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March 2010, Volume 12, Issue 1

The New World of Work


The New World of Work / In Practice: Process Awareness / TOPdesk in Africa

Editorial
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Rules
When I was a child, I thought my parents simply enjoyed laying down the rules: go to bed on time, no sweets before dinner, brush your teeth twice a day. It didnt occur to me that these rules were all for my own good. When you get older, rules continue to be a part of your everyday life. We are expected to adhere to government rules and regulations and, when we get a job, we are faced with a set of ground rules. Some organizations, however, are moving away from the old-fashioned nine-to-five mentality and towards a New World of Work where employees decide on their own working hours, location at the office or at home and some even on the company theyll be working at that week. This edition of TOPdesk Magazine will not only take you on a journey to the New World of Work, but you are also invited to join our TOPdesk consultant Nienke de Wilde as she reports on her implementation in Africa. In addition, we provide you with practical tips on process awareness and, for the first time in the history of TOPdesk Magazine, we have a permanent columnist! From this issue onwards, TOPdesk consultant Annemarie Moeijes will be offering her sharp insights into current topics in the world of IT. Enjoy reading! Niek Steenhuis

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

COLOPHON
TOPdesk Magazine is a TOPdesk publication tel: +31 15 270 09 00 email: editorial@topdesk.com Chief Editor Niek Steenhuis Editors Nienke Deuss, Clare Donald, Henrieke Korten, Nicola van de Velde Contributors Pirka Bool, Kirsten Crown, Claudia Funk, Miriam de Hoogh, Annemarie Moeijes, Jordi Recasens, Jolanda Simonis, Maaike van der Sman Lay-out Sulayka Janssen, Dutch Designers Collective PhotographyTed Erkkila, Robin Kuijs, Nienke de Wilde, Carint Reggeland Groep Website David Blom, Erik Pols, Ted Erkkila

Dutch Designers Collective


Part of the TOPdesk group of companies

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The tip:

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Contents March 10
4 News 6  Trends: The New World of Work 12 15 16 22 In Practice: Process Awareness Column: Motor management TOPdesk in Africa TOPdesk plus shortcuts in the Self Service Desk 28 Tips + Tricks

26 In the Spotlight: Create your own

News
Profitable 2009 for TOPdesk
Despite the credit crunch, 2009 turned out to be a good year for TOPdesk. The software and consultancy organization witnessed a healthy growth in both turnover and clients. TOPdesk expects this positive trend to continue into 2010. Growth The consolidated growth in turnover amounted to 5 percent in 2009. The organization did not only grow financially; TOPdesk also jumped at the opportunity of a large supply on the labour market. This resulted in an increase of the number of staff by 10 percent and a new branch opened in Budapest, Hungary. SaaS The success of TOPdesks Software as a Service application is partially the reason behind the growth in turnover. In 2009, TOPdesk welcomed its 100th SaaS client. Awards This year, TOPdesk was voted best employer for young parents by Intermediair Magazine. In addition, the TOPdesk website received an honourable mention at the Digital Recruitment event in 2009. Future Despite the credit crunch, TOPdesk expects this growth to continue into 2010. We look back at 2009 with satisfaction and we are in a good position for 2010. Given that we are financially healthy, our products are great and the team is motivated, we face the future with confidence, announced TOPdesk Managing Director, Wolter Smit.

Keur-IT and TOPdesk start collaboration


Keur-IT and TOPdesk are joining forces. By entering into this partnership, TOPdesk is able to expand its line of services to a total solution for property management. Keur-IT develops and supplies PDA and tablet solutions for inspectors and consultants, which supports them with inspection activities and condition monitoring on location. The big advantage is that the inspection and monitoring within Keur-IT is often used for long-term planning, which can be imported directly into TOPdesk. Using a notepad and calculations in Excel are a thing of the past, states TOPdesk Managing Director Wolter Smit. In addition, Keur-ITs Managing Director, Helmut Faust, also signals numerous advantages for clients as the result of this collaboration. TOPdesk clients often call in a building engineering consultant to inspect their properties. Currently, 20 of these consultancy organizations work with Keur-IT, so the link between property management and TOPdesk Long-term planning has already been established!

