July 2009, Issue 2, Volume 11

STEERING THE RIGHT COURSE

Leadership Amidst a Storm: Steering a Different Course / Module in the Spotlight: Long-term Planning / Client in Focus: McDonald's

Borrowing from your neighbour
In my first year of secondary school I had an unexpected French test. I hadn’t prepared, so there was nothing else to do but, very inconspicuously, glance over my neighbour’s shoulder to see what he had jotted down. My discretion

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TOPdesk Magazine, a service management platform, discusses subjects that are topical in the world of professional service desks in IT, facilities and other service providing organizations. TOPdesk Magazine is intended for managers, service desks employees, facilities organizations and electronic city councils - anyone who is involved with supporting customers on a daily basis. This concerns both the processes and the technology behind these services.

was obviously not enough: the teacher grabbed the piece of paper from my desk and gave me an F.

When you’re out of school, 'borrowing' from your neighbour is suddenly allowed. In fact, it’s even encouraged. Stories on best practices are often the central focus of conferences and books – all of them from people and companies who say “Look, we do things this way. And if you think it’s useful, you’re free to copy our approach”. What if you are uncertain about a new tool you're thinking of purchasing? Then you only have to visit a fellow branch who will show you in detail how they use the tool.

Now it’s your turn to borrow from your neighbour. The motto of this

ColoPHon
TOPdesk Magazine is a TOPdesk publication tel: +31 15 270 09 00 email: editorial@topdesk.com Editorial board Amanda Dirkse, Niek Steenhuis Editors Arjenne Bastiaansen, Brenda Heeringa, Carrie Brandt, Claudia Funk, Fenneke Gonggrijp, Henrieke Korten, Jelle Draijer, Johanna Kirn, Joop Bindels, Nicola van der Velde, Patrick Mackaaij, Robbert Petterson Translators Carrie Brandt, Clare Donald, Nicola van de Velde Lay-out Dutch Designers Collective Beatriz Fernández García, Cathy van den Berg, Jimmy Goedhart Website David Blom, Erik Pols, Ted Erkkila

magazine is “Steering the right course”, in which we elaborate on benchmarking and leadership under changing conditions. Furthermore, we will take you behind the scenes of the world’s most famous hamburger chain.

Have fun and be inspired!

Niek Steenhuis

Dutch Designers Collective
Part of the TOPdesk group of companies

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4 News 5

Contents July ’09
Column: Benchmarking 6 Module in the Spotlight: Long-term Planning

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7 Client in Focus: McDonald's 9 Leadership Amidst a Storm: Steering a Different Course 12 Time-Savers Module: Mail Import

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14 Trends: Who Will Be Your New Boss? 16 Tips + Tricks

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News
TOPdesk Hungary
On 1 May of this year, the newest TOPdesk office – TOPdesk Hungary – opened in Budapest. The Hungarian office is currently in the midst of setting up a team of developers and getting sales activities underway. The team in Hungary is collaborating with the development teams in the Netherlands and Germany to work on the continued development of TOPdesk software. Two members of the development team in Hungary have completed their training in the Netherlands and are now applying their knowledge to developing new features of TOPdesk and improving existing ones. The team occupy a beautiful, historic building in the centre of Budapest.

TOPdesk attends London Shows
On 28 and 29 April, TOPdesk attended the Service Desk & IT Support Show in Earls Court, London. TOPdesk UK was also present at Earls Court for GC live – the UK’s leading event for Public Procurement– on 9 and 10 June. The Service Desk & IT Support Show focuses mainly on the latest service management technologies and visitors were given tips by ITIL experts and resource management specialists. GC live gives visitors the opportunity to see the latest products and solutions from hundreds of suppliers ranging from IT to the energy and property sectors, as well as discuss the needs of their organization face to face. Members of the TOPdesk team who attended the shows not only had the chance to meet new (potential) clients, and introduce them to the capabilities of TOPdesk software, but also greet existing ones. Overall, the shows were both successful and enjoyable for TOPdesk. If you missed seeing TOPdesk at this year’s shows, make sure you attend next years’ to find out the latest in the world of TOPdesk, service management and public procurement.

