for users > Identifying training requirements for support center staff and users

1.8.6 Describe how to manage a customer's emotional hijack while on the phone.

In order to manage a customer's hijack while on the phone: > Make sure the customer knows you are on their side to help > Listen attentively to the underlying emotion in the conversation > Align yourself with the customer by identifying and stating their felt emotion with sincerity > Create an environment of help by using words like "we" and "us" which will create a calming effect with the customer

5.14.3 Explain the responsibility of the support center analyst in the CSI process.

In the CSI process, the support center analyst is responsible for being accurate and providing real-time, accurate documentation of incidents and service requests.

5.10.4 Describe the responsibilities of the support center analyst in the Change Management process.

In the Change Management process, the support center analyst is responsible for following the Change Management process for all changes.

5.7.5 Describe the responsibilities of the support center analyst in the Incident Management process.

In the Incident Management process, the support center analyst is responsible for: > Performing the process as defined (for their role) and at the agreed time frames (service level) > Serving as liaison with other groups as necessary to coordinate the resolution of incidents

5.9.5 Describe the responsibilities of the support center analyst in the Problem Management process.

In the Problem Management process, the support center analyst is responsible for ensuring there is correct documentation for problem records.

5.8.5 Describe the responsibilities of the support center analyst in the Request Fulfillment process.

In the Request Fulfillment process, the support center analyst is responsible for: > Performing all activities within the process as documented > Serving as a liaison with other groups as necessary to coordinate the fulfillment of requests

5.16.4 Identify techniques for keeping the customer's attention focused on the resolution.

Keep the customer's attention focuses on the resolution by: > Using empathic statements to acknowledge emotion and convey understanding > Using the customer's name to gain attention > Requesting that the customer complete the steps with you > Asking closed-ended questions to direct the conversation > Paraphrasing to ensure understanding

5.24.1 Explain the importance of keeping the customer informed of changes in status.

Keeping the customer informed of changes in status is important because: > The customer may provide new information affecting resolution efforts > By being informed, the customer can plan other activities more intelligently based on the resolution time > The customer knows that someone is addressing the situation and appropriate resources are being used > It increases customer satisfaction and manages the customer's expectations > It increases employee productivity due to a reduction in the number of status updates > It minimizes the incidences of escalation

5.15.1 Explain the purpose of knowledge management in a support environment.

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

5.15.2 Define Knowledge-Centered Support (KCS).

Knowledge-Centered Support (KCS) is: > A principle-based methodology that seeks to capture, structure, reuse, and improve knowledge in the support delivery process > Knowledge management best practices based on process and not technology

5.6.8 Explain the importance of legal compliance.

Legal compliance: > Protects identify information > Protects the organization's assets > Protects the organization from legal liability > Includes notifying management about issues that may involve questionable legality, so that management is able to take appropriate steps to comply with the law and to protect the organization and its customers

5.21.2 List the reasons for logging all incidents or service requests.

Logging all incidents or service requests: > Creates an audit trail of customer interactions > Provides volume and trending information for better staffing and scheduling > Provides call frequency information > Provides data that can be used to perform root cause analysis > Provides data for other team members who may be called upon to assist or who may encounter a similar situation in the future > Provides reusable content for a knowledge basae > Allows the support center to create an information checklist or FAQ

5.18.3 Describe how to match a customer's communication style.

Match a customer's communication style by: > Understanding the customer's level of proficiency > Matching the customer's vocal elements, if/when appropriate > Matching the customer's vocabulary > Using the same level of technical terminology as the customer

5.18.2 Explain the importance of matching the customer's communication style.

Matching the customer's communication style is important because it: > Increases comprehension and understanding > Increases the level of customer satisfaction > Increases the confidence of the customer in the analyst and the support center > Reduces call time

5.2.5 Identify mechanisms for call monitoring.

Mechanisms for phone call monitoring include: > Live service observations, in which a reviewer sits with the analyst and listens in on the call > Remote service observations, in which a reviewer listens to calls live (the analyst is not aware that the call is being evaluated) > Call recording and evaluation used for training, providing analysts with an opportunity to hear how they sound on the telephone and where they can improve

5.3.3 Identify methods for distributing customer satisfaction surveys.

Methods for distributing and completing customer satisfaction surveys include: > E-mail > Phone interviews > Internet, Web-based surveys > In-person interviews > Regular mail > Satisfaction follow-up cards left by service technicians > CTI and ACD systems

4.5.1 Identify methods for support service delivery.

Methods for support service delivery include: > Assisted service [Telephone; Deskside; Electronic (Remote control -- Instant Messaging/IM -- E-mail -- Chat)] > Self-Service [Help applications; Knowledge bases; Interactive Voice Response(IVR); Online documentation, tutorials]

