They assume they will wait in a phone queue that rivals their commute, and will sit on hold long enough to pen a novel.

When we answer the phone within two rings, some first-time callers, who perhaps expect the lowest level of service from an outsourcer, are often stunned. They assume they will wait in a phone queue that rivals their commute, and will sit on hold long enough to pen a novel.

And then there’s the issue of personalized support, which we offer to our clients. That is, if ABC Company wants us to answer the phones with “ABC help desk, how may I help you?” that’s what we do. It’s often less jarring to the caller, and can serve to enhance the internal help desk’s reputation.

Apparently, it’s working.

One of our consultants received an e-mail recently informing him that he had been nominated as employee of the month. But not by us. He was nominated by employees of one of our clients, who didn’t realize he wasn’t on the same payroll.

Our goal is to make it as seamless as possible. It seems we are doing something right.

MORE INFO IN: Desktop Application Support | Contact PC Helps

Lesson 1: Icebergs and Undergrounds

In the common view of desktop application support, calls typically account for less than 5 percent of help desk volume. Very often, the percentage is even less than 1 percent. The visible portion of the “iceberg” is quite small.

But, like an iceberg, what you see on the surface (that is, what most CIOs see when reviewing help desk metrics) is merely a fraction of what truly exists. The reality is that the demand is there; it’s just being absorbed by the organization in other forms:

• Peer support (Joe asks Mary for help)
• Abandoned support (Joe gets stuck and walks away from the task altogether)
• Rework (Joe can’t figure out how to make the software do what he needs so he re-tools his work to get around the problem)
• Self-help (Joe wastes time consulting the software help feature, scouring the Internet for help, reviewing manuals, etc.)

The productivity impact of these “underground” support channels averages three hours per solution at a cost of $48 to $196 per solution (depending on salary). And this doesn’t even account for the additional cost of the peer’s time (e.g., Mary in the example above). In comparison, the average solution with a best-of-breeds software application support provider is less than $25.
The true level of demand typically ranges from 5 percent to 15 percent of all help desk call volume, assuming all troubled end-users are reaching out to the help desk instead of consulting their underground channels. When a company is migrating to a new software suite or version, or rolling out additional mobile devices, the surge in demand for support can reach 40 percent or more of help desk volume.

Lesson 2: Contrasting Models

There is a significant contrast between supporting desktop applications under the standard help desk model versus employing a best-of-breeds approach for “how-to” support.
The standard help desk model employs a tiered support structure where only a relatively small percentage of issues (around 20 percent) are resolved on the first call, another roughly 35 percent require a few days to turn around, and the remaining 45 percent either take longer than a few days, or sometimes never find resolution.
This model staffs agents for things like break/fix, network connectivity issues, and hardware and software installs. They are, by design, generalists that have little knowledge on desktop applications and mobile devices (“jack of all trades, master of none,” to borrow a phrase). Additionally, the typical help desk is built on the premise of “lean staffing,” meaning nominal off-hours coverage, fewer bodies than required to meet peak calling periods, and frequent “leave a message” instances for troubled end-users.

In sharp contrast, a best-of-breeds sourcing partner does not employ a tiered support structure, leading to 90 percent or more of issues being resolved on the first call, and virtually no issue outstanding beyond 24 hours (excluding certain time-intensive development projects). Unlike the typical help desk model, a best-of-breeds sourcing partner employs certified software specialists on the front lines that focus exclusive attention, day in and day out, on desktop application and mobile device support. In this model, response time is critical, listening to music in queue is offensive, and leaving a voicemail is completely unacceptable.

Additional contrast stems from that exclusive focus. A best-of-breeds sourcing partner solves the real problem, not merely the symptoms described by the end-user, in addition to identifying related topics, delivering multiple solutions on the same call, and recommending future courses of action for training. The specialist, by virtue of experience and expertise, can solve today’s issue and reduce tomorrow’s need for similar support. That translates into dramatically enhanced ROI for an organization’s investment in software and mobile devices.