TOPdesk UK relocates to brand new London Bridge premises
Due to the continued expansion of TOPdesk UK, the team has left their Hammersmith office behind for a larger, more suitable one in the impressive surroundings of London Bridge. As of Monday, 15 June, you will be able to find TOPdesk UK at: 61 Southwark Street SE1 0HL London Telephone (for general enquiries): +44 (0) 20 7803 4200 Support: +44 (0) 20 7803 4210 Fax: +44 (0) 20 7803 4215 Please also note our new phone number.

TOPdesk attends French show SISEG 2009
SISEG 2009, the international show for Facilities Management and Procurement, took place from 31 March to 2 April in Paris. SISEG attracts in excess of 10,000 visitors annually, from across all areas of facilities. This year, TOPdesk made its debut at the show, which offers information on the most important aspects of the facilities sector. Visitors to the TOPdesk stand were shown how TOPdesk can be implemented to support facilities processes. The positive reactions offer good perspectives for our FMIS on the French market.

4 news

Column:

Benchmarking

On 18 June, TOPdesk Netherlands organized the eighth edition of the Symposium – a day on which we invited business relations of TOPdesk in Holland to attend an informative day about service management. Back in the day, it was a meeting of around twenty clients in the assembly hall of Delft University, but has now expanded into a full-scale service management event for 800 visitors. Something that has not changed over the years, however, is the way TOPdesk operates. As you may already know, our organization is all about doing things in-house. The same goes for organizing events. Some of our colleagues, who normally work as consultants or account managers, were transformed into part-time event organizers. By the time the show approached, they were even committed full-time. So why do we do everything ourselves? We learn from taking on new challenges. An added plus is that it turns out that we are actually good at organizing professional events. Drawing inspiration from other companies is always important. A few months ago, for example, we attented a client day of a TOPdesk client (ADP: a software supplier for payroll and HR). It was a great opportunity for us to see how they organized such an event. How do they handle logistics? How are the badges distributed?

Is the lunch any good? It was a very instructive example of how to organize a client day. I was actually so busy with all the lunch and badge details that I didn’t even focus on the content of the presentations. At the end of the day, I left with a page full of notes. The desire to compare yourself with others is also something that concerns our clients. They want to learn from other organizations and see how their own business measures up. This process has a more common name: benchmarking. As a result, you can develop plans for making improvements within your own organization. We are currently using benchmarking for a new service desk presentation in which we use results from a survey we sent to all our clients. Benchmarking also played a significant role in the Symposium. Consultant Auke Hover gave a presentation on the ins and outs of benchmarking. Participants of this benchmark were evaluated by our panel of judges and had a chance at winning one of the Service Management Awards. It was a great end to a great day. ADP's client day went off with a big bang with a performance by illusionist Hans Klok. Now it was our turn to use the benchmarking theory and live up to our own expectations. Come and see for yourself at one of our TOPdesk shows!

TeXt: ARJENNE BASTIAANSEN

Column 5

In the Spotlight:

Long-term Planning

As a sensible facilities manager, you want to keep your property in a good state of repair in order to maintain the value of your organization’s assets – and do so within budget, of course. That requires some careful planning and decision-making: just how often should your buildings be inspected for structural abnormalities? How often should the interior and exterior be painted? And when does it become economically prudent to replace a piece of equipment as opposed to continuing to repair it? TOPdesk will help you find answers to these questions.
TeXt: NIEK STEENHUIS

Graphic overviews
The Long-term Planning module gives you clear insight into the life cycles of your investments, ensuring that you know what to expect and when to expect it. Easy-to-use graphic overviews give you the opportunity to record maintenance and replacement plans for your organization’s property and equipment. You can make these planners as flexible as you wish and edit them at the click of a button. Costs are automatically adjusted based on the changes you make, ensuring that you can immediately see the financial consequences of your changes. This module enables you to take control of the life cycles of your assets and formulate a realistic budget.