5.2.4 Explain the value of monitoring programs.

Monitoring programs provide value by: > Identify areas of improvement within the support center processes > Identifying areas of improvement for individuals > Helping analyst understand the quality of the service delivered

1.3.1 Identify strategies for multitasking in a support environment.

Multitasking in a support environment includes the ability to: > Switch between tasks smoothly throughout the day > Prioritize tasks throughout the day as circumstances require, with minimal supervision > Organize work effectively

5.2.3 Describe the types of quality assurance programs typically used in a support center.

Types of quality assurance practices in a support center include: > Service Quality > Customer Satisfaction > Employee Satisfaction > Monitoring [Call; Incident/Request (ticket/case); Knowledge; E-mail/Chat] > Maturity Assessments > Service Improvement Plan (SIP)

4.9.1 Describe the objectives of self-service.

Objectives of self-service include: > Enable users to resolve their incidents and service requests without the assistance of an SCA > Provide easy access to documentation (e.g. policies, procedures, SLAs, FAQs, etc) to help customers resolve their incidents and service requests > Provide ability to search for solutions to commonly known errors and questions > Provide training and online technical tutorials > Allows customers to update contact information and reset passwords

5.3.2 Describe the three most common types of surveys and the importance of each type.

Ongoing incident surveys are: > Completed as soon as possible after a call is closed > Typically short (e.g. 3-6 questions) and can be completed quickly > Used to measure the quality of a specific incident resolution > Used to monitor customer satisfaction between annual surveys and measure the impact of changes to processes, products, or services Annual or periodic surveys are: > Planned and schedule on a periodic basis (e.g. annually) > Used to evaluate overall satisfaction levels with the support center's products, service offerings, and staff > Used to identify changes to products, services, and processes that customer feel would improve their relationship with the support center and better meet their needs > Based on the customer's perception of the company over the last year or period > Typically skewed to emphasize recent experiences One-time surveys are: > Not completed at regularly scheduled intervals > Conducted for a specific purpose > Appropriate for evaluating satisfaction levels with current products and service offerings or for identifying changes that customers feel are important

5.6.4 Identify types of security policies.

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

5.22.4 Explain the difference between open-ended and closed-ended questioning.

Open-ended questioning: > Invites elaboration or narrative > Is intended to draw out information Closed-ended questioning: > Seeks "yes", "no", or limited responses > Focuses on the customer > Is intended to validate or obtain specific information > Is used to control a conversation

1.7.3 Identify options used for language assistance.

Options available for language assistance include: > Translation applications or services (web-based translation tools or PC tools) > An interpreter (Other support center staff, other people at the customer's site or at the support center who have an understanding of the language)

2.2.3 List the purpose of organizational policies.

Organizational policies: > Provide clear definitions of boundaries within which to work > Define what is acceptable and unacceptable employee behavior > Provide guidelines for dealing with inappropriate behavior > Set customer expectations

5.17.3 Define paraphrasing.

Paraphrasing means to repeat what the customer said in your own words in order to: > Give the customer the chance to agree or disagree with your understanding > Show the customer that you are listening and that you understand

2.3.4 Identify major phases in the evolution of support center services.

Phases in the evolution of support center services include: > Support centers of the past [Entry-level, low-skill staff; Reactive; Paper-based systems; Phone-based systems - voice/fax] > Support centers of today [Proactive; Automated incident logging and tracking systems; E-mail; Internet and Web-based systems; Instant messaging (IM) and chat; Customer relationship management (CRM)] > Support centers of tomorrow [Expanded scope of services; Customer- and business-centric; Universal queue and universal agent; Self-service]

3.3.3 List common physical symptoms of stress.

Physical symptoms of stress can include: > increased heart rate > Increased blood pressure > Perspiration > Muscle tension > Fatigue > Tightness in the neck and shoulders > Higher incidence of influenza, colds, and chills > Backache > Problems sleeping > Irritability and short-temperedness > Headache > Stomach ache > Difficulty concentrating > Dermatological problems

2.2.1 Define policy.

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

5.5.7 Identify considerations for setting priority levels.

Priority levels are normally based on: > Impact [The extent of deviation from the normal service level, in terms of number of users affected and business processes impacted; On the business or revenue; On stipulations in the SLA] > Urgency [The acceptable delay tot he user or business process in resolving the incident]

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

Promote the image of the support center by: > Delivering a consistent, quality greeting and closing > Keeping customers advised of the steps being taken to resolve their incidents or service requests > Providing customers with accurate information > Delivering consistent, professional results > Being aware of how personal conduct outside of the work environment could affect the organization's image > Exhibiting professionalism and confidence > Taking ownership, even when you do not have a ready answer

5.25.3 Identify the characteristics of providing consistent service.

Providing consistent service includes: > Providing all customers with the same quality of service > Assigning priority levels consistently, in accordance with the SLA > Enforcing standard policies and procedures while meeting customer's needs

5.2.1 Define quality assurance (QA).

Quality assurance (QA) is a systematic way of ensuring that all the activities necessary to design, develop, and implement services that satisfy the requirements of the organization and of customers take place as planned.