Lesson 3: Apples & Oranges, and How Much They Really Cost

The typical perception of specialized desktop application support is that it is expensive compared to average help desk metrics. The reasoning follows a general pattern: Our average call lasts X minutes and costs Y dollars. The average call to a niche, “how-to” support provider is expensive when compared to our internal cost per call for help desk assistance.
But that’s comparing apples to oranges.

For starters, comparing “costs per call” completely misses the key distinction between a “call” and a “solution.” While a typical help desk call may focus on an isolated, solitary issue and the associated solution such as “connecting to the web,” desktop application support generally requires the delivery of multiple solutions on a single call.

A customer calling in about Excel, for example, may need help fixing a formula, formatting cells, and modifying a pivot table before the support session can be successfully ended. The end result is a much lower cost-per-solution delivered – and one that no doubt required a much higher level of experience and expertise to address.

So, while typical calls to a help desk may cost an average $80 per solution, a specialized partner can deliver solutions for a fraction of this cost.

Aside from getting the terms right, it is also inaccurate to compare the average help desk call with the average “how-to” solution. A help desk handles a disproportionately high number of quick-fix issues (such as password resets, which can average 30 percent or more of all help desk service requests).

Such quick-fix calls skew the average length and cost of a help desk call. If that same help desk examined average minutes spent on just one subset of its data – namely, desktop application and mobile device issues – the numbers tell a very different story.

Lesson 4: A Breakfast Analogy

Training and support are not the same. Training complements support, like milk complements Cheerios, but training is not a viable substitute for support. Still, many IT managers will reason that, since all employees go through training when they are hired and perhaps even periodically thereafter, there is no need for desktop application support. This is flawed for two primary reasons.

First, while training is effective at addressing common and repeated needs, it is highly ineffective – and inefficient – at meeting specialized needs at unpredictable times, which is the very nature of a desktop application support issue. For example, if my company is switching from Lotus Notes to Outlook, it is smart to offer upfront training to teach employees how to attach files, use distribution lists, make calendar entries, etc. – tasks everyone needs to know how to do from the start. But if I cannot figure out why my net present value calculation in Excel is yielding a negative number for the interest rate, training is of no help to me, even if I was the star pupil at every class the company offered.

Beyond that, even a well-trained knowledge worker is highly likely to forget what he/she learned when the time comes to use a key feature or apply a technique within the application or device. Think about the student who studies, aces the exam, and, two months later, cannot remember a lick of what he learned.

Lesson 5: Full-Circle

The presence or absence of quality desktop application and mobile device support feeds a recurring cycle of events.

When support is poor, end-user satisfaction is low. This leads to a low number of calls to the help desk on “how-to” questions and an increase in the need for support, as evidenced by end-users seeking help from peers or other time-consuming sources. This gap in support costs companies an average of three hours of lost productivity per “how-to” issue (see Lesson 1: The Iceberg). But an organization will never see this gap by merely looking at its help desk stats. It is hidden from plain view.

On the contrary, when the gap is bridged with top-notch support, end-user satisfaction increases, as does the number of calls for desktop application and mobile device support. It seems paradoxical, but consider this: When the availability of quality, prompt support becomes known and is then reinforced by experience, the demand shifts from peer support to the newly enhanced help desk. Bridging this gap brings an immediate productivity gain (i.e., winning back the three hours per solution) and a future productivity gain.

An IT manager may ask: Why would I go looking for additional calls? After all, I’m trying to decrease help desk call volume. The real question should be: Why would I allow my company to continue wasting $48 to $196 per “how-to” solution when an alternative model could yield the same solutions for $25?

Have you asked yourself that question? (Jen Darr, Stephanie Maurer)

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In an e-mail response, a reader pointed out an even greater obstacle, something he called the infuriation factor.