Scenarios
The true financial consequences of long-term maintenance planning only become evident when multiple options are compared. For that reason, the Long-term Planning module enables you to draft multiple scenarios for maintenance planning. In each scenario you can determine which activities should take place, when they should take place and how much they will cost. One glance at the end result will reveal which scenario is the most optimal for your situation and should be made the active scenario on which your longterm maintenance is planned.

Long-term Planning Measuring Conditions

Establish Long-term Plans Operations Management Maintenance - planning - executing - monitoring

Compare Scenarios

Integration
To make your long-term maintenance plans as efficient and accurate as possible, the Longterm Planning module integrates seamlessly with other TOPdesk modules. Thanks to integration with Asset (Configuration) Management, you will always know precisely which assets need to be repaired or inspected – from the parking lot and inventory to hardware and network components. In addition, integration with the Property Management module gives you clear insight into the maintenance plans for your various sites and their interiors, including elements such as floors, walls, windows and other equipment. Such detailed information will ensure that your planning and budget remain as realistic as possible.

Put your plans into action
The planning you create in the Longterm Planning module can be easily put into action with the Operations Management module from TOPdesk. The Activity card in the Long-term Planning module can be easily turned into an activity in Operations Management. Data are copied into the new card, enabling you to schedule, execute and monitor operational activities quickly and efficiently. A straightforward to do list gives you a quick overview of all scheduled maintenance activities.

6 module in the spotlight

TOPdesk – They're Lovin' It!
The HauptServiceCenter, a division of McDonald’s Germany, is located in Munich. From there, a team of approximately forty employees maintains the IT infrastructure of the fast food giant, which, at the time of publication, encompasses 1,346 restaurants nationwide. The IT Service & Support department has been using TOPdesk since April 2008. Raik Müller, IT Manager, is enthusiastic about the application: “TOPdesk was the breakthrough that turned us into a professional service desk. By using the application, our bunch of specialized groups now forms a cohesive team.”
Raik Müller

TeXt: JOHANNA KIRN

Every last detail
A change in groupware – which mandated a new call registration system – was what brought about the professionalization of IT support with TOPdesk. Müller explains the reasoning behind the choice for TOPdesk: “The multiuser license model, which is based on the number of callers, really sparked our interest. It enables us to expand our service desk with extra specialists as we see fit, but without extra costs. Since we outsource part of our support, and our partner company uses a different help desk application, the linking options are very important to us. Furthermore, the user-friendliness of the entire system really impressed me during the demo that was given

by a TOPdesk Account Manager here in Munich. Callers, operators and administrators are all able to navigate the system easily right from the start. Every last detail in TOPdesk has been well thought through! As for satisfying requirements for standards such as ISO, SOX and ITIL in particular, TOPdesk is simply unbeatable.”

more significant advantages of SaaS. According to Müller and his colleagues, one of the conditions of using SaaS was that the server authentication occurred through a secure LDAP connection. In addition to the standard Incident Management and Configuration Management modules, McDonald’s also uses the Change Management and Stock and Order Management modules. Müller explains how he and TOPdesk consultant Arndt Oberhöffken configured TOPdesk: “We entered all of our restaurants, the headquarters in Munich, and five regional branches with 700 callers in TOPdesk. During the finetuning of the set up, we took care of our user interface and created

Half SaaS for McDonald’s
McDonald’s decided to purchase TOPdesk instead of opting for the Software as a Service (SaaS) version. However, the hamburger chain contracts the administration and maintenance of the server and software out to TOPdesk because they do not want to spend any resources on this aspect – which is one of the

client in focus 7

the necessary links between fields so that we could begin logging calls as soon as possible.”