5.22.3 Explain the difference between deductive reasoning and inductive reasoning.

Reasoning skills that may be applied to the problem solving process include: > Deductive reasoning - "focus on the facts" - is a step-by-step approach to solving problems, used when you are familiar with the problem area. [Based on process of elimination; Entails taking logical steps] > Inductive reasoning - "based on intuition" - is an experimental approach used when the problem is unfamiliar. [Based on trial and error; Entails research]

5.6.6 Explain the importance of reporting security compromises.

Reporting security compromises: > Protects the company and the customer > Identifies the offender and prevents the security breach from occurring again > Limits the damage that is caused > Alerts customers to possible security threats > Helps in the resolution of security incidents > Enables effective security policies and procedures

2.3.5 Describe representative metrics that illustrates how well the support center services contribute to achieving business goals and objectives.

Representative metrics that can illustrate how well the support center supports the business goals and objectives include: > Customer Satisfaction > Service Level Achievements > Contribution to achievement of enterprise/customer goals/objectives

5.8.3 List and explain the activities of the Request Fulfillment process.

Request Fulfillment is very similar to the Incident Management process, though Requests are conceptually planned/scheduled, whereas incidents are typically unplanned. The activities of Request Fulfillment are: > Logging requests > Determining if any other approvals are necessary, if so, forward for approval > Following appropriate procedures for request (assumes each type of request is defined)

5.8.4 List the value of the Request Fulfillment process.

Request Fulfillment provides value by: > Reducing downtime and cost for users via effective and efficient fulfillment of service requests > Prioritizing requests based on business goals/alignment

5.6.1 Explain the purpose of the Security Management process.

Security Management processes: > Protect information assets against threats > Assess and mitigate security risks > Ensure confidentiality, integrity, and availability of the information assets

4.12.1 Describe functions of self-diagnosing tools.

Self-diagnosing tools: > Analyze the cause or nature of a problem and offer solutions to resolve the problem > Present potential options when a user has an error > Can assist with procedural solutions (such as changing a printer driver or updating new virus software)

4.4.1 Describe self-healing tools.

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

5.20.6 Identify signs that a conflict is developing.

Signs that a conflict is developing include: > A change in the customer's rate, volume, tone of voice, or verbiage > The customer becomes withdrawn, gives little or no feedback > The use of words showing emotion, such as: Tired of; Displeased; Need; Frustrated; Afraid; "You guys"; Always, Never > The use of words indicating priority or severity, such as: Important; Critical; As soon as possible (ASAP)

5.11.3 Describe responsibilities of the support center analyst in the Service Asset and Configuration Management process.

The responsibilities of the support center analyst in the Service Asset and Configuration Management process are to: > Use configuration management information as it is available to assist with troubleshooting and resolution > Report any variations or discrepancies as per the policy

5.16.6 Explain how to use silent time effectively.

Silent time, when an analyst is on the phone with a customer and no problems solving is taking place (e.g. waiting for the customer's computer to reboot), can be used to: > Complete your current incident including documentation, investigation, and follow-up > Build rapport by engaging in informal communication > Train the customer in order to raise their level of competency > Review the incident's history > Communication with the customer regarding new releases or new service offerings

4.3.4 List challenges of CTI.

Some challenges of CTI include: > Integration with other systems may be complex and costly > Integration can result in longer connect (ASA) times if not implemented properly > May require customers to enter information, such as their ID, in order to facilitate call routing

5.4.4 List sources of IT best practices and support center framework models.

Sources of best practices and framework models include: > HDI standards and practices > KCS (Knowledge-Centered Support) > ITIL (Information Technology Infrastructure Library)

3.3.2 Identify causes of stress.

Stress can be caused by: > Too much work for available staff > Not enough time or ineffective use of one's time > Personal situations and conflicts > Lack of knowledge or training > Feeling out of control > Lacking confidence in management and colleagues > Physical obstacles, such as illness or disability > Environmental obstacles, such as temperature > Lack of self-confidence

3.3.1 Define stress.

Stress can be defined as: > A reaction to change > A natural reaction that can have a positive or negative impact > A feeling caused by being prevented from achieving a desired outcome

