SYSTEM ADVICE AND SUPPORT

1. Advice Clients and provide first level remote help desk.

1.1 Analyze client support issues

Client support roles

Information technology is an integral part of the operation of modern organisations. Users of
information technology need timely, high-quality support. These readings cover some of the skills and
knowledge that you will need in order to provide that support. In addition to sound technical skills, IT
support staff should have a range of skills that improve their ability to successfully provide IT services
to their clients.
The circumstances in which you are required to provide advice on IT problems will depend on the
nature of your organisation. Small organisations often do not have IT technical staff. They may rely on
local IT businesses to provide support, or take out a contract with a company which provides IT support
services. A growing area of IT is businesses specifically set up to provide IT support to organisations.
These companies provide employment opportunities for individuals with the right skills and knowledge.
Many medium and large organisations provide a centralised help desk support service. Clients with IT
problems report these to the help desk. Support is typically provided for areas such as hardware and
software faults, networking problems (including login problems), and email and Internet problems. Help
desks will often provide additional services to those listed here, depending on the needs of the
organisation. They often provide training for clients as well. This can be performed in-house, or external
training providers can be called in.
First level support
A help desk is a central point with in an organization where clients can report problems and request help
or advice related to the organizations hardware, software and network problems.
Clients typically contact the help desk by phone or email. Help desk operators log the calls and enter
them into a centralised database program. There are many commercially available programs which have
been designed specifically for IT help desk operations. In many organisations, help desk operators
attempt to fix straightforward problems. This is known as first level support. In some organisations,
operators simply log calls, which are then allocated to the appropriate technical staff. In the case of
organisations with only a few employees, IT problems may be handled by an employee who combines
support duties with other functions.
The proportion of problems that can be handled at the first point of contact will depend on the skill and
training of the help desk staff. As a large proportion of calls to any help desk are trivial problems, first
line support can ensure that the time of the specialists in the various skill groups is not wasted and is
only used when there is a problem that requires their attention.

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Reflection
Can you think of some problems that could be solved directly over the phone without escalating the call
to an IT specialist?

Feedback
You could come up with many answers here. Here are some suggestions:
 deleting a job from a network printer
 saving a file to disk
 locating a file
 changing the screen brightness/contrast/resolution
 changing the name of a file
 resetting user logon (user has forgotten password).

Recording details of a client’s request

If you are on the help desk and a client rings in with a request, what details do you ask them to provide?
In larger organisations, particularly there is usually specialist software in which these calls are recorded.
Below is a sample of a typical data entry form for recording details of client requests. Examine the type
of information you need to record.

Sample of a typical data entry form

Data required Entry

Log number:

Help Desk Operator’s name:

Date and time of client request:

Client’s name:

Client’s contact details:

Section and location:

Problem:

Date and time problem occurred:

Computer/peripheral ID:

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Impact of the problem on operations:

First line support provided (if any):

Escalate to support staff?

Yes/No

Support staff request details:

Date and time reported:

Name of support staff:

Checking the help desk database

When a problem has been reported, it is useful to check help desk logs to see if similar problems have
been reported previously. There are a number of reasons for this:
1 Many organisations have large numbers of identical computer systems. Repeated instances of
hardware failure in these systems can indicate a fault which will progressively occur in many more
systems. The hardware vendor can be contacted to avoid large-scale disruption to operation.
2 Repeated calls for similar problems that relate to usage, rather than hardware failure, can indicate
the need for specific training. An example of this could be how to change a client password.
3 Many organisations build up a knowledge base, where solutions to previous problems are detailed.
Help desk staff can check the knowledge base prior to escalating the problem. This has the potential
to greatly improve the time taken to resolve common problems, and can be particularly useful for
new help desk staff. As well, this ensures that knowledge built up over time is not lost as individual
help desk staff move on.
4 Even if you are employed by an organisation which does not have many employees, you should
develop a system for recording calls for support from clients. This will avoid issues where calls are
not followed up, and will also provide an audit trail showing the nature and complexity of your
workload.
Escalating a call
A call remains open until the client is completely satisfied that the problem has been solved.
If a help desk operator cannot immediately solve a problem, it will be passed to a member of the
technical support staff. For example, you may receive requests from clients that:
 are too complex or outside your expertise
 require a software upgrade to be done by a support officer
 require a system modification that would need to be done by an analyst/programmer
 require a change to the database requiring the skills of the database administrator.