Software links with external service providers
McDonald’s outsources first line support for its restaurants to an

the operators into three groups: Restaurant Support, Office Support and a Supporting Files group. “Additionally, there are other employees not affiliated with our department that are involved in support. For example, our partner companies in software development

of logging calls, Müller’s team will be able to devote more time to processing calls as opposed to registering them. “Finally, after approximately a year of experience with TOPdesk, we can say that the application has fulfilled all of our requirements

“ By using the application, our bunch of specialized groups now forms a cohesive team. ”
IT service provider. A link with the external help desk software generates incidents in TOPdesk, which are then sent to second line operators via a mail import. They either process the incidents or send them back to the external support team. Müller has divided take over the third line support.” Müller’s next step will be making the Self Service Desk available to the 700 employees at the headquarters and regional branches. After the test phase is complete and everyone is accustomed to the new manner and expectations,” declares Müller. “The excellent support we received during the consultancy days, the implementation and the later training phase was unique and something that I have never before had the pleasure of experiencing.”

8 client in focus

Leadership Amidst a Storm: Steering a Different Course
It was going to be a beautiful and calm day at sea. The crew had worked hard all day and the ship’s hold was filled to the brim with fresh fish. The captain was satisfied with the routine and efficiency with which his men had worked. He was just going to haul the dragnet one last time before heading home. But then suddenly the sky became overcast.
TeXt: ROBBERT PETTERSON

The calm sea swelled into massive waves that crashed into the side of the boat. The crew was getting nervous. Fishing was their expertise, but surviving a storm was an entirely different game. Could the ship escape the storm in one piece?

different actions. For something to be done fast, all the crew members must work together. The captain had to give them clear instructions and plot a new course to reach the harbour safely.

from other sectors have landed in hot water. Jobs are being cut, budgets have been decreased and, consequently, good ideas or projects are often being mothballed. Furthermore, managers are left to deal with difficult decisions: How

“ There is a difference between successful leadership in stable situations and in changing conditions. ”
Would the hard fought-for catch of the day be lost? Or even worse, what if a crew member were to fall overboard? The captain realized that an entirely new situation was at hand – a situation that required As we speak, the world is also amidst a storm. Many countries have been hit hard by the credit crunch. Not only is the financial world experiencing problems, but more and more organizations will their organization survive the storm undamaged? Will the loss be substantial? Is reorganization an option? People start fearing for the loss of their jobs when the future of their organization is unclear. Will

THEMe 9

they be swept overboard? Somebody must take the lead and set the right course in these times of change.

Transactional and transformational leadership
What kind of leadership is necessary for the ship and crew to make it through the storm? This article discusses two types of leadership that can both be successful, depending on the situation. The first type works fine in stable situations. However, when big changes occur and a lot of uncertainty is involved (reorganization, for example), a different type of leadership is necessary. James Burns, who is specialized in research on leadership in American politics, was the first to describe the difference between successful leadership under stable

allowed to watch after doing his or her homework. Transactional leadership then leads to expected results by using a reward system. Individual needs are subordinate as it is in everybody’s best interest to work towards the goals of the leader. Transactional leadership works really well in smooth waters.

for president. He promised change. Not only did he raise awareness on US ideals, but he also gave hope of working together to solve problems. He wants to transform people and overcome the crisis.

The four components
Bernard Bass points out four components of transformational leadership: charisma, inspired motivation, intellectual stimulation and compassion. The first component is charisma. Charismatic leaders are characterized by self-confidence and high ethical standards. They are deeply respected and trusted by their people. They offer their people a vision of an attractive, realistic and believable future.