3.1.5 Identify characteristics of successful teams.

Successful teams: > Have clear goals, objectives, and expectations > Achieve their goals in a coordinated, effective manner > Encourage trust among team members > Are willing to help and defend each other > Receive leadership and support from management > Share knowledge among team members > Benefit from incentives and recognition > Communicate effectively within and outside of the team > Create, update, and follow processes to ensure quality > Encourage participation in decision making > Provide for the recognition of individual and team performance > Are will regarded within the organization

5.15.4 List the common reasons that support centers should implement KCS.

Support centers should implement KCS to: > Improve First Contact Resolution (FCR) > Provide consistent answers to the same repeat questions > Provide answers to reoccurring complex issues > Respond to and resolve issues faster

3.3.4 List techniques for managing stress.

Techniques for managing stress include: > Prioritize goals and set realistic expectations > Take deep breaths > Take breaks and lunches > Talk about your concerns > Confront the issues that are causing stress > Exercise > Consider buying and adopting a pet > Manage your time more effectively, possibly using a time management tool > Broaden your interests with a hobby or social life outside of work > Give something back to the community (i.e. volunteer) > Adopt a more balanced diet

1.3.2 Explain how to manage the use of your time efficiently

Techniques to improve and manage the use of your time include: > Planning projects and activities in advance > Prioritizing tasks to ensure that you spend time on tasks that contribute to the achievement of your goals > Addressing the most important action items first > Accurately estimating and planning how long non-routine tasks will take > Being more efficient when performing routine tasks > Using a time management tool or daily "to-do" list > Learning to say "no" when appropriate

5.20.7 Identify techniques to reduce and eliminate conflict.

Techniques to reduce and eliminate conflict include: > Active listening > Let the person vent and refrain from interrupting the customer > Be empathetic > Be respectful > Offer assistance > Find a resolution or identify the next step > Remain positive and confident > Set and manage the customer's expectations > Use the person's name

4.6.1 Identify the characteristics of telephone support.

Telephone support: > Has been the traditional method of delivering support center services > Requires no previous training to use > Is immediate, interactive, two-way communication > Is usually perceived as having highest value by customers > Normally provides quick access to support center personnel > Escalates to other support groups and may invoke other methods if the incident or request cannot be resolved over the phone > Utilizes remote control technologies to assist in service restoration

5.14.2 Explain the value of the CSI process.

The CSI process provides value with ongoing assessments of how well the services and processes meet the business needs and identifies adjustments to ensure that they continue to meet the business needs.

5.12.1 Explain the purpose of the Release and Deployment Management process.

The Release and Deployment Management process is responsible for protecting the integrity of IT services and the IT infrastructure through careful assessment and execution of technical and non-technical aspects of a release. The primary objectives of Release and Deployment Management ar to: > Ensure technical and non-technical aspects of a release are considered > Ensure there is minimal unpredicted impact to the business from releases

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

The Service Asset and Configuration Management process is responsible for protecting and ensuring the integrity of the information about the assets and configuration within the organization. The primary objectives of Service Asset and Configuration Management are to: > Provide a logical model of the IT infrastructure > Control and maintain accurate information about service components > Provide valuable information for decision making to other ITSM process areas

5.5.1 Explain the service level management (SLM) process.

The Service Level Management (SLM) process is responsible for defining, documenting, agreeing, monitoring, measuring, reporting, and reviewing the levels of IT services provided. The purpose of the Service Level Management (SLM) process is to: > Ensure that specific and measurable targets are developed for all IT services > Monitor and improve customer satisfaction > Improve the relationship and level of communication with the business and customers > Identify and initiate improvement initiatives

5.5.10 Describe the basic components of a service catalog.

The basic components of a service catalog include: > Description of catalog and scope > Vision and mission statements > Description of services > Value of services > Description of what business process the service supports/enables > How to order and receive the service > Contact information > Prices of service

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

The basic components of a service level agreement (SLA) include: > Service description and scope > Stakeholder information > Contact information > Hours of service/applicability > Availability and capacity targets > Priority matrix > Response and restore targets > Identification of change windows > Metrics and review information > Escalation paths and procedures > Penalties and/or chargeback information > Costs of services > Signatures and review dates

4.3.3 Identify benefits of CTI.

The benefits of CTI include: > Call handling efficiency and accuracy > Improved customer perception of support center capabilities > Integration of ACD and SMS reporting

4.2.5 Identify the benefits of call measurements in the support center.

The benefits of call measurement include: > Identifying required resources for staffing and scheduling > Determine the schedule plan > Measuring agent performance

5.16.11 List the benefits of customer management.

The benefits of customer management include: > Optimized talk time > Faster incident resolution times > Improved support center productivity > Establishing credibility for the support center > Increased confidence of the analyst > Enhanced image of the support center in the mind of the customer > Increased level of customer satisfaction