Keur ITs Managing Director, Helmut Faust (left) and TOPdesk Managing Director, Wolter Smit (right) join hands in partnership.

4 NEWS

Show calendar
APRIL
27 28 Service Desk & IT Support Show Earls Court, London

Busy times ahead for TOPdesk Germany


In the upcoming months, TOPdesk Germany will be exhibiting at a number of shows. Among others, several representatives from TOPdesk Germany will attend the KomCom show, a leading show for the public sector in various regions across Germany, and they will be joining TOPdesk on Tour. On 3 and 4 May, you can find TOPdesk at stand A15 at the KomCom Sd in Karlsruhe. Will you be in the neighbourhood at the time? We welcome anyone interested to drop by and say hello. On 8 and 10 June, TOPdesk Germany will be visiting a number of its clients in Nordrhein-Westfalen and Munich. The team is currently organizing an extensive programme to keep their clients up-to-date on the latest developments and give them the opportunity to ask questions. For more information, keep an eye on the upcoming magazine and our website!

27 29 Overheid & ICT Jaarbeurs, Utrecht, the Netherlands

MAY
3 4 KomCom Sd Karlsruhe, Germany 25 V-ICT-OR Shopt IT Affligem, Belgium 18 May 22 June TOPdesk on Tour Ten Cities Across Europe

JUNE
8 10 TOPdesk visit Nordrhein-Westfalen and Munich, Germany 15 16 SmartGov Live Show Excel Centre, London

TOPdesk to attend the Service Desk & IT Support Show


On 27 & 28 April 2010, TOPdesk will be exhibiting at the Service Desk & IT Support Show in Earls Court, London. Visitors of Europes largest IT service management event will be invited to explore all the latest technologies and trends in IT support as well as attend presentations, seminars and chat with industry experts. This year, TOPdesk will be at stand 310, so dont hesitate to drop by and say hello! For more information on the Service Desk & IT Support Show, go to www.servicedeskshow.com.

TOPdesk on tour 2010


18 May, Rotterdam, NL 20 May, Eindhoven, NL 27 May, Heerenveen, NL 1 June, Deventer, NL 3 June, Amsterdam, NL 8 June, Leverkusen, DE 10 June, Munich, DE 15 June, Utrecht, NL 17 June, Brussels, BE 22 June, London, UK

NEWS 5

Trends

TEXT: NIENKE DEUSS

Over the past decade, a growing number of organizations have been transforming their working practices. Traditional office space is being replaced by lounge areas and quiet rooms; permanent workplaces are disappearing in favour of flex-working and working from home. The world of work is slowly changing, but what are the origins of this New World of Work? And what impact does it have on organizations?

The New World of Work


6 TRENDS

The New World of Work is all about flexibility. Replies like at the office and from nine to five are no longer in response to Where and When. Instead of the organization, the employees themselves are responsible for where they spend their time, be it at the office or from home. The organization, for its part, should move towards an ethos of freedom, responsibility and trust where the focus is on results, instead of number of hours worked. The hype of the New World of Work is mostly based on social change, its main issue being the ageing of the labour force, which is expected to lead to a substantial labour shortage in the near future. According to the statistical office of the European Union, Eurostat, the current unemployment rate in Europe is 9 percent, although this figure is expected to increase to 15 percent in the next seven years. If we want to maintain the current employment rate in the European Union by 2050, then we will have to overcome an employment deficit of 30 million people. A possible solution would be to introduce partial retirement; staff will then be required to work for a longer period of time, but less frequently. Nevertheless, the labour shortage will stimulate organizations to adapt to social and technological developments and the needs of their staff. In all of this, flexibility is essential.