Heavy storms change everything
A heavy storm changes the situation entirely. The future is no longer certain and a reward structure will no longer suffice. In order to survive the storm, a leader with strong values must step forward to motivate his or her people effectively and exceed expectations. Leaders should transform their employees by making them raise

“ A manager could give one employee a lot of freedom, while other employees require a high amount of structure. ”
situations and changing conditions. In 1978, he drew a distinction between transactional leadership and transformational leadership. Bernard Bass, a professor emeritus from Binghamton University of New York, has incorporated Burns’ ideas to develop a well-known model within theories on leadership. their own standards with which they surpass their self-interest. Making them aware of the moral values of the organization will further increase their interest in the common goal. This strengthens both their motivation and the bond they have with each other. Transforming the group in such a way enables them to anticipate the uncertainties of a heavy storm. This process of motivating employees is called transformational leadership. The United States is a good example of how this process works in practice. George W. Bush put the US in two wars, created an enormous budget deficit and incited a bad image in the rest of the world. Then Obama was chosen Furthermore, charismatic leaders can state their vision and aims very clearly. The captain can lead his crew to a safe harbour if he has a clear vision of how to escape the storm and communicate this with self-confidence. For example, a manager who wants to improve the service delivery of their service desk should draw up a clear plan and communicate this to their employees. The second component of transformational leadership is inspirational motivation. A leader inspires and motivates their people by communicating high expectations and conveying confidence that they will live up to these expectations. The leader will often use symbols and

In smooth waters everything is under control
Transactional leadership is all about exchange. In a stable situation, a leader can set up a reward structure to influence the behaviour of his or her people. An example is a bonus for salespeople who reach their targets. Another example of a transaction is a mother who negotiates with her child about the amount of TV he or she is

10 THEMe

play on emotions. During the Obama inauguration, the world was given hope by a powerful speech, music and the American flag in the background. The third component is intellectual stimulation. Employees are stimulated into considering the problems that an organization might face. The leader will challenge his or her people to generate creative and innovative solutions. An example is a manager who lets his or her service desk employees come up with ways to be even more customer-friendly. Component number four is described by Bass as compassion, or being sympathetic towards people. This means that leaders are focussed on the needs of their people and propel them to further achievement. They also give people more responsibility and realize that each person must be treated individually. A manager could give one employee a lot of freedom, while other employees might require a high amount of structure.

Steering a different course
Transactional leadership is based on a relationship of exchanging valuable resources, while transformational leadership is more about changing people. If the future is precarious, you need a group of people who work towards a common goal. There must be a leader who motivates and inspires people into generating solutions and is attentive to each individual. While transactional leadership may be successful in a stable situation, changing conditions call for transformational leaders who will steer a different course and lead their people to a safe harbour.

THEMe 11

Module: Mail Import
Patrick Mackaaij is the team leader of one of our consultancy teams. When visiting clients, he noticed that many of them could get more out their TOPdesk application. Putting the free Mail import module to use is a good example, as it can save you a lot of time. The only investment is one hour of installation time.

TeXt: PATRICK MACKAAIJ

In practice, you would probably prefer that end users log their incidents using the Self Service Desk module. Often enough this does not happen and incidents come in through email. Unfortunately, copying these incidents into TOPdesk takes a lot of time. These are the actions you would take in such a case: 1. Open the (department) mailbox; 2. Decide whether the email message is an incident; 3. If this is the case, create a new incident in TOPdesk; 4. Enter the caller; 5. Select the email option at 'Entry'; 6. Copy the text from the email; 7. Paste the text in the request field in TOPdesk; 8. Finally, save the incident card in TOPdesk.

If the email message contains attachments, you must take the following steps for every attachment: 9. Save the attachment, for example, on your desktop; 10. Open the Notes tab in TOPdesk; 11. Click on the ‘Upload’ button; 12. Finally, search for the attachment and send it to TOPdesk. You can process these email messages faster and more efficiently in TOPdesk with the Mail import module; only the first two steps of the process remain. If you decide to treat the email as an incident in step two, you should drag the message to a subfolder with, for example, the name 'To TOPdesk'. If you wish to import all email messages in your inbox as

incidents in TOPdesk, you do not have to create a subfolder. If the mailbox is spam free and does not contain messages you do not wish to import, you can use the Mail import module to automate the process. Tip: TOPdesk can insert more details, such as a standard operator. When using TOPdesk 4 Enterprise, you can even import emails from multiple mailboxes.