4.8.2 List the benefits of remote control.

The benefits of remote control include: > Allows the analyst to see what the customer sees, facilitating communication > Allows the customer to watch and learn how the analyst solves problems > Enables the analyst to train customers how to be more self-sufficient > Restores services faster than dispatching on-site support > Decreases mean time to repair (MTTR) > Reduces the number of escalated incidents > Increases first contact resolution > Improves customer satisfaction > Reduces unit costs (cost per request/incident)

3.1.4 List the benefits of teamwork.

The benefits of teamwork include: > Synergy -- the results of combined efforts will be greater than the equal amount of individual effort > Increased motivation and job satisfaction > A team that is flexible and adaptive to change, thus providing high-quality service > A team with collective knowledge, collaboration, and resourcefulness > Team members that are more committed because they have a sense of ownership in decisions > Enhanced communication

3.1.1 Identify the characteristics of a team

The characteristics of a team are to: > Work together to complete a task > Assist one another > Share ideas > Listen actively to each other > Support one another > Respect the abilities of all team members > Behave courteously towards all team members > Participate and contribute equally

5.18.5 List the steps of the communication process.

The communication process consists of six steps: 1. Idea/Concept - feelings, emotions, or a motivation to act 2. Encoding - the selection of the appropriate words to best express a given thought or concept 3. Transmission - the brain sends a signal to the vocal cords and the mouth to speak 4. Receiving - sound waves are received as electrical impulses by the receiver 5. Decoding - the brain processes the message 6. Interpretation - the most critical step in the process, this is when the person receiving the message puts meaning behind it

5.17.4 Identify barriers to active listening.

The following can be barriers to active listing: > Pace and rate of speech that is too rapid > Previous experience with the service support center or customer > Background, education, and training > Accent > Language > Asking the wrong questions > Using inappropriate terminology > Background noise > Conversing about outside distractions such as weather, current events, or illness

5.21.3 Identify what information should be documented for incidents.

The following information should be documented for every incident or service request: > The customer's name (department, company, or organization) > The contact name, if different from the customer name > Contact information (i.e. phone number and e-mail address) > The business impact and urgency of the issue > The priority of the incident or service request > The customer's description of the incident or service request > The environment in which the incident exists > All information pertaining to attempted resolutions > Details of the interaction with the customer relating to the incident or service request > The steps taken during contact with the customer > The steps that will be taken after contact with the customer > The next contact date > The commitments made to the customer

5.19.3 Describe four customer competency levels.

The four customer competency levels are: > Unconscious Incompetence: This individual neither understands or knows how to do something, nor recognizes the specific area of their deficiency. > Conscious Incompetence: Though the individual does not understand or know how do to do something, he or she does recognize the deficit, without addressing it. > Conscious Competence: This individual understands or knows how to do something; however, demonstrating the skill or knowledge requires a great deal of concentration. > Unconscious Competence: The individual has had so much practice with a skill that it becomes "second nature" and can be performed easily (typically without concentration).

1.8.5 Explain the impact of an emotional hijack on self and customers.

The impact of an emotional hijack can leave a person: > Saying things that may be hurtful without thinking about the consequences > Not able to respond to a situation verbally or phsically

5.7.1 Explain the purpose of the Incident Management process.

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

5.17.1 Explain the principles of active listening.

The principles of active listening include: > Be emotionally and physically prepared to listen > Do not interrupt > Pause before replying > Minimize distractions > document and reference notes > Acknowledge and focus on the speaker with verbal prompts ("yes", "uh-huh", etc.) > Paraphrase for clarification > Repeat for verification > Listen for ideas and images, not just words

5.20.1 List principles of negotiating with a customer.

The principles of negotiating with a customer include: > Seeking a win-win solution > Determining the customer's real need and where they may be willing to concede > Determine what you must achieve and where you are willing to concede > Acknowledging the benefit of the customer's ideas > Explaining the support center's concerns with the customer's proposal > Offering alternatives or compromises > Putting yourself in the customer's place

5.10.1 Explain the purpose of a Change Management process.

The purpose of a Change Management process is to respond to business requests (changes) in a timely and cost-effective manner. Change Management needs to ensure that all changes are recorded, assessed, prioritized, planned, tested, implemented and documented in a controlled manner.

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

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

5.13.1 Explain the purpose of an Access Management process.

The purpose of an Access Management process is to manage access requests in a manner that meets the business needs. Access Management procedures are based on the security and availability policies.

4.10.1 Identify the purpose of integrated systems.

The purpose of integrated systems is to reduce time and errors, and to enable processes.