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In such cases, the help desk staff will:

 apply a priority rating to the call
 escalate the call to an appropriate support person
 provide the client with a reference number for the job, and an idea of when the problem will be
solved, based on the initial priority
 record the referral details.
All open calls must be monitored and reviewed until they are closed. Often the initial priority rating has
to be revised.

Documentation
It is important to document the issues you have found relating to the support issues raised by the client.
You may be part of a large team, any of who may have to deal with the problem at some stage. It is
unprofessional and a source of embarrassment when team members cannot easily inform the client of
the status of their calls. Even if you are solely responsible for client support, documentation is superior
to relying on your memory for details of client problems.

Contacting the client

If you are the support person who has been contacted by the help desk, you need to contact the client
soon after receiving their request from the help desk. You’ll also need to investigate and document the
issues raised by the client.
The contact with the client may be just letting the client know that you’re on the way to see them at their
workstation. As mentioned previously, non-complex client problems can be resolved quickly. The
solution may be as simple as providing a short set of instructions, which the client can follow to fix their
problem.
At other times, you may need to contact the client for other reasons, including the following situations:
 If the problem is more complex, and likely to take time to resolve, the client needs to be
informed of this.
 You want to clarify with the client exactly what their needs are. To do that effectively, you’ll
need good communication skills, including skills in active listening and reflective questioning.
 You cannot meet the initial target completion date because of other competing deadlines and you
want to re-negotiate the priority (or the completion date) with the client. Successful changes to
completion dates come about through successful negotiations. This is the result of building up
good client relations.
It is important for you to keep the client informed about the progress of their call. Frustration over
delays in solving IT problems can be a major cause of concern to people. This frustration can be made
worse by poor communication from IT support staff. As a result of your investigations, you should be

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able to inform the client about the nature of the solution. You should also be able to tell the client how
long it will take to resolve the problem.
Clients can often make requests which they perceive as simple, but which are not easily carried out by
IT support staff, as they involve excessive cost, or will result in a breach of organisational guidelines. In
these circumstances, you will need to be able to explain to the client why it is not possible to carry out
their requests. You should be able to suggest alternative actions, which will allow the client to perform
the same tasks.

Obtaining client feedback

There are a number of reasons why it is important for you to obtain client feedback. Is the solution you
are proposing workable? Clients may be aware of issues which you have not considered, which may
mean that your suggested solution will not be practical. These can be many and varied, but could include
budgetary constraints, specific needs of clients such as clients with a disability, disruption of client
access to IT systems, or loss of client data.

What sort of questions will you ask your client?

Reflection
Let’s say you are contacting a client for the first time as a support person. You have exchanged some
initial polite conversation. What are some of the general types of questions that you would ask the client
when trying to work out the source of a problem?

Feedback
There are almost endless possibilities. However, some common questions might be:
 What are the main tasks that you use your computer for?
 What operating system is installed on the computer?
 What main software do you use?
 Do you know how much memory your computer has?
 Is the computer connected to a network?
 What would you like to do on your computer that you cannot do now?

Listening to the client

When you’re dealing with clients and colleagues, it’s vital that you listen carefully and respond
appropriately. To do this, people often use the active listening technique.
Active listening occurs when you focus on the message you’re receiving from the other person, without
thinking about what you want to say next. Your response to the sender is one that paraphrases what

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you’ve heard. That is, you summarise what you’ve heard, and say it back to the sender in your words.
This ensures that you have understood the idea the sender wants to give you.
You can often tell if someone is really listening to you, if they are:
 smiling
 nodding
 staying silent
 making eye contact
 using a friendly and interested tone of voice
 encouraging you to continue
 asking open questions
 reflecting how you (the speaker) are feeling.
 leaning towards you (the speaker).