Setting up the Mail import module
The Mail import module is a standard accessory in TOPdesk 4. In your role as supervisor, you can use the Settings menu to setup the module through the web interface. TOPdesk 3 also contains the Mail import module. In order to use

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the module, you must have the web interface at your disposal. In the past, TOPdesk did not always include the required license file 'mailimportservice.license'. If this file is absent in your license files, TOPdesk Support can generate the license file for you. For this, you will need to log an incident via TOPdesk Extranet, with which you upload one of the other license files from the web interface. You can set up the Mail import module via the console of the TOPdesk ApplicationServer. TOPdesk has based the development of the Mail import module on the generic protocol IMAP. This enables the import of email messages from the Microsoft Exchange Server, but also from, for example, Novell Groupwise or Lotus Domino. TOPdesk does not, however, have any expertise regarding these mail servers. You can contact TOPdesk Support with your functional questions or ideas.

Tip: TOPdesk displays error messages in the 'log' folder of the TOPdesk ApplicationServer. If changing the settings does not have any effect, you can find possible error messages from the mail server there. Using telnet, you can test a basic connection even faster by opening a mail server connection from within TOPdesk. IMAP traffic runs by default via port 143. When the mail server responds, you can test your login data with the following command: ? login ,username> <password> Further information can be found on the Microsoft website: http://support.microsoft.com/ default.aspx?scid=kb;en-us;189326

you can set up the textual content of outgoing email messages with TOPdesk settings management. You can even choose to use a specific text for incidents that have not yet been logged via the Self Service Desk. It is important that the TOPdesk Application manager chooses an Event on Time taken (one minute after date/time of creation by the mail import) and an Event for creating a Card. As an example, our client, ActiVite, uses the following text: “With the TOPdesk Self Service Desk you can log your calls 7 days a week, 24 hours a day. You can also use the Self Service Desk to follow the progress of your call(s), respond to calls and inform your colleagues about (the status of) a call. In the TOPdesk Self Service Desk, you will also find a Knowledge base which contains user instructions, FAQs and useful tips.”

Draw your end users’ attention to the Self Service Desk
Every outgoing email offers you the opportunity of bringing the Self Service Desk to the attention of an end user. In your role as supervisor,

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Trends Who Will Be Your New Boss?
Under the guise of enhanced efficiency, more and more IT and facilities departments are working together. Some are even joining forces completely to form one department. That raises the question, who will lead this new department? We discussed the subject with TOPdesk Consultant Renske van der Heide and TOPdesk Account Manager Martin Beijering.

TeXt: niek steenhuis

How do IT and facilities employees view this issue?
Martin: “It is certainly a cause for concern among IT and facilities employees. I have given guest lectures to both IT and facilities management students, and the question came up in both disciplines when we began discussing departmental merges. A facilities student asked, ‘If someone from IT becomes my boss, will he or she be able to understand my problems?’ And the same goes for IT employees; they can be quite sceptical about a facilities employee leading their department.”

and maturity should be the deciding factors when it comes to selecting a new boss. Who has the ability and fortitude to take on the challenge? And what is their reputation? For example, a facilities manager who coordinated a large move on time and within budget should be the more likely candidate than an IT manager who was responsible for the failures of two data migration projects. Additionally, it is important that the candidate is a ‘people person’ and is well-liked by the other employees – they should want to work for the boss, otherwise they will not get anywhere as a team.” Renske: “A client once told me that their facilities and IT departments were merging, and asked me who should lead the new department. I am of the opinion that, most importantly, it

must be someone who is suitable for the position, regardless of whether he or she works in IT or facilities. You need to have someone who can successfully facilitate communication between colleagues and departments, coordinate appointments with clients and suppliers and conduct themselves in a socially responsible manner. A reorganization means that new positions will be made available; the department head needs to ensure that the right people end up in the right places.” Martin: “There is also a case for appointing a third person as the new department head, instead of the IT or facilities manager. Appointing an external person, not affiliated with either department, can circumvent the misgivings that an IT employee might have about a facilities employee becoming

So who will it be? IT or facilities?
Martin: “The department from which the new boss comes is not the most important factor. I think that the manager’s energy

14 Trends

their boss, and vice versa.”