5.2.2 Describe the purpose of quality assurance programs typically used in a support center.

The purpose of quality assurance programs are to: > Ensure that the quality of service delivered meets the business requirement as identified in the SLA > Improve the level and quality of services to assure minimal impact from disruptions to the business > Recognize and reward teams and individuals > Develop coaching plans for all individuals and teams in the support center

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

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

6.2.1 Explain the purpose and components of a Balanced Scorecard.

The purpose of the balanced scorecard is to measure how well the organization (or individual) is functioning and to predict future performance. The balanced scorecard: > Translates complex business information into information that's understandable to stakeholders > Foster alignment of IT and business goals The four components of the balanced scorecard are: > Financial > Customer > Operational Efficiency > Learning and Growth

5.15.5 Describe the responsibilities of the support center analyst in knowledge management.

The responsibilities of the support center analyst in the knowledge management are to: > Use the knowledge base before seeking to solve an incident > Fix knowledge that is incorrect or incomplete, if authorized > Flag knowledge that is incorrect or incomplete if not authorized to fix it Add knowledge whenever an incident is resolved where knowledge did not exist

5.5.3 Describe the responsibilities of a support center analyst in the service level management process.

The responsibilities of the support center analyst in the service level management process are to: > Work within the parameters of the service level agreements for resolving incidents and fulfilling requests > Identify where services can better meet the business needs

5.13.3 Describe the responsibility of the support center analyst in the Access Management process.

The responsibility of the support center analyst in the Access Management process is to ensure that the process/procedures are followed.

5.6.3 Describe the responsibility of the support center analyst in the Security Management process.

The responsibility of the support center analyst in the Security Management process is to follow security policies and procedures and to understand the procedure for reporting any security related incidents.

2.3.2 Explain the role of the support center.

The role of the support center is to: > Serve as the single-point-of-contact (SPOC) for end users and the business > Execute or facilitate the Incident Management and Request Fulfillment processes > Communicate with users in terms of providing information, advice, and guidance

5.4.6 Define service desk.

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

5.12.2 Describe the role of the support center analyst in the Release and Deployment Management process.

The support center analyst needs to understand their role in the release management process as defined by their organization.

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

The support center is responsible for: > Being cost-effective by responding to customer incidents and service requests in a timely, efficient manner > Providing support center employees with training so they can deliver knowledgeable support while satisfying customer expectations > Delivering consistent, quality support while following the guidelines of the organization and adhering to the terms of any relevant SLAs > Ensuring the customer is supported in a respectful, courteous, and positive manner > Ensuring the analyst knows and understands the conditions of any relevant service level agreements (SLAs)

5.4.7 List the processes that the support center is typically responsible for.

The support center is typically responsible for the following processes: > Incident Management > Request Fulfillment > Access Management

5.4.8 List other processes the support center may have some responsibilities for.

The support center may have responsibilities in the following processes: > Event Management > Problem Management > Change Management > Service Asset and Configuration Management > Release and Deployment Management > Service Level Management > Service Catalog Management > Availability Management > Capacity Management > IT Service Continuity Management

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

The support center provides value to the organization by: > Improved customer service satisfaction with IT Services > Increased accessibility through a single operational point of contact (SPOC) > Improved teamwork and communication > Enhanced focus and a proactive approach to service provisioning > Reduced negative impact on the business

1.8.3 Explain the three major components of Emotional Intelligence.

The three major components of Emotional Intelligence are: 1. Self Awareness 2. Emotional Managements of Self and Others 3. Emotional Connection

5.10.3 List the value of a Change Management process.

The value of Change Management is: > Understanding why changes have been authorized and how they impact the business and the service provider > Timely implementation of changes related to business deadlines > Fewer failed changes, thereby reducing the number and duration of service interruptions

5.9.4 Explain the value of a Problem Management process.

The value of a problem management process are: > Provides information about workarounds and known errors to incident management, thus increasing support center productivity and improving resolution times > Reduces repetitive incidents and increases availability of IT services

5.5.2 List the value of a service level management process.

The value of a service level management process is to: > Improve communication via a collaborative business-centric focus > Manage customer expectations and assure that expectations are realistic and achievable > Ensure that the organization is capable of meeting the defined service levels > Identify areas for improvement

5.11.2 List the value of the Service Asset and Configuration Management process.

The value of the Service Asset and Configuration Management process is: > Provides information and knowledge that allows the organization to make better, more informed decisions faster > Facilitates diagnosis, isolation, and troubleshooting which results in improved restoration time for incidents, requests, and problems thus reducing the business impact