Asking reflective questions

As well as using active listening, you should be using reflective questioning. Here is an example:
Ali: I came back from holidays two days ago and just haven’t been able to send or receive messages. I
know I typed in my correct password.
Amy: So you have not been able to use your email for two days now?
A reflective question allows the other person to correct and clarify any misunderstandings you may
have about what is being said. If you echo back what a client has told you, the client then has a chance to
either agree with you, or point out things you have missed or misunderstood.

Documenting client feedback

The Help Desk Operator has given you a client’s request to attend to. The Help Desk Operator had filled
in a few general details about the client request. It wasn’t possible to resolve the problem by telephone,
so you need to investigate the problem further and record more details. You’ll need to contact the client
to find out more.

Resolving client’s problems

Where possible, client’s problems should be resolved with minimum disruption to their work.

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The time taken to resolve the problem may mean that IT functions which are important to the
organisation will not be able to be carried out if equipment is not operational. In this case, some
alternatives need to be considered, to allow the affected client to carry out their tasks.
Many organisations provide support remotely. Software can be installed by support staff using the
organisation’s network. You may need to organise a suitable time for this to happen, to minimise
disruption to the client.
If warranty repairs are to be performed a staff member may have to be present to provide access to the
IT equipment to be repaired. You will have to make sure that someone will be available at this time.
This will avoid delays and extra charges from vendors.
If training is to be provided, you will need to organise a suitable time. This is particularly important
when clients need to attend group training sessions, which involve taking them away from their normal
duties for extended periods of time.

Summary

Three reasons for checking previous records are:

1. The problem may be indicative of a widespread problem, such as a hardware problem in similar
equipment.
2. Client training may be required.
3. Most help desk software includes a knowledge base which can be searched for solutions to
similar problems. This will obviously save time looking for a new solution, as the solution may
be the same as one which has been found before.

Client support staff:

1. Record client problems.

2. Help clients with problems.
3. Fix client problems.

Some of the problems with not keeping clients informed are:

 If the client thinks that nothing is happening they may get frustrated.
 You may miss out on receiving further critical information from the client.
 The client may think you are inefficient and incapable if you have given the client a proposed
resolution or completion time, but this was delayed for some reason (other than your ability) such
as higher priority tasks, warranty issues, delays in the supply of replacement parts and so on.

It is important to document the results of your investigation because:

 Other members of your team need to be able to easily track the progress of calls.
 You should not rely on memory alone to deal with client problems.

Some of the advantages of getting feedback from clients are:

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 Clients may be aware of issues that you have not considered, or may be able to provide you with
further information about the problem.
 You’ll be alerted about alternative arrangements that may need to be made to allow important IT
business functions to continue.

1.2 Provide advice on software, hardware or network.

Confirm software, hardware or network requirements of clients

Confirming the client’s requirements involves developing documentation to ensure you and the clients
have the same understanding of requirements. This documentation may be based on pre-existing
documents that can be used as a template. The example below shows what such a document would look
like.

CLIENT REQUIREMENTS CONFIRMATION

Client name:
Project name:
I understand your requirements as follows:

Requirement Scope (if appropriate)

Good A To be delivered within one week of contract being signed

Twelve lots of Good A required
Service A To be provided at the time of delivery of Good A
Good B To be compatible with your existing network
Good C Must be able to be used in outdoor locations without risk of damage
Must be cheaper than existing provider
Our signatures on this document confirm our shared understanding of the above requirements in this project.

