About this chart: It's a simple plot of tickets logged against resolved, on a week-by-week basis.

The line charts show the balance - the changing number of outstanding tickets you have.

Outstanding at end of week 4 56

Logged vs Resolved
Logged Resolved Cumulative
Backlog 100
Week 5 67 60 63 90
Week 6 54 10 107 80
Week 7 70 74 103
70
Week 8 72 70 105
Week 9 65 34 136 60
Week 10 71 80 127 50
Week 11 65 65 127 40
Week 12 60 58 129
30
Week 13 43 32 140
Week 14 56 59 137 20
Week 15 68 69 136 10
Week 16 70 90 116 0
5

10

11
k

k
Logged Resolved Cumulative Backlog Lin
ee

ee

ee

ee

ee

k
ee

ee
W

W
Cu

W
 Logged vs Resolved
9

10

11

12

13

14

15

16
k

ed Cumulative Backlog Linear Regression for

ee

k
ee

ee

ee

ee

ee

ee

ee
W

Cumulative Backlog
W

W
About this chart: It shows a week-by-week plot of different ITIL ticket types, and the balance of logged
against resolved for the week. Generally speaking, you're looking for the trend to be at least horizontal
or declining.

Opening Balance 41 Opening Balance 22 Opening Balance

Incidents Service Requests Problems

Logged Resolved
Incidents Outstanding Logged
ServiceResolved
Requests Outstanding Logged Resolved
Week 4 56 62 35 34 38 18 12 9
Week 5 56 62 29 21 20 19 9 10
Week 6 62 51 40 23 25 17 7 8
Week 7 56 62 34 34 34 17 6 7
Week 8 65 56 43 31 35 13 10 11
Week 9 75 62 56 35 20 28 11 10
Week 10 56 52 60 21 19 30 12 10

Logged vs. Resolved : Incidents, Service Reqs, Problems, Changes

70

60

50

40

30

20

10

0
Week 4 Incidents Outstanding
Week 5 Service Requests
Week 6 OutstandingWeekProblems
7 Outstanding
Week 8Changes Outstanding
Week
 11 Opening Balance 16

Problems Changes
Problems Outstanding Logged Resolved
Changes Outstanding
14 23 23 16
13 17 18 15
12 18 17 16
11 19 18 17
10 20 17 20
11 21 22 19
13 22 23 18

Problems, Changes

standing
Week 8Changes Outstanding
Week 9 Week 10
This is a graph showing your first time fix rate, something often used as a measure of the efficiency of
the Helpdesk or Service Desk.
A first time fix definition varies, but it's generally along the lines of 'fixed on or before the call ended' and
is closely linked to telephone-based support, or support using live internet based chat utilities.

Total 1st Time Fix %age 1st Target

1st Time Fix Rate (%age)
Resolved Total Time Fix
Week 4 56 12 21.4 55 100.0
Week 5 60 18 30.0 55
Week 6 62 18 43.0 55 90.0
Week 7 57 21 36.8 55
80.0
Week 8 63 26 41.3 55
70.0

60.0

50.0

40.0

30.0

20.0

10.0
%age 1st Time Fix Linear Regressio
0.0 for %age 1st Tim
Week 4 Week 5 Week
Fix 6 W
 1st Time Fix Rate (%age)

1st Time Fix Linear Regression Target

for %age 1st Time
Week 5 Week
Fix 6 Week 7 Week 8
These graphs show the Average number of Rings before answer for incoming calls, and the call abandonment rate.
The number of rings is importants because it can show if customers are being kept waiting for a response.
The Abandonment rate is linked to the number of rings (usually) because it's the number of times a customer has put the
phone down before getting an answer.

Hour of the day (HH) Avg. No. of Rings Avg. No. Of Rings
08:00 6
18:00
09:00 1 17:00
10:00 2 16:00
11:00 2 15:00
12:00 2 14:00
13:00 5 13:00
14:00 3 12:00
15:00 2 11:00
16:00 1 10:00
09:00
17:00 2
08:00
18:00 7
Avg. No. of Rings
0 1 2 3 4 5 6

Hour of the day (HH) Call Abandonment Call Abandonment

08:00 14 18:00
09:00 4 17:00
10:00 3 16:00
11:00 5 15:00
12:00 4 14:00
13:00 10 13:00
14:00 4 12:00
15:00 4 11:00
16:00 5 10:00
17:00 4 09:00
18:00 8 08:00
Call Abandonment
0 2 4 6 8 10 12
 abandonment rate.
response.
s a customer has put the

Avg. No. Of Rings

No. of Rings
3 4 5 6 7 8

Call Abandonment

Call Abandonment
6 8 10 12 14 16
SLA Response Chart. This shows the number of SLA responses made, and shows the number that were late. The late Responses are broke
into two groups: those that were within a four-hour interval after the target, and those that were more than 4 hour late.