of Work into their organization. All staff members have been given the option to work independently of time and location, but there are a few guidelines to adhere to. You have to continue to meet with one another, explains Henk van Tilborg, KPNs HR Services manager, Which is why it is important to inform others of your availability and schedule your appointments accordingly. In the past couple of months, KPNs management has communicated its vision on the New World of Work through awareness sessions. During these sessions, they established a number of ground rules that still allow for some individual interpretation. They gave all staff members a laptop and everyone now has access to his or her colleagues calendar. In the next step of the implementation process, the managers sat down with their own department to discuss possible changes and new rules. The members of each team discussed how they wanted to collaborate. For example, in our HR department you are expected to work at the office at least two days a week. These rules give our staff a sense of certainty, says van Tilborg. There are also a number of departments that have not yet adopted the methodology of the New World of Work. We have no problem with that; we provide the basics and everybody is free to adjust them to suit their own needs, explains Van Tilborg.

KPN
In July 2009, Dutch telecommunications company, KPN, introduced the New World

TRENDS 7

The New World of Work is.


Flexibility at the office The most visible element of the New World of Work is the change in office space. Rooms and offices are being replaced by open spaces and meeting areas. It is this makeover that has moved employees to the centre of the organization; however, the available desk space has also been reduced to a minimum. Prior to the implementation, KPN made an overview of the various job types and the office space required to perform these jobs. Based on this, they were able to calculate the necessary floor space. After that, we tried and tested if the calculated space was sufficient, says Van Tilborg. The office building currently consists of four types of areas: conference rooms, quiet rooms, meeting rooms and open spaces. They no longer have separate offices. Even the managing director doesnt have a private office, Van Tilborg adds. Staff at KPN are allowed to choose their own workplace at one of the 100 KPN office buildings in the Netherlands. Flexibility in office hours Employees are continuously searching for a better worklife balance. And, as a result of the labour shortage, they can now demand more from their employers. For example, the newfound flexibility in office hours allows them to attune their working hours to school hours.

Working from home then enables full integration of home life and career, which simultaneously forms the crux of the New World of Work. To what extent can employees still be involved with current office issues when they only work at the

my wife during office hours, I felt a little guilty. Your first instinct is to compensate for this time that youre not actually working, but you tend to forget that you also have coffee breaks at work with your colleagues. The line between

WORKING FROM HOME ENABLES FULL INTEGRATION OF HOME LIFE AND CAREER
office one day a week? Working from home is not even an option for every job type, as Van Tilborg explains. At the office, you always need a receptionist to pick up the phone and welcome guests, and a telecom shop always requires a shop assistant. These staff members can, however, decide on their own schedule. Secretaries, for example, can spend a day at home to manage the appointment schedule, while they take the kids to their swimming lessons in between. The New World of Work is accompanied by a new sense of freedom and responsibility, but it can also have a number of adverse effects. A lack of guidelines, ground rules and agreements can create a feeling of uncertainty among staff members. Another pitfall is structural overtime caused by employees wanting to prove their productivity at home, as Van Tilborg elaborates. It takes a bit of getting used to. At first, when I was at home drinking coffee with work and private life is slowly fading, which means you have to define your working hours at home or else you will be working continuously. Managers can also find it challenging to manage employees who work from home. After all, how do you maintain the synergy and involvement within such a team? In the case of KPN, the involvement has unexpectedly increased. The staff members have been given more freedom and trust; in turn their employer comes across as sympathetic, tells Van Tilborg. The exclusion of private office spaces has also enabled managers to keep an eye out for developments within the team. Flexibility in job description Further development on both the personal and professional level is important to new employees. That is why the New World of Work focuses on skill-based work, which is no longer geared towards experience or education, but

8 TRENDS

rather on performance. When a person is good at something, the organization looks at how the individual can best put these skills to use, and develop them. In such cases, the motto is the right person for the right job. However, the increasing need for employees with higher education and competencies can also lead to wage inequality. As a result of the employment deficit, the competition for the best staff is even referred to as the War for Talent. Another element of the New World of Work is the room for initiative. We can see employees demanding and receiving more responsibility; they do not only apply their competencies in their own job, but are stimulated to develop their talents on other levels. In this way, entrepreneurship is being encouraged and employees can further develop within an organization. Flexibility in communication When the New World of Work is introduced into an organization, employees tend to see each other less but communicate more. The lack of personal contact is then compensated for using communication technology: employees talk to one another via online chat, mail, video conferences or over the telephone. Furthermore, the introduction of Unified Communications one tool for every type of communication has made it easier for employees to discuss, deliberate and ask questions. KPN has also established a number of communication technologies

for their introduction of the New World of Work, but their use was not properly explained to the staff members, explains Van Tilborg. I really did not understand how a chat function could improve efficiency in my job it was something my children played with. Communicating with people through chat certainly takes some getting used to.