Client signature:

Service provider signature:

Date:

The above form would be completed with very specific information about the current project. The
signature of the client, as well as your signature, indicates a shared understanding of the project.
Alternatively, a letter (for external clients) or a memo (for internal clients) might be written to confirm
our understanding of the client’s requirements. Example of a letter to an external client is provided in
Figure 1, while Figure 2 is an example of a memo to an internal client.

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16 April 20__
The Manger
XYZ and ABC Limited
PO Box 6458
SOMEWHERE NSW 2938

Dear Sir/Madam
Thank you for your recent contact asking us to provide you with goods and services. I would like to confirm the details of
your request.
 One (1) broadband modem to support six workstations (five existing workstations) using commercial broadband
access (access to be organised by you from a commercial provider)
 One (1) new workstation capable of running the current version of Microsoft Access software
 Three (3) template files for use by your staff to complete contracts, quotations and expressions of interest.
 All requirements must be met by the end of May this year. Ongoing support of the templates including initial
training and technical support for a further three months is needed.
Could you please let me know within two weeks of the date of this letter if there are any amendments needed, or if you have
any further requirements for this project. If I do not hear from you within two weeks, I will forward by fax a confirmation of
order form for your signature.
Thank for the opportunity to serve your organisation.
Yours sincerely

…………………………
(Your name)
(Your title)

Figure 1: Example of a letter to an external client

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MEMORANDUM
TO: State Sales Manager
FROM: Your Name, IT Support Officer
DATE: Today’s date
SUBJECT: CONFIRMATION OF YOUR REQUIREMENTS
_____________________________________________________________________
This is to confirm your request of 29 March 20 __.
 Updating of three workstations to allow loading and operation of new version of our client contact software.
 Installation of that software.
 Training for one (1) new staff member on this software.
 Updating, installation and training to be completed within three weeks of today’s date.
Please let me know immediately if there is to be any amendments to these requirements.
If no further advice is received by one week from today’s date, I will begin these activities. Your department will then incur the
costs for this project.

Figure 2: Example of a memo to an internal client

The most important characteristic of any of these documents is to accurately record two key items:
1 the service which is to be provided to the client
2 the timeframe in which it must be delivered to the client.
Costs may also be included in these documents if appropriate. Time taken getting this stage of a project
correct will save many hours later on.

Documenting any additional requirements

As we explore and understand the client’s needs, we may discover other requirements which have been
overlooked. For example, it might become apparent that additional power outlets will be needed for the
recommended system. Further arrangements have to be made, such as who is expected to solve the
problem or whether the client would prefer to use power boards or have power outlets installed.
New technologies may also lead to new requirements from the client. There is often a great temptation
to the client to add optional features or new devices to a recommended solution. While each addition
may only be small, they impact upon the total system’s price, as well as the installation and support
costs.
It is important that any altered or additional requirements that might be discovered are documented. In
some small organisations (eg your own business) such amendments and additions might be confirmed
verbally. However, you should be very cautious of verbal agreements. Before proceeding with any work,

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confirm the verbal agreement with a written agreement. Written documentation leaves much less chance
of error as may be the case with memories recalling facts differently!
It is good practice to amend the original confirmation document to include any additional requirements.

Obtaining approval
Obtaining approval might occur in a number of ways. It might be a verbal approval to go ahead with
work based on the confirmation document. As mentioned earlier, you should never rely on a verbal
approval. Memories of events can differ very much and lead to confusion and conflict later.
One way of obtaining approval is to have the client provide a written purchase order for the work.
Alternatively, the client might write a letter outlining their agreement to your requirements document,
asking you to go ahead with the work.
Any approval document that is produced should include agreement on:
1 the standard of the goods or services to be provided
2 the price of the goods or services to be provided
3 the timelines for the project (either broken down into timelines for specific tasks or for the entire
project)
4 any ongoing or follow up services required or foreseen.
Remember, a person’s signature is generally required for an agreement to be legally binding. You
should ensure that all documents are signed by an authorised person from your client’s organisation
before you commence any work.