1.1.3 Identify techniques to best manage your work life

To best manage your work life: > Be on time or early with every assignment or meeting > Always approach your manager with solutions, not problems > Trust your manager - You may not understand why a specific decision is made > Increase your problem solving and critical thinking skills by taking good physical care of yourself (i.e. sleep, exercise, eating healthy) > Acknowledge those around you for their dedication > Identify ways to assist your manager with new projects to build trust

1.7.1 Explain techniques for cross-cultural communication.

To communicate more effectively across cultures: > Listen actively > Match the customer's communication style > Use standard language expressions (i.e. eliminate slang) and simple sentences > Moderate the pace of the call to accommodate the customer > Let customer know if you have any difficulty understanding them > Pause to consider what is being said to better understand the customer > Use e-mail, faxes, or handwritten notes to ensure understanding > Ask the customer to repeat the question > Use closed-ended questions to verify understanding > Paraphrase the customer's question or request in your own words to verify your understanding

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

To disengage from a customer who continues to unnecessarily prolong the call: 1. Use closed-ended questions to steer the call toward closure. 2. Set the expectation for the next contact. 3. Recap the customer's actions. 4. Recap the support center's actions (i.e. the steps taken) 5. Thank the customer, say goodbye and mean it; however, allow the customer to hang up the phone first. 6. Provide the customer with written documentation of the Incident.

5.18.1 List strategies for establishing relationships with customers.

To establish and maintain effective relationships with your customers: > Manage their expectations > Build rapport > Be empathetic > Provide consistent service > Understand how your systems or technology impacts your customer's business > Publicize the support center's accomplishments > Maintain a service attitude > Meet the customer's psychological needs first, and then their business needs > Take ownership > Be confident

3.2.1 List techniques for establishing effective relationships with other departments.

To establish effective relationships with other departments: > Be aware of how your team contributes to the success of other teams > Treat others as you would like to be treated > Treat others in your department as if they were your customers > Understand the responsibilities and roles of other departments > Inform other departments about the roles and responsibilities of your group > Focus on the steps necessary to resolve the incident or service request, not on blaming others > Look for opportunities to share information > Adopt a "we're all on the same team" attitude > Recognize others for their contributions > Optimize your communication to suit your audience

5.19.4 Identify ways to adapt to customer competency levels.

To increase communication effectiveness, adapt to a customer's competency level by: > Asking open-ended questions initially to gain elaboration as well as an understanding of competency level > Actively listening to the words used in order to ascertain the customer's level of technical competency > Changing your vocabulary to mirror the level of the customer's terminology

5.23.1 Describe escalation.

Two types of escalation are possible in a support center: > Functional escalation - moving and incident or service request laterally to a specialist more appropriate to the incident > Hierarchical escalation - moving an incident or service request upwards to a higher authority

5.6.5 List types of data that should be protected.

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

6.1.2 Identify types of metrics.

Types of metrics include: > Performance indicators are measures of performance. > Key performance indicators (KPIs) are a measure of progress toward achieving one's goals and objectives. KPIs are specific to the goals of the organization.

5.21.4 List the benefits of using proper documentation, such as spelling and capturing complete thoughts.

Using proper grammar and spelling when documenting incidents or service requests: > Reflects well on the organization and the analyst > Contributes to Knowledge Management by allowing information to be reused without extensive editing > Demonstrates professionalism > Provides clarity in the event other support personnel need to work on the incident or service request > Reduces misunderstandings and distractions

5.16.2 Ex[plain the benefits of using the customer's name during the call.

Using the customer's name during the call: > Sets the tone for the call > Builds rapport between the analyst and the customer > Contributes to a positive first impression for the analyst and the support center > Serves as a subtle reminder to the caller that you know who he/she is and enables him or her to focus in emotional situations

1.1.2 Identify ways to exhibit personal accountability.

Ways to exhibit personal accountability include: > Taking ownership of incidents or service requests > Admitting to errors > Adhering to a work schedule > Knowing your responsibilities and fulfilling them > Meeting personal commitments > Adhering to organization policies and procedures > Representing the organization positively outside the regular work environment

5.16.10 List the steps for closing a call.

When closing an incident or service request: 1. Summarize - use the customer's name and summarize the incident or service request's resolution. Confirm that the incident/service request has been resolved to the customer's satisfaction. 2. Ask if the customer has any other questions. 3. Thank the customer - use a standard closing and than the customer for contacting the support center. 4. Allow the customer to hang up first. 5. Document - provide written confirmation to the customer and update the incident or service request documentation with the appropriate information

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

When determining the most appropriate support delivery method, it is important for the customer and support center to consider the: > Impact of the incident or request on the business > Type of incident or request > Complexity of the incident or request > Product or application being supported > Stipulations in the SLA > Location of the customer > Time zones of the customer and support center > Support center's hours of operation > Performance of remote tools

5.21.5 List behaviors to avoid when documenting incidents.

When documenting incidents, avoid: > Using acronyms > Using emoticons, such as :) > Using slang or regional phrases > Documenting negative references about customers Record the facts without adding personal opinions that do not add value. Write as if the customer will read what you've written.