“The reason I don’t call our help desk is because it is outsourced to desks outside the U.S.,” he wrote. “The ‘Help’ can’t speak English adequately enough to understand or communicate effectively. A problem which should only take five or 10 minutes to resolve sometimes takes as long as an hour and a half.”

He has a point, and it’s a biggie, for sure.

“Desktop application support is often treated as an afterthought, or a small piece of a gargantuan, all-in-one outsourcing deal.”

Most of us have had a frustrating help desk experience or two, where we were placed on hold, forced to listen to tinny ’80s Lite rock, only to be “helped” – eventually – by someone whose English was so-so, and who was proficient only in gatekeeping.

I’m not by any means xenophobic, and I’m not offended if an ATM asks if I’d like to bank in Spanish, Hindi or English, but the point of desktop application support – or any support – is to clear up conundrums. That’s hard to accomplish if the people involved cannot communicate with each other. It’s even more difficult if the help desk employs a tiered structure and bounces callers around until they get a technician who can actually help.

The language issue is a symptom of a larger outsourcing problem. That is, that because the need for desktop application support isn’t easily quantifiable, and because it’s difficult to prove return on investment with such services, it’s is often treated as an afterthought, or a small piece of a gargantuan, all-in-one outsourcing deal. This not only sullies the help desk’s image, it also tarnishes the IT department’s reputation overall.

Recent industry publications have suggested that multimillion dollar outsourcing deals are the stuff of history, and that companies have begun opting for nimbler, best-of-breed help desk outsourcers. Still, the challenges remain: how to change the help desk’s reputation, how to prove its value, and how to keep an eye on the budget. (Jen Darr)

Is your IT department all-in-one or best-of-breed? Tell us in comments or send us an e-mail.

MORE INFO IN: 5 Lessons to Learn Before Outsourcing | Hidden Demand | Desktop Application Support | Contact PC Helps

Choosing the right migration partner could mean the difference between the championship or an epic loss.

As with any major investment, IT leaders are responsible for proving the value behind the purchase — no matter the economic climate. In an economic dip like the one we are riding out now, the focus on ROI is doubled.

Most IT leaders realize that a Windows 7 & Office 2007 deployment requires coordination, planning and oversight, and they know which areas need to be assessed and addressed. As a result, most bring in a third party for migration assistance.

Champion your migration and prove ROI with these eight service practices:

1. First-Level Analyst Certification: Providing certified computer consultants (Microsoft Office 2007 and Windows 7 launch partners) results in higher first-call resolution rates based on their core competencies. Information workers are less likely to be placed on hold or passed through a tiered-level support structure. Applying a simple analogy, it is probable that the golfer playing five to six times a week will outperform someone who hits the links a few Sundays a month.
2. Domestic vs. Offshore Staff: The ribbon and overall look of the Office 2007 interface compared to previous versions will test IT staff and information workers. Adding potential language barriers will no doubt raise the challenges.
3. Maintain 24-7 and After-Hours Coverage: Forgo skeleton crews or lower-level support during off-hours and deliver constant, world-class Office 2007 and Windows 7 support and training outlets throughout the entirety of deployment. Many organizations employ staff globally or remotely, in addition to a nine-to-five crew. Don’t penalize employees for working in a different time zone or after hours by providing less-than-stellar service.
4. Deliver Advanced Level Office 2007 & Windows 7 Support: As IT leaders begin to see ROI during the early phases of the migration, information workers will have begun navigating their way around the ribbon and will begin finding additional and more advanced time-saving features. Support avenues should mirror these advanced-level requests and should not be treated with any less urgency than basic-level requests made during the initial migration phase. Avoid tier-structured support models to keep service levels high and reduce worker frustration and downtime.
5. Number of Software and Mobile Device Applications Supported: Requiring a migration partner that is familiar with applications and mobile devices outside the Office suite can be critical to the complexity of Office 2007 calls. Based on statistics collected over the past 18 months, many information workers begin their support requests by referring to what they could do in previous versions and want to see those same steps applied to this new version.* Additionally, Office 2007 and Windows 7 is just as often expected to work in correlation with other applications including BlackBerry and Windows Mobile.
6. Training: Instruction before, during and after a migration is a key element in measuring ROI. Everyone learns at a different pace, so having a multitude of training options is best, i.e., self-service, on-demand, web-based, individual and customized. Being able to identify and deliver targeted training needs, solution-based metrics and measurable productivity gains can justify several portions of an Office 2007 and Windows 7 investment.
7. Planning and Education: Many IT leaders admittedly lack the knowledge that encompasses an Office 2007 and Windows 7 migration assurance plan, hence the reach and popularity of migration partners. With this support and training investment and other day-to-day infrastructure responsibilities IT leaders are tasked with, a migration partner should be expected to deliver a simple, successful solution. Anticipated migration assurance plans should include a readiness checklist, a project and deployment timeline, an information worker education awareness campaign, and excellent support and training — all of which can be easily integrated into the existing IT infrastructure.
8. Call Metrics: Downtime and productivity are key factors in proving ROI for any software or IT-related investment. The question to ask is: If IT leaders commit to purchasing new or updated hardware, servers, software, etc., how will the investment affect business units and add value to the organization’s bottom line? Downtime and productivity levels are two areas that easily can be quantified. With little effort, simple call statistics like response time, abandonment rate, hold times, and average first-call overall resolution percentages can be measured and delivered.