So the new boss’s original department does not really matter?
Renske: “Well, you could say that, generally speaking, many facilities managers already have the

qualities that are important in a department head. They are usually quite service-oriented and keep the purpose of their work – ensuring that their clients can do their work – at the forefront of their activities. For example, they do not provide chairs, but areas in which to work. For them, it does not so much matter if you name something an ‘incident’ or a ‘call’, or if you reach your goal via procedure A, B or C. Furthermore, most facilities managers have a lot of experience with external parties. Tasks such as security, cleaning services, catering and electricity are often contracted out, which implies that a facilities manager is

accustomed to working with suppliers and contractors. You could say that facilities service provision is more mature.” Martin: “There are two sides to the ‘maturity’ argument. The AngloSaxon business model asserts that the more mature a given market is, the more work it contracts out. A facilities department contracts out a lot of work, so in that sense you could say that it is indeed more mature. But, on the other hand, you could say that an IT department is more mature because of their process-based working methods and support software. The IT world has been employing process-oriented working methods since the eighties and IT support software is often more advanced than its facilities equivalent – although the facilities profession has seen development in both aspects. IT managers often have more experience with process-based working and support software. So, in that respect, you could say that they are more mature.”

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And who does the client prefer as department head?
Renske: “Whoever becomes the new department head does not matter much to the clients. They are just pleased that they do not have to figure out whether to call IT or facilities when their phones break down. Instead, they have one point of contact that handles all of their calls.”

Trends 15

tips + tricks
Tips from our users Working efficiently with categorizations
Several useful tools are available in the system settings to help you set up the categorizations in TOPdesk Enterprise by practical means. • For every sub-heading under the heading ‘Categorization’ you can indicate in which module you wish to use the category or subcategory. You can do this simply by ticking Incident management, Problem management, Operations management and/or SLA contract. • In the ‘Search words’ field you can enter keywords for each subcategory. This enables you to determine whether a word that you type in the search field in TOPdesk Enterprise should always be included in a particular category. You can also link a specific operator to a similar category for which he or she will always be responsible. In this way, you can ensure that certisain calls are automatically transferred to the second line. TOPdesk users share tips with us on a regular basis. Below, you will find a selected few, which will help you to work more efficiently with TOPdesk. Perhaps you will discover new ways of working with the software that you never thought were possible.

• From the Hardware card, it is possible to display helpful overviews of the website of the supplier using an http request. This could be, for instance, an overview of available downloads for a specific computer or information on warranties. • Displaying graphs on process pages is a functionality used frequently within TOPdesk Enterprise. For example, you can show a trend graph of the number of open incidents within a certain month or you can calculate the number of incidents that have been logged within a given month. • Each time you create login data for new users for the Self Service Desk, you can email these details to the user directly. This is a useful functionality when automatically generating login data for multiple persons simultaneously.

TOPdesk UK limited t +44 (0)20 7803 4200 e info@topdesk.co.uk w www.topdesk.co.uk TOPdesk Netherlands t +31 (0)15 270 09 00 e info@topdesk.nl w www.topdesk.nl TOPdesk Germany GmbH t +49 (0)631 624 00 0 e info@topdesk.de w www.topdesk.de

TOPdesk Belgium t +32 (0)3 292 32 90 e info@topdesk.be w www.topdesk.be TOPdesk Canada Corporation t +1 416 800 2118 e info@topdesk.ca w www.topdesk.ca

TOPdesk France t +33 1 4222 2314 e info.topdesk.fr w www.topdesk.fr TOPdesk Hungary t +36 1 301 0190 e info@topdesk.com w www.topdesk.com

Copyright © 2009 TOPdesk UK Limited. Although this magazine has been produced with the utmost care and attention, the writers cannot be held responsible in any way for any damages that may occur due to errors and / or deficiencies in this publication.

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