Recommending appropriate training and support

The technical support identified with the client might include areas such as:
 installation
 troubleshooting
 updating and maintenance of a system
 initial training
 provision of manuals for using and maintaining software, hardware or networks.
It is vitally important that you recommend appropriate levels of training and support. You are the expert.
You know the systems. You have to make the solution work in the workplace. You should advise the
client about the level of training and support that will be needed. The client may well choose not to
proceed with your recommendations based on cost or current staff expertise. But if that occurs and
problems with the system develop later, you are then in a strong position to deal with issues as they
arise.

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The best way to ensure you have a shared understanding of the level of training and support to be
provided is to record it in writing. Ensure that the client’s signature and your signature are included on
the documentation.
The level of training and support might be recorded in the initial documentation of the client’s
requirements, or in the formal document requesting you to carry out work on behalf of the client.

Negotiating a training and support timetable

Many IT operations need to take place when people don’t need access to the system. Remember that the
prime focus of the client is to keep the business running! That business will provide the funds to pay
you.
This means that you need to be very flexible when arranging times for support with the client. Think of
the types of training and support outlined above and what they involve. For example, consider what
could happen if you have to stop access to a client’s database system to update the software, or to
backup the system. It could create chaos!
If you are to provide training or support you will also need to consider the priorities of the client. There
are two important things to keep in mind when negotiating times to provide support:
1 the need to avoid any interruption to the client’s ongoing operations
2 the need to have the right people from your organisation free at a time suitable for the client.
This may not be easy. It can often take considerable negotiation to come up with a suitable time for
technical support to be provided. There can be a lot of people affected by such support and for
maximum benefit you need to make sure they will all be available.

Providing user documentation

What types of user (help) documentation can you think of? Some possibilities include:
 web-based support via files to be viewed or transferred from websites
 hard copy versions of the files on websites
 electronic training programs which many people in an organisation can use
 hard copy training programs to be provided to all users for future reference
 development documentation recording technical specifications of the system for others to be able
to maintain the system (in either hard copy or electronic form)
 PowerPoint slides which can be viewed at the convenience of the client.
As you gain more practical experience, and as online and multimedia tools evolve, you may come up
with other ways of providing manuals or help documentation.

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Summary
Do you think you already have the knowledge covered in this topic? Try and answer the following
questions to check your understanding.
Give two reasons why it is important to check with the client what their requirements are.
1. To help the client clarify what it is that they need.
2. To make sure that you and the client agree that the solution will meet the needs of the client.

Why is it important to document your proposed solution to meet a client’s requirements?

A documented proposed solution ensures that you and the client share the same understanding of what
the solution is, and gives the client specific detail of the proposed solution.

What are two possible consequences of not gaining approval from the client before implementing
a solution?
1. The client may want to change, clarify or just check the solution with you before they feel
satisfied they should proceed, so they may be unhappy with the solution they get if they have not
approved it.
2. The client may be unwilling to pay for the solution, so without their approval they will not be
liable to pay when the job is done.
Why should you discuss with your client the level of technical support that will be provided along
with your service?

You should discuss the level of technical support that will be provided with your client:

 so that you and the client can identify any gaps which need to be filled in order to maximise the
usefulness of the solution
 to avoid unrealistic expectations on the part of the client for ongoing support which you are not
able to provide.
What are two important considerations to keep in mind when arranging times when client
support will take place?

Two important considerations are:

1. Support should take place at times that do not disrupt the clients’ work.
2. Support can be provided at times when technical staff and clients are available.
What are two types of support materials that you could make available to a client to allow them to
successfully implement your proposed solution?

Some suggestions for support materials are:

 manuals
 ‘cheat sheets’ — instructions you have prepared for specific solutions

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 self-paced training material.