*Knowledge workers at 10 Fortune 1000 organizations (clients of PC Helps) were surveyed November 2008 through April 2009, and were asked to quantify the amount of time they would have spent resolving issues such as importing data into a file from another source in Access 2007, tracking changes in a Word 2007 document, repairing a damaged Excel 2007 file, and hundreds of other Office 2007-related software questions without the services of PC Helps Support, LLC.

MORE INFO: March Migration Madness — click here for a top-seeded team and strategic game plan | PC Helps Info Center | Contact PC Helps

University of Tennessee researcher Kate Vitasek offers an in-depth look at how shortsighted cost-cutting and nine other behaviors can hurt companies in her new book, “Vested Outsourcing,” which was published earlier this month by Palgrave Macmillan.

For her study, Vitasek looked at outsourcing deals and identified the most common mistakes companies make when contracting. Among them: Micromanaging, lack of formal governance, metrics obsession, and, of course, cost-cutting as a quick-fix measure.

Cost-cutting, Vitasek writes, is the easiest to identify. Companies desperate to trim the bottom line take the cheapest offer. The result is a tradeoff in quality, service or both.

For more about the study, visit Vitasek’s blog, which features a wealth of articles. It makes for great snow day reading. And for previous posts published on this blog about the subject, see the following: Wasting Money is Bad for the Bottom Line, When Mistakes add up to Millions, and The Real Cost of Offshore Outsourcing.♦

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Poka-yoke is Japanese for “mistake-proofing.” Think of the “In Case of Fire Break Glass” boxes found in office buildings. Because they include a wee stick with which to break said glass, they would qualify as poka-yoke.

Best of all, your employees will experience minimal downtime and very little lost productivity.

In business, Schrage explains, poka-yoke is the “simplest, cheapest, and surest way to eliminate foreseeable process errors.” He urges managers to perform a poka-yoke audit of their own department.

“What are the persistently simple — and simply persistent — dumb mistakes we make that our technologies can help us catch and destroy?” he asks.

Here’s where I believe IT managers should start: the help desk.

Say your company is planning an Office 2007 migration, and you, as CIO, have decided that because of the current economic climate, assistance isn’t needed. After all, your reliance on internal help desk staff during previous Office upgrades didn’t turn out disastrously.

You can take a number of approaches:

• Train your existing IT staffers on Office 2007, and hire extra workers to handle the migration, which would include extensive training and standard benefits;

• hire temps or rely on your current all-in-one outsourcer to get you through it;

• or, bring in a specialized migration partner.