5.20.9 Identify strategies to use when handling an emotional customer.

When handling an emotional customer: > Use the customer's name to gain focus > Empathize with the customer > Get the customer to focus on the incident or service request, not the emotion > Reassure the customer that this situation is not insurmountable and that you will resolve it together

5.20.8 Identify strategies to use when handling and irate customer.

When handling an irate customer: > Let the customer vent and do not interrupt > Do not be drawn into an argument > Be empathetic > Recognize that the customer's anger is not personal > Be respectful and polite, but do not let the customer make unreasonable demands > Offer assistance - recommend creative solutions > Remain positive and confident

5.16.5 Identify habits and situations to avoid when interacting with a customer.

When interacting with a customer, avoid: > Asking the customer to repeat information that has already been documented > Continuing a separate conversation while answering a call > Expressing negative opinions about other people, teams, or departments > Background noise > Eating food or chewing gum > Extended hold times > Multiple transfers > Using acronyms, slang, regional expressions, and terms of endearment (e.g. "honey", "mate", and "dear") > Being drawn into an argument with a frustrated customoer

5.24.3 Explain the steps for leaving a voicemail status update.

When leaving a voicemail status update: 1. Leave your name, the date and time of the call, and your contact information (including organization and support center). 2. Provide a reference number. 3. State the purpose of the call. 4. Provide an updated status concerning the incident or service request and reset the customer's expectations. 5. Describe any action requested from the customer, or provide details on the next steps planned by the support center.

5.24.2

When providing live status updates to customers: 1. Identify yourself and your support center 2. Specify the incident to which you are referring 3. Describe the current status of the incident 4. Mention the next steps or tasks scheduled, the time frame, and the next status update. (Note: It is not acceptable to say that you will only call when you have found something.) 5. Document tasks that are required of the customer and those that are required of the support center.

5.16.8 List the steps for putting a customer on hold.

When putting a customer on hold: 1. Ask the customer for permission. 2. Provide a valid reason why. 3. give the customer a reasonable time frame to expect someone to return to the call. 4. Wait for a response - remember that the customer's perception of hold time is much greater than the actual hold time. 5. Thank the customer for holding when you return to the call.

6.1.8 Explain what the support center should do when reporting performance results.

When reporting performance results, the support center needs to: > Identify the proper AUDIENCEs (stakeholders) and the metrics they need or use > Provide a PURPOSE, an analysis of the report (trends, achievements) > Identify considerations such as FORMAT AND FREQUENCY when developing performance reports - Format of the report [Name and numbering scheme; Performance (reporting) period and date produced; Frequency format and style; Availability of report]

1.7.4 Explain when to obtain assistance when supporting a customer whose primary language is different than your own.

You should obtain assistance when supporting a customer whose primary language is different that your own whenever: > Frustration levels are increasing > There is little or no understanding between you and the customer > The words the customer is using do not seem logical

5.16.9 List the steps for transferring a call.

When transferring a call, use a "warm transfer" as follows: 1. Let the customer know the reason for the transfer and get the customer's agreement. 2. Ensure that the customer has your name and number In the event the call does not transfer successfully. 3. Place the customer on hold while calling the receiving party. 4. Explain the circumstances of the call and transfer all relevant information so that the customer will not have to repeat him/herself. 5. Verify that the receiving party is able to assist. 6. Connect the cust5omer to the receiving party in a three-way call and introduce the customer.

5.20.10 Identify strategies to use when handling a rambling customer.

When you suspect that the customer is a rambler: > Wait a reasonable time for the customer to finish, but politely interrupt if the rambling goes on too long > Acknowledge the customer and the information > Take control of the conversation by: Using the customer's name to gain their attention and focus; Using closed-ended questions to gain specific information > Tell the customer that you will need to finish the conversation so that you can start resolving the issue

5.4.11 Explain the responsibilities of the support center analyst with respect to ITSM best practices.

With respect to ITSM best practices, the support center analyst needs to understand that ITSM best practices exist and to understand which best practices apply to their organization.

5.20.5 Identify the benefits of demonstrating empathy with the customer.

the benefits of demonstrating empathy toward the customer include: > Increases customer confidence in the support center > Creates rapport with the customer > Helps the customer focus and block out distraction > May result in the customer providing unsolicited, unexpected, and helpful information > May result in the incident being resolved quicker