EMPLOYEES ARE ENCOURAGED TO DEVELOP THEIR TALENTS


The Future of the New World of Work
The urgency of a labour force shortage is an important factor

in the introduction of the New World of Work. However, the flexibility that accompanies it is useful in many situations. During the cold weather spells of last December, for example, KPN was able to anticipate accordingly. One Thursday, every staff member received an email which read: Extreme weather is predicted for Monday, so please take home your work tomorrow if you are working from home. That Monday, we saw 50 percent more people than usual working from home, says Van Tilborg. KPN expects to fully implement the New World of Work by 2010. Van Tilborg adds optimistically that The first results are promising. A recent poll showed that 100 percent of our employees would recommend KPN as an employer due to the positive impact of our changing work practices.

The First results at KPN


15% 62% 20% 30% Over an hour 37 miles 2.8 kilotons 14 million 19% increase of IT solutions, such as online chat and conference calls of employees work from home fewer meetings through the use of conference calls and video conferencing decline in desk space less commuting time per employee per day less commuting traffic for each employee per day less C02 emission, saving an additional euros net of employees uses public transport

TRENDS 9

The Road to Success

TOPdesk on Tour 2010

We are currently busy organizing the third edition of TOPdesk on Tour: a mini symposium that will be travelling to football stadiums across Europe. During May and June 2010, you can visit us in no fewer than ten European cities. Read on to find out when the TOPdesk on Tour bus will be stopping in your neighbourhood. Collaboration The theme of this years TOPdesk on Tour is collaboration. We will be addressing the collaboration between departments such as IT, Facilities and HR, and with the rest of the organization. We will also focus on the communication with external parties, whilst outsourcing services and the integration of various applications. On this special day, we will provide you with valuable and practical information, combining our expertise with customer references to show you how your organization can get the most out of TOPdesk. You will also have the opportunity to meet other members of the TOPdesk team. TOPdesk on Tour is geared towards IT specialists such as help desk employees of IT, Facilities and HR departments. The tour kicks off at the Feyenoord stadium in Rotterdam on 18 May, and will continue onto nine other European cities, renowned for their football teams (and supporters), including Eindhoven, Amsterdam, Munich and Brussels. TOPdesk on Tour will conclude on 22 June at the Arsenal Stadium in London.

Germany This year, our German clients can choose where they visit TOPdesk on Tour in Germany. On 8 June, the TOPdesk on Tour bus will stop off at the Bayer 04 Leverkusen stadium in Leverkusen, North RhineWestphalia. Two days later, on 10 June, we will call in at the Bayern Mnchen Allianz Arena in Munich. The programme on both days will kick off with presentations from TOPdesk Germany Manager, Michael Kraft and Consultant, Sumeet Bhatia. After a lunch break, you will be given the opportunity to meet with other TOPdesk experts to network, and exchange ideas and tips on TOPdesk, during breakout sessions. For those football fans out there you will also be given the chance to take a tour of the stadium. London The final stop of TOPdesk on Tour is at the Emirates Stadium Diamond Club in London on 22 June. Join us for a morning of motivating presentations. TOPdesks CEO, Wolter Smit, will open with a talk on the latest developments about TOPdesk the company, and the software. Following this, TOPdesk UK consultant, Chris Jamieson will discuss the benefits of collaboration during his presentation No more watching from the sidelines and Account Manager, Rob Goldsworth, will talk about Collaboration in one tool. During their presentations, both Chris and Rob will examine a number of specific customer profiles. Lunch will be followed by breakout sessions not