As you may have heard, Office 2007 is radically different from earlier versions. Even the most experienced users will have trouble performing basic tasks like saving documents.

Which one do you think qualifies as the simplest, the cheapest and surest?

In principle, working with the staff you have and hiring a few more keeps the control in your hands, but doesn’t make sense financially or logistically. You will need to train new employees on the entire Office 2007 suite, pay benefits, and dole out extra expenses for an after-hours support skeleton crew.

Such a significant time and money investment (at about $85 per call) does not make sense when you consider that you have no guarantee the new FTEs and your existing IT staff will be able to cover a full-swing migration while maintaining their regular duties. Plus, your new employees will be generalists, supporting only a dozen or so applications. The average peak hold time for this solution is nine minutes, and the call abandonment rate is 10 percent.

At an average of $96 a call, temps are pricier than full-timers, and don’t even deliver better service (15 percent abandonment rate). A temp solution offers generalist support and an average 15-minute hold time during peak hours. It does not provide training, advanced Office 2007 support, or awareness campaigns.

Choosing a big-box outsourcer seems like a smart option if you already contract with one for other services. At $59 on average per call, this option is cheaper than hiring temps and full-timers. Also, some all-in-ones offer training in conjunction with a migration. The downside: The staff is mostly generalists whose first language is not English. Some big outsourcers employ tiered-model desks as well. When you factor in the 10-minute peak hold time and 15 percent call abandonment rate, this option loses its shine.

The last option, a migration partner, is often dismissed as an unnecessary expense, especially when budgets are sparse. However, if you choose the right outsourcer, you will get domestic Microsoft-certified consultants; support for more than 160 applications, including advanced-level Office 2007; training courses and awareness campaigns; after-hours support; no hold time; a call abandonment rate of .01 percent; and a 91 percent first-call resolution rate. Average cost per solution with this option is $25.

Here’s the poka-yoke: By hiring a migration partner, you will not have to hire extra staff (or fire them once it’s complete); you will not need to train your staff to an expert Office 2007 level; you will not have to pay overtime when call volume balloons during the initial migration phase; and, best of all, your employees will experience minimal downtime and very little lost productivity.♦

Read Schrage’s full article.

Download your free migration readiness kit.

MORE INFO IN: Office 2007 Migration Case Study | Office 2007 Migration Assurance Program | Migration Readiness Checklist | Migration Competitive Analysis | Contact PC Helps

“The Ribbon” almost became a profanity in 2009. It’s central to the Office redesign, and it has rendered even seasoned Office users lost and confused.

Are we “efficiency experts”? We think so. Are we “leisure enablers”? Yes, we are. Are we “ROI generators”? Precisely.

Here’s a breakdown:

1. Mobile Device Support

I, personally, cannot imagine a world without on-the-go access to e-mail, documents, maps and every other feature my mobile device affords me. And, I suspect, most corporate workers would agree.

And smart phones will only become more central to how we work. According to a 2009 study, mobile use for business will double from 2008 to 2011 and the variety of devices being used will increase. Problem is, IT departments will continue to be ill-equipped to handle the support needs.

A lack of support naturally leads to downtime, and, because the majority of users are higher-profile employees such as senior and middle managers, the downtime will have a greater effect on an organization’s bottom line.

That’s where we come in. Companies hire us to provide 24-7 expert mobile device support – from BlackBerry and Palm to iPhone and Windows Mobile. Downtime is eliminated; productivity is elevated.

2. Office 2007 & Migrations

“The Ribbon” almost became a profanity in 2009. It’s central to the Office redesign, and it has rendered even seasoned Office users lost and confused.

Many companies had already committed to a migration before the economic downturn, and the inevitable learning curve promised grief. Factor in the dismal financial climate and the overwhelming pressure to pull off a successful migration, and you have full-on agita.

That’s where we come in.

