Prepared by: Aziza BEN NASR

MEASURING AND MONITORING COLLINE'S

HELPDESK PERFORMANCE 1

Professional Supervisor: TARKHANI Nouha

Academic Supervisor: MESTAOUI Ines

2023-2022
 TABLE OF
CONTENTS
• Introduction

• Host organization and project context

• Working methodologies and Proposed Solution

• Result interpretation

• Conclusion

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HOST ORGANIZATION AND

PROJECT CONTEXT

3
 VERMEG'S
PROFILE
Our Strategy
Our strategy, providing effective and evolving digital solutions, is executed with
multicultural, social and environmental considerations and a focus on talent
development.

Company creation Covered Countries Customers Employees

1993 40 550 1600

4
 VERMEG created in Tunisia as
1993 01 BFI

VERMEG severs ties with

BFI 02 2002

VERMEG acquires regulatory

2011 03
History and
reporting business of Sofgen, including
IDOM USA

VERMEG acquires Belgium-

based firm BSB 04 2014
Acquisitions

Crédit Mutuel Arkéa acquires 19.5%

2017 05 share in VERMEG

VERMEG acquires
Lombard Risk, 06 2018 5
 Financial Institution

VERMEG'S
CLIENTS

6
Insurance Companies
 VERMEG’S BADREDDINE OUALI MARWAN HANIFEH
Founder & Co-CEO Co-CEO

LEADERSHIP LEADERSHIP / CORPORATE FUNCTIONS

TEAM

MOUSSER JERBI KAWTHER ZOUARI

Chief Operations Officer Chief Finance Officer

LEADERSHIP / REGIONS

JOSEPH KUBEYKA
MARWAN HANIFEH MOUSSER JERBI
APAC & Middle East General Manager Continental Europe General Manager Americas & UK General Manager

LEADERSHIP / INDUSTRIES

IMED BEN MIMOUN

KHALED BEN ABDELJELIL BRAHIM HALMAOUI
R&D Senior Vice President
Product Senior Vice President Digital Transformation Senior Vice President
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COLLATERAL MANAGEMENT

Collateral management is the process of two parties exchanging

assets in order to reduce credit risk associated with any
unsecured financial transactions between them.

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COLLATERAL MANAGEMENT

Collateral management is the process of two parties exchanging

assets in order to reduce credit risk associated with any
unsecured financial transactions between them.

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COLLATERAL MANAGEMENT

• Following the global financial crisis in 2008,

collateral management has become increasingly

important.

• Firms that fail to implement a system for managing

collateral obligations may be at risk for financial

losses

• Implementing a collateral management system is

crucial for all firms with access to financial

markets.
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 COLLINE
• COLLINE has been live since 2005.

• It offers a user-friendly web-based interface and

seamless front-to-back integration.

• Modules include inventory, reporting, email processing,

and an optimizer to minimize funding costs.

• COLLINE also provides connectivity to main CCPs,

Acadia Soft, TPC, and TPA.

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 A HELPDESK
ANALYST
Helpdesk analysts are the front lines of customer service for technical support

TIER 1 : Analysts manage simple hardware, software, or network issues

1

Analysts can resolve more complex applications and system issues and are
TIER 2 : responsible for maintaining the IT ticketing system

Analysts investigate and fix the most challenging problems and also identify
TIER 3 :
patterns in issue reporting
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 A HELPDESK
ANALYST
• Help desk analysts check current tickets, follow up with users,
and set reminders for upcoming actions.

• Investigate and resolve problems affecting system performance

and user access.

1
• Ensure frequent system updates to reflect changing requirements.

• Complete required system maintenance actions.

• Ensure high performance standards for maintenance and support.

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 PROBLEMATIC
Enhance and improve COLLINNE's processes

Difficult to pinpoint areas for improvement during the first

two years.

Management lacked adequate insight into team

effectiveness or client problems despite using JIRA.

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SOLUTION

Develop a Helpdesk Dashboard with major KPIs to increase team performance

and connect information system management with support tasks.

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 THE DASHBOARD MAIN
OBJECTIVES ARE:

• Boost visibility

• Enhance response times

• Boost productivity

• Ensure compliance

• Provides valuable insights into customer

behavior.

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WORKING METHODOLOGIESAND

PROPOSED SOLUTION

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 WORKING
METHODOLOGIES
This section will discuss the methods utilized to create a helpdesk
dashboard

GIMSI
KANBAN

18
WORKING METHODOLOGIES

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 PROJECT STACK
A data visualization and business intelligence tool used to
create interactive dashboards and reports.

A data transformation and cleansing tool used to clean and

shape data for analysis.

A project management tool used to track tasks and issues in

software development projects

A collaboration tool used for communication and file

sharing among team members.

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FUNCTIONAL REQUIREMENTS

User Management

Exporting

Reporting

Adaptability

Notifications
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NON-FUNCTIONAL REQUIREMENTS

Performance Reliability Usability

Security Scalability Compatibility

Supportability Availability Data Integrity

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 USE CASE DIAGRAM

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 DIMENSIONAL DATA MODELING

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 • ETL stands for Extract,
Transform, Load.

• ETL is a process used in data warehousing

and business intelligence to move data
from source systems to target systems.
1

ETL PROCESS
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 EXTRACT

E • Direct access to the Jira database is prohibited due to

confidentiality restrictions.

1
• To extract data from Jira, Excel format is used

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 TRANSFORM

T Delete all the non-relevant information

Allows focusing on specific criteria while studying

and using the data.

Custom calculations and measures can be created using

Power BI's DAX formula or the Power Query Editor.

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 LOAD

L Helpdesk dashboard was created by adding visualizations, filters, and

slicers to evaluate data and obtain insights into helpdesk
performance.

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RESULT
INTERPRETATION

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 Tickets by Status

22 16
Defect Fix Requested

54
Waiting for customer

Total open tickets

7 9
Feature Requested
In progress

Priority should be given to fixing defects to decrease ticket load and enhance customer experience

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 AVERAGE RESOLUTION TIME

Factors Like: Complexity Resources skill level

35.24 can affect this metric

To decrease resolution time:

DAYS ⚬ Prioritize urgent tickets

⚬ Minimize bottlenecks

⚬ Enhance teamwork and communication

⚬ Review resolution procedures

Tracking this metric helps identify areas for improvement in the ticket resolution procedure

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 SLA RESOLUTION RATE

To analyze it, consider:

85.48%
⚬ Determine the exact time period of the rate

SLAs were addressed within ⚬ Examine causes of missed SLAs for opportunities to
the determined time frame
improve

⚬ Analyze effects of unmet SLAs on customer satisfaction,

loyalty, revenue, and retention.

Although an SLA resolution rate of 85.48% is positive, there is room for improvement by addressing
the unmet SLAs. 32
CONCLUSION

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THANK YOU FOR YOUR
1

ATTENTION
2023-2022