forgetting a tour of the Arsenal Stadium. After a busy day absorbing information and networking, you will be able to relax and chat with industry specialists over drinks. TOPdesk on Tour will be visiting an additional seven cities across the Netherlands and Belgium. If you would like more information on the TOPdesk on Tour agenda in any of the ten cities, please visit www.TOPdesk.com/ontour. TOPdesk on Tour The Road to Success Dont miss it! Visit www.TOPdesk.com/ontour for more information and the tour schedule. A more detailed programme for each city will be available online soon. The entire TOPdesk on Tour programme will soon be made available through email and post. If you would like more information on TOPdesk on Tour or you would like to register, please contact: Conor Hamilton on +44 207 803 4200 / info@topdesk.co.uk for information about the London leg of the tour; Cengizhan Bulut on +49 631 62400-0 / info@topdesk.de for information about Leverkusen and Munich; Arjenne Bastiaansen on + 31 15 270 09 00 / info@topdesk.nl  for information about TOPdesk on Tour in the Netherlands and Belgium.

Service Management Simplified

In Practice Trends

Process Awareness
5 essentia l tips

FOR A SUCCESSFUL IMPLEMENTATION

On a daily basis, the TOPdesk consultants encounter organizations that have trouble successfully implementing their processes seamlessly. It is up to the consultant to get this right for the client. TOPdesk has built up years of experience dealing with this. This article provides practical tips to help you ensure that your implementation process flows effortlessly.

TEXT: JORDI RECASENS

It is common knowledge in the service management world that the quality of providing a service is restricted by three essential items: Tool, Process and People. From various problematic process implementations, we have been able to infer that there is not enough knowledge of these to avoid the typical pitfalls. At the start of each project, people are generally very enthusiastic about getting all the processes streamlined and setting up the application and, practically speaking, this process usually goes well. The challenge is dealing with the last factor: people. How do we ensure that everyone will work according to procedures as well as utilize the tool properly?

In other words, how do we successfully implement the process seamlessly? Based on our experience, we will provide you with a few simple and practical tips to avoid the five most common pitfalls, which we will introduce using practical examples.

An unclear role division leads to either incorrect delegation of tasks or uncompleted tasks. Usually, this is a result of not checking common assumptions, such as in the aforementioned example. Everyone assumes that everyone knows what his or her role is and what he or she has to do.

Create clear roles


During planning meetings for a process implementation within a facilities department, the question of who organizes events such as farewell parties and celebrations within the company is raised. Right away, we see that a number of different people, each with their own roles, think that they are the person responsible, and this creates a lot of double work.

The tip:

ASK AROUND!

Discuss either formally or informally what each individual thinks his or her role is, and the roles of his or her colleagues. You will immediately see that not everyone has the same idea about role division, which is often the source of potential misunderstandings. Do not think

12 IN PRACTICE

that a role only consists of tasks. Check where the responsibility lies and whether each individual is capable of carrying out his or her assigned tasks. Do not ask a help desk coordinator to solve an incident manager issue if he or she does not have the authority to manage employees from other departments.

Working procedures
During the intake discussion for a new project, it is often clear that the procedures need to be revised and documented again. When asked whether procedures have already been formulated, the answer is Well yes, but they are so complicated and lengthy that no one understands them. Now we see that everyone has his or her own way of working, which is not good for quality or providing good service. One common pitfall is beginning with a detailed list of the departments every step at the onset of a new project. This results in a wordy binder of documentation containing far too many unnecessary details. Not having an overview creates a situation in which many end up deciding for themselves how they will carry out the work, leading to inconsistent procedures at the clients disadvantage.

example of this is a document containing clear instructions and screenshots, which explain how to log incidents in the system. These procedures do not have to cover all possible situations at the organization. A combination of simple agreements explaining the reasoning behind the aim of the process provides the employees with a picture of the whole, resulting in quality work. Giving responsibility and freedom to employees creates more involvement, which then allows employees to provide amenable customer service as opposed to relying on working with complex procedures.

well as double administration.