Companies hire us to be there, sometimes 24-7, during the all phases of a migration to Office 2007. Our Microsoft-certified consultants handle the surge in calls early on in a migration, and continue throughout all phases.

3. General How-To

This is our foundation. You need help with a VLOOKUP or pivot table? Call us. You have a thousand-recipient mail merge to complete and keep getting errors? We can help.

Our consultants rarely come across a question that hasn’t been asked before. Experience and stats prove that most users have problems with the same general areas of an application. And although modifying font and line spacing in a document isn’t excessively time-consuming, when you add up the minutes it takes to make those types of changes to every document created, and scale that across a company with 3,500 PC users, the productivity loss can be substantial.

Back to our definition. I’d say this: We enable you to go to more of your kids’ soccer games. We help your company earn its return on investment. We help you do more with less, to work efficiently, to get things done.

MORE INFO IN: Desktop Application Support | Contact PC Helps

The recession has forced managers and the C-suite to scrutinize budgets, choose which projects to embrace and which to scrap, and decide how many employees to sack. It has left a bad taste in many mouths.

“Doing more with less”: trimming the fat; getting back to basics; losing the bells and whistles; re-featuring; making tolerable tradeoffs; dialing down; innovating; repurposing.

Here are some variations of “doing more with less”: trimming the fat; getting back to basics; losing the bells and whistles; re-featuring; making tolerable tradeoffs; dialing down; innovating; repurposing.

Usually, I consider buzzwords and catchphrases as an affront, or a ruse to get me to think I matter as a worker. Then I remembered a column I read on Washingtonpost.com earlier in the year, “Eating Down the Fridge,” written by Kim O’Donnel, who happens to be a good friend of a good friend.

The column is O’Donnel’s challenge to her readers to skip trips to the grocery store for a week, and instead use what’s already in the fridge and pantry. It’s an experiment in doing more with less. (O’Donnel’s effort was inspired by fellow foodie Steven Shaw, co-founder of the web site eGullet.org, who endured his own no-shopping-for-a-week challenge.)

After re-reading it, the idea of getting back to basics in business offends me less, and almost seems noble.

Here’s an excerpt from O’Donnel’s piece that I especially like:

“A closer look reveals I’ve got more than I realize — plenty of onions and carrots, a few loose potatoes, fresh thyme, garlic, shallots and some kohlrabi — hardly an empty produce bin. And maybe that’s just the point behind Shaw’s challenge — to think more closely about what we really need during these financially difficult times rather than feeding a whim. Let’s be honest: how often do you throw away perishables that get stuffed into the fridge only to be forgotten? Just last night, I bid farewell to half a bunch of escarole that shoulda coulda woulda. Lazy and taking food for granted, you ask? Guilty as charged.”

And although O’Donnel is speaking of kohlrabi and shallots, she could just as well be talking about software migrations and expansion projects. In her EDF series, she urges readers to sign up and share their successes and failures. Ideas are exchanged, progress is made, fridges are cleared.

I’m no Pollyanna, mind you. Too many people have lost their jobs and life savings over the past few years and recovery will not be easy. But, perhaps, keeping the fridge example in mind, doing more with less can be seen as a recession blessing. It can inspire managers to choose what to cut and what to keep according to their value to the company in the long term, not just the face-value price tag.

An industry example: A major food and beverage company used one of its existing service providers to improve customer service levels across the IT infrastructure. The organization’s leaders looked at the resulting positive feedback from customers, the decrease in hold times and call abandonment, and the boosts in productivity levels.

The company then brought in the service provider to show its internal IT staff how to run the department to get the same kind of stellar results.

In doing so, the company avoided having to hire a multimillion-dollar outsourcer or pricey per-diem consulting firm — and, more importantly, it didn’t use layoffs as a cost-cutting measure. Its employees are happy, and the IT department is stealth.

Here’s to a healthier 2010, physically and fiscally.

(O’Donnel’s column has since moved to True/Slant, where she continues her occasional Eating Down the Fridge series. You can find it here.)