1.3. Obtain client feedback

Creating evaluation or feedback tools
Importance of client feedback
The use of client feedback is very useful to ensure customer satisfaction with current projects, which is
an important business goal. The bigger opportunity to improve what we do is another valuable spin off
in obtaining and reviewing client feedback.
Although some people consider any negative feedback as criticism, there is generally a positive aspect to
it. It is vitally important that we examine the criticism and identify the areas in which we can improve. If
we cannot change and improve, then we will not succeed in our business no matter which sector or
industry we are in. We should approach client feedback with the attitude that we can do better next time,
especially if we consider feedback as being genuinely valuable.
Types of evaluation tools
There are many ways we could gain feedback from our customers. Some methods are less formal.
These may be more difficult to document and provide less valid results. Other methods are very formal
processes, and we might even employ the services of an independent consultant to carry out evaluations
of our service.
Informal methods include asking verbal open questions of our customers either at the time we provide
goods or services, or later. We might send an email to our customers and ask them to give us any general
feedback about the solution we have provided. Indeed, we might just be talking with our customers
casually and ask them how they are going with the solution. All of these means of gaining feedback will
provide us with some useful information. However such methods produce results that are very difficult
to objectively evaluate.
Alternatively, a more formal evaluation method may be used. In this case, we would develop some type
of tool to gain structured feedback. Below are some examples of more formal evaluation tools. Figure 1
is a sample letter asking for client feedback.

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Dear Customer

As the manager of [COMPANY], I want to thank you for giving us the opportunity to serve you. Please help us serve you better by taking a
couple of minutes to tell us about the service that you have received so far. We appreciate your business and want to make sure we meet
your expectations. Attached, you will find a coupon to claim ...... from any of our branches. We hope that you will accept this as a token of
our goodwill.

Sincerely,
[MANAGER_NAME]
Manager
19 August 20 __

Figure 1: Sample letter requesting client feedback

Types of questions used in evaluation tools

You can follow links to sample surveys, free survey templates and customer services satisfaction
evaluations at the following websites:
 QuestionPro.com website at http://www.questionpro.com/
 SurveyShare.com website at http://www.surveyshare.com
Can you see that some questions in these examples are designed to provide qualitative user responses
whilst other questions you are designed to provide quantitative user responses?
Questions that are designed to produce qualitative user responses produce subjective information about a
user’s thoughts and feelings. Questions that are designed to produce quantitative information force the
user to respond by selecting one of a range of pre-defined options. Quantitative responses allow all
users responses to be accurately compared with each other. Each type of question has a value. By
designing a tool with these strategies in mind you should be able to produce high quality user feedback
that can be both informative and measurable.

Designing quantitative questions

You've probably filled in questionnaires that asked you to rank certain aspects of a course or a training
session on a scale of 1 to 10. Or you may have been asked to say whether something was excellent,
satisfactory, good or poor. In other words, your answers were limited to pre-assigned response
categories. This is an example of a quantitative evaluation method.
A quantitative question then, will have a number of predefined answers which should evenly represent
the range of possible responses from the very positive to the very negative.

Designing qualitative questions

In some other evaluations, your answers may not have been limited to pre-assigned response categories.
You may have been asked a question that did not presuppose an answer and that allowed you to
elaborate on your answer, that is you may have been asked open-ended questions rather than closed

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questions. The information obtained from open-ended questions is said to be qualitative. A qualitative
question then, will allow a free form answer that should provide more detail on why the person is
satisfied or dissatisfied.
When you design a questionnaire or interview questions, you would typically use a combination of
open-ended and closed questions. Sometimes a checklist is also used. It is important to note that the
quality of the answer depends mostly on the quality of the question. Make sure that each question you
ask is clearly expressed and has a specific focus.

Reflect
Why would you use a variety of questions in any evaluation tool you develop?