The tip:

SET UP THE APPLICATION SIMPLY AND USE EVERY AVAILABLE TOOL


Just as the last tip showed, you want to make the application as easy as possible for employees to work with. Think carefully about what information is vital and ensure that the employees understand this. This is essential when dealing with management reports. When such reports demand certain information that is not necessary at the operational level, the user needs to understand why he or she has to register the data and how to deliver it. Consider logging the time you have spent handling an incident. Many users are rather suspicious of this procedure, as they do not understand the underlying reasons for doing it. Moreover, effective aids like Standard Solutions, automatic emails and the Knowledge Base are more often than not set up improperly. Such aids make working with the application much more user-friendly and are essential to any successful implementation.

Usable tooling
During the first meeting, we often ask what the reasons are for the implementation. A service desk coordinator once responded, When we log calls in our current tool, and are later unable to find them, we are then powerless to help our clients. Because of the amount of bespoke work, it is impossible for us as well as our suppliers to find out why these reports disappear. We come across this type of situation quite often: there is an existing application, but it is poorly set up. This is often because people want the tool to encompass all possible procedures. The application users then often have to perform tasks that they do not fully understand or they are unaware of their underlying reasons. In the end, the application is either misused or not used at all, creating a lack of overview, unregistered incidents, incorrect prioritizing and poor communication with the client, as

The tip:

Ignorance and lack of understanding


During an interview with the project leader, it becomes clear that cooperation between the Facilities and IT departments is ineffective. Facilities employees do not understand how setting up a computer can take so much time, while the IT employees are inflexible during moves.

START WITH SIMPLE PROCEDURES!


When implementing a new process, it is very important that those involved keep it as simple as possible. Avoid huge binders of documentation, and focus on creating simple procedures. A good

IN PRACTICE 13

We encounter situations like these again and again. Departments or sometimes even individuals end up working against each other, often without even realizing it. Reasons for this include a lack of communication and too little cooperation. In most cases this does not happen willingly but as a result of ignorance and incomprehension for each others working procedures. The IT employees need to understand that moving and re-installing equipment takes time, while the facilities employees need to realize that installing and setting up hardware is not as straightforward as it seems.

the previous implementation of a service management application failed. At that time, they had decided to implement all the processes at once, and to begin using them simultaneously. During the implementation, the instructions had changed to such an extent that the project experienced huge delays. A so-called Big bang, delivering everything in one go, is in most cases not a good idea. This is not only attributed to implementing too many processes, but often that these need to be very precisely implemented just as tips 2 and 3 cite. In the first place, it is not realistic to want to change everything at once changing procedures and habits is timeconsuming. In the second place, the projects turnaround time becomes unnecessarily long, which prevents you from being able to respond flexibly to the changes. This next tip may ring true too.

ensure long turnaround times. During this phase, many factors can change, such as client needs, company policy, the economic situation and regulations. As a result, the project plan and business case need to be adjusted, causing heavy delays. By readjusting the project goals and thinking in small steps, the project is inherently more flexible, giving employees more time to become accustomed to the changes. As a result, the chance of success is greater.

Get to it!
We have been applying these five tips successfully to our implementations for years now. Instead of complicated theories or models, we work with tangible ideas that enable you to begin working as soon as possible. So, get to it! And get on your way to seamless procedures! Jordi Recasens is a team leader within TOPdesks Consultancy department and has years of experience implementing seamless procedures at a variety of organizations.

The tip:

A MORNING PRAYER

It is very effective when employees spend time with colleagues from other department to experience their daily tasks. In this way, they acquire insight into other departments working methods and gain a better understanding of why certain processes are they way they are. This increases mutual understanding, enhancing cooperation and good communication. Furthermore, it is wise to start the day with a brief meeting, during which everyone discusses what he or she is going to do that day. Employees are then made aware of what others are working on and what is expected of each other, which prevents frustration. Both these concepts have been implemented at TOPdesk, with great success.

The tip:

CHANGE STEP BY STEP

It takes time to carry out changes, and individuals must get used to the idea. The greater the step you take, the smaller the chance of success. Indeed, big steps also

Process awareness training


TOPdesk offers Process awareness training, during which the participants experