Hey, So usually this is done by the business unit leaders. At AT&T people used to call it "pushing the wastebasket". The idea is that each department runs as a separate business and in order to evaluate the business you debit and credit departments as if they were counterparties in a trade. Someone usually ends up on the outside looking in. Typically, for call centers, this evaluation is done on a cases handled versus calls placed manner with time/$ values associated with every ticket. Tier 2 support costs more per person than tier 1. If tier 2 doesn't actually speed or reduce call traffic, there's no point in having a tier 2. Now, as one might imagine, there is a great deal of subjectivity in these numbers. Many teams try to tackle this by dividing salaries by hours on the phone. This can hide a lot of the value of tier 2 as the whole point is to eliminate extra time someone would've spent in tier 1 looking for the answer. Your challenge is to quantify how much time you're saving and multiply it by your salary per hour number. That's a good place to start. Cheers, Joshua Sent from my iPhone On Feb 14, 2013, at 12:59 PM, "Kasper Adel" <karim.adel@gmail.com> wrote:
Hello,
We are a 2nd level of escalation in a service provider, trying to put a $ value on the support we give to our NOC and other implementation teams, when they email us about problems they face. But we are merely bits and bytes engineers that cant quantify and justify the value of what we do to the management team. I guess these smart suits want to see an excel sheet with a table of how much they save or gain by the support we do. We respond to technical questions and simulate problems in a lab.
Can anyone help me with an idea or any material i can reuse? Templates? Has any one been in a similar situation.
Thanks Kim