Distributing evaluation tools

Most often the type of evaluation tool you use will determine the way it is distributed. For example, if
you use an electronic form which is designed as a voting system for people to distinguish a simple
yes/no response, it would be logical to use email. If you want to use a written evaluation on a variety of
areas of your service, you will probably send your customer a paper-based document. If you want to
conduct interviews with your customers, you would probably either have a database form on screen (if
conducting a telephone interview) or a paper-based form if you were conducting face-to-face interviews.
The following are some common means of distributing your evaluation or feedback tools:
 Face-to-face – either interview or written responses from customers obtained at the time the
service or goods are provided
 Face-to-face – either interview or written responses from customers obtained some time after
delivery of the service or goods
 Snail mail – hard copy written responses from customers sent by post
 Fax – hard copy written responses from customers
 Email – electronic written forms from customers
 Email – voting responses from customers
 Web-based surveys – forms completed on line, and submitted to your database
 Telephone – using forms to gather information provided.

Reflect
Can you think of any other ways to distribute evaluation tools to customers?

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Helping clients complete evaluations

We write evaluation questions that we clearly understand. They make sense to us. Unfortunately, this
doesn’t mean that other people will understand exactly what we mean. Even the mechanism for
gathering client responses may sometimes confuse some people.
For example, you may have completed a magazine quiz which asked you to rate your reaction to
something (like a TV program) on a scale of 1 to 10. The first question we generally ask ourselves is
‘What’s the highest rating, 1 or 10?’ So, at the very basic level we need to give instructions to our
customers on our intended meaning in any rating scales we might use.
Another important factor to consider is what instructions should we provide for completing qualitative
type questions. For example, if you are asking a customer to comment on their use of a new technology,
do you want them to comment on how frequently they use it, or how easily they can use it, or how
helpful it is to their work? Can you see how giving instructions can be very helpful to structuring the
information you receive? Remember that the quality of the feedback that the evaluation tool should
encourage must be the primary focus of our question design.
It isn’t difficult to write instructions for using our feedback tool because our intention is usually clear to
ourselves. The important thing is to make sure we communicate our intention to the customers clearly.

Reviewing the feedback received

Getting all this feedback isn’t much use to us if we don’t do something with the information we’ve got.
We need to analyse the data we get back so we can turn it into useful information that is helpful to us.
As we discussed earlier, we should be able to use the information to inform us on how we went at
meeting particular customer’s needs. Good evaluation tools should also let us identify ways to improve
our service in the future.
Analysing the data we receive may mean making a mental note of the feedback we receive if it is from
our casual conversation with a customer. However, even this type of feedback should be recorded later.
This should help us to keep doing what we do well and to change what we don’t do so well. It may even
alert us to a problem that requires a more formal evaluation tool.
When there is a need for a more formal summary, the information that we gain can be shared with others
in our organisation. We can also do a more thorough analysis of the information.

Summary
List four questions you could put on an evaluation form to find out how satisfied a client is with a
solution you have provided for them.

Four questions are suggested below. You could have listed others.

1. How have you used the new technology in your work?

2. Has the new technology improved your work output/production?

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3. How have you found using the new technology? Eg:

a. Very difficult
b. Difficult at first
c. Easy to use from the start.
4. Can you suggest any ways in which we could improve the service

How could you distribute an evaluation form?

An evaluation form could be distributed by either:

 email
 fax
 in person
 by snail mail with reply paid post.

Why would it be important to get as wide a cross section of responses as possible in evaluating a
solution?

Solutions implemented might impact differently on different people in an organisation.

For example, management may have got some value from an implemented solution while it may have
made some other staff members’ work more difficult. Someone with high level IT skills might have
found your solution very easy to implement, while someone with low level IT skills might have found it
very difficult.

Gaining feedback from a select group is not as useful as gaining feedback from the widest group
possible.

State two ways you could review the data (or information) you get from evaluation forms.

Different types of questions on evaluation forms will give you different types of data for review.
 Quantitative data (how many people are satisfied, how many people are using the new system, etc)
will give you figures. You could review the data by comparing figures and creating statistics.
 Qualitative data (anecdotal comments or open-ended responses) will reveal much more about the
value of your solution and how you might improve your product. You could review this information by
identifying the issues and prioritising issues for follow up.

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