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It’s like watching your siblings bicker at Sunday dinner. Ugh. Enough already. Bring on a solution.

With the current state of customer service, a renewed focus would be a welcome change.

Look at current tech publications and you will surely find a rant or three about horrific customer experiences (for a recent one, see CIO.com’s “Tech Vendors Behaving Badly”). Search Twitter for “customer service” and you will find scores of tweets cursing the ineptitude of Company X and Company Y.

It’s like watching your siblings bicker at Sunday dinner. Ugh. Enough already. Bring on a solution.

You can start by taking note of a recent book, “Your Call is (Not That) Important to Us,” written by Emily Yellin (http://www.emilyyellin.com/) and featured in a recent AARP Bulletin story. Yellin, a journalist, wrote the book after enduring a particularly frustrating customer service experience herself.

Her book presents a fresh look at the customer service industry, and offers the average person some insight into the reasons many companies opt to automate and outsource to foreign companies.

Here are a few numbers from the AARP piece: According to Yellin, Americans contact customer service 143 times per year, or 2 to 3 times per week, on average. The average cost to companies with an American-based call center is about $7.50 per call. Outsourcing to another country knocks the price down to $2.35 per call, and letting customers take care of the issue themselves through an automated system drops it to about 32 cents per call.

The AARP reporter asked Yellin about the declining quality of customer service. Here’s her response: “What has happened increasingly, especially in the last five years, is that many companies haven’t paid attention to customer service and continue to view the success of a call center from their own viewpoint — as a cost whose success is based on the number of calls they can handle in an hour.”

Bingo. Just because a outsourcer can take thousands of calls a month at a bargain price doesn’t mean they can actually resolve issues. Bye-bye company cost savings, hello customer (and employee) rage.

This is where the new technology comes in. In the past, miffed customers had few outlets for their rage. Today, they have Twitter, Facebook, YouTube and a horde of sites that encourage commenting and reviews. A company can only ignore criticism for so long.

MORE INFO IN: Desktop Application Support | Contact PC Helps

Click to download your free Windows 7 and Office 2007 Migration Readiness Kit.

Part One, The Big Picture:

Expert support and training before, during, and after deployment is the key to a successful migration. You will need to tackle the steep learning curve and minimize downtime so your employees can regain the confidence and knowledge necessary to remain productive.

Some questions to keep in mind: If the average end-user was completing 30 tasks per day prior to migrating, what will it take to bring them back up to that level once Windows 7 and Office 2007 are deployed?

• Technical support and training for employees before, during, and after migration.
• Live, expert support and training, 24 hours a day, seven days a week.
• Focused project timelines to coordinate deployment, support and training.
• Awareness campaigns that let employees know where to get software help.

Do you have enough internal bandwidth and full-time employees to learn, teach, deploy and support this migration? If not, you will need the following:

• Assistance fielding immediate migration questions, which allows your internal IT staff to attend to deployment procedures and day-to-day support calls outside the Microsoft package. This allows you to maintain call flow and eliminate call abandonment and employee frustration.
• Ongoing call analysis and solution-based reporting to identify target training needs.
• Office 2007 training options, including custom, interactive, group, individual and on-demand training, plus a self-help knowledgebase.
• With a usage-based migration program, you will not need to hire additional full-time employees, a consulting group, or outside trainers.

If you are surprised by the work that goes into a migration, you should be.

Part Two, the Readiness Checklist:
You want successful transition to Windows 7 and Office 2007, and early ROI. In order to meet those goals, you need to keep your employees informed and trained before, during and after deployment. With a plan in place, you will minimize or eliminate dips in productivity and give your workers confidence to use the tools they rely on every day. This is what you should expect from a migration partner:

Before

• Educate employees about what’s to come via e-mail, newsletters or the company intranet
• Create an employee education campaign, with live, expert training and support
• Offer instructor-led, Internet-based training
• Provide access to a self-service learning portal with hundreds of Windows 7 and Office 2007 audio & visual tutorials
• Train internal IT staff on basic, intermediate and advanced frequently asked questions
• Alter voice response unit (VRU) message to address specific migration calls

During

• Continue employee education campaign, with live, expert training and support
• Offer instructor-led, Internet-based training
• Provide access to a self-service learning portal with hundreds of audio & visual tutorials
• Provide immediate, expert support on Windows 7 and Office 2007 applications, 24 hours a day, seven days a week
• Deliver “type 2″ and related topic training to all employees during and following support calls
• Offer live, web-based training sessions covering specific applications: Excel, Word, PowerPoint, Outlook; beginner, intermediate, and advanced. Select group, individual or customized sessions

After

• Continue employee education campaign, with live, expert training and support
• Continue to offer instructor-led, Internet-based training
• Provide access to a self-service learning portal with hundreds of audio & visual tutorials
• Solution-based call details, productivity measures
• Call analysis identifying targeted training needs
• Quality assurance program measuring user satisfaction, call complexity reporting and downtime analysis
• Monthly e-mail newsletter featuring tips, tricks and shortcuts

If you are surprised by the amount of work that goes into a migration, you should be. It’s not a simple upgrade. No need for concern, though — that’s the migration partner’s job.

There are awareness campaigns to launch before, questions to field during, and inevitable glitches to handle after. And that’s just a slice of what to expect.

Part Three, the Matrix:

At no other time is staffing more important than during a migration, when employees will be struggling with or even resistant to the challenges of change. There are education awareness campaigns to launch before, questions and install issues to field during, and inevitable glitches to handle after. And that’s just a slice of what to expect.

You have four basic choices in staffing for a migration: hiring additional full-time employee(s); bringing in temp workers; contracting with an all-in-one outsourcer; or hiring a best-of-breed company. (Of course there’s a fifth choice – migrating without a staffing plan – but we’ll skip that option. You should too.)

Here’s a look at the pros and cons of each:

In principle, hiring additional full-time employees keeps the control in your hands, but doesn’t make sense financially or logistically. You will need to train new employees on Windows 7 and the entire Office 2007 suite, pay benefits, and dole out extra expenses for an after-hours support skeleton crew.

Such a significant time and money investment (at about $85 per call) does not make sense when you consider that you have no guarantee the new FTEs and your existing IT staff will be able to cover a full-swing migration while maintaining their regular duties. What’s more, your new employees will be generalists, supporting only a dozen or so applications. The average peak hold time for this solution is nine minutes, and the call abandonment rate is 10 percent.

At an average of $96 a call, temps are pricier than their full-time counterparts, and don’t even deliver better service (15 percent abandonment rate). A temp solution offers generalist support and an average 15-minute hold time during peak hours. It does not provide training, advanced Office 2007 and Windows 7 support, or awareness campaigns.

Choosing a larger outsourcer seems like a smart option if you already contract with one for other services. At $59 on average per call, this option is cheaper than hiring temps and full-timers. Also, some all-in-ones offer training in conjunction with a migration. The downside: The staff is mostly generalists whose first language is not English. Some big outsourcers employ tiered-model desks as well. When you factor in the 10-minute peak hold time and 15 percent call abandonment rate, this option loses its luster.

The fourth option, a best-of-breed, is often written off as boutique-y and expensive, and even more so during an economic downturn. The offerings are definitely high-end: domestic Microsoft-certified consultants; support for more than 160 applications, including advanced-level Office 2007; training courses and awareness campaigns; after-hours support; no hold time; a call abandonment rate of .01 percent; and a 91 percent first-call resolution rate. The price is anything but expensive, however, at an average of $25 per call.

FIND MORE INFO IN: Office 2007 Migration Checklist + Tools | Migration Case Study (.pdf) | PC Helps eTraining | Desktop Application Support | Contact PC Helps