Responses Reponses on Response Late < Late >= 4 Hours On Time Responses
Made time 4 Hours %age
Week 4 320 289 4 27 90.31
Week 5 256 240 7 9 93.75
Week 6 290 288 0 2 99.31
Week 7 340 332 4 4 97.65
Week 8 342 328 5 9 95.91
Week 9 310 308 1 1 99.35

SLA Response Performance

Week 9 99.35

Week 8 95.91

Week 7 97.65

Week 6 99.31

Week 5 93.75

Week 4 90.31

0.000 10.000 On 20.000

Time Responses %age 40.000
30.000 Late < 4 Hours
50.000%age60.000
Late >= 70.000
4 Hours %age
80.000 90.000 10
hat were late. The late Responses are broken down
more than 4 hour late.

Late < 4 Hours Late >= 4 Hours

%age %age
1.250 8.438
2.734 3.516
0.000 0.690
1.176 1.176
1.462 2.632
0.323 0.323

>= 70.000
4 Hours %age
80.000 90.000 100.000
This chart shows a breakdown, week by week, of Incident resolution performance against target
broken down by priority (for illustration purposes, I've used a simple High/Medium/Low priority
scheme.

Priority Week Resolved Resolved

on Time SLA Resolutions On Time By Week/Priority
High Week 4 36 33
Medium Week 4 78 71
Low Week 4 37 37
High Week 5 32 32 100.0
Medium Week 5 69 60 90.0
Low Week 5 41 37 80.0
High Week 6 21 16
Medium Week 6 83 79
70.0
Low Week 6 44 40 60.0
High Week 7 38 31 50.0
Medium Week 7 69 60 40.0
Low Week 7 24 23
30.0
High Medium Low
20.0
Priority Priority Priority 10.0
%age On %age On %age On 0.0
Time Time Time
Week 4
Week 4 91.7 91.0 100.0 Week 5
Week 5 100.0 87.0 90.2
Week 6 76.2 95.2 90.9
Week 6
High Priority %age On Medium Priority %age On Low Priority %age On
Week 7 81.6 87.0 95.8 Time Time Time
olutions On Time By Week/Priority

ek 5
Week 6
Priority %age On Low Priority %age On
Time Week 7
This chart allows you to make a simple representation of Availability (Uptime) for systems that you might run. Simply
use the spreadsheet to record the length of each downtime event in the month, and the chart will automatically
update.

Systen Maxumum Up Total %Age

Time Per Downtime Uptime Uptime Percentage by System July 2008
100.00 100.00 9
Month (Hours) (Hours) 100.00 97.73

eMail 176 0.0 100.00

90.00
Sales Order Processing 176 4.0 97.73
Accounts 176 0.0 100.00
Warehouse 176 1.5 99.15 80.00
Internet/Network 176 0.0 100.00

70.00
Dowtime Events
eMail
Date Hours Comments 60.00
0.0
0.0
50.00
0.0
0.0
0.0 40.00
0.0
0.0
0.0 30.00
0.0
0.0
20.00

Dowtime Events
Sales Order Processing 10.00
Date Hours Comments
7/1/2008 3.0 Power Failure
7/2/2008 1.0 OS Crash 0.00
0.0 eMail Sales Order Processing Accounts War
0.0
0.0
0.0
0.0
0.0
0.0
0.0

Dowtime Events
Accounts
Date Hours Comments
0.0
0.0
0.0
0.0
0.0
0.0
 0.0
0.0
0.0
0.0

Dowtime Events
Warehouse
Date Hours Comments
8/2/2008 1.5 Net Failure
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0

Dowtime Events
Internet/Network
Date Hours Comments
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
ptime Percentage by System July 2008
100.00 99.15 100.00
97.73

der Processing Accounts Warehouse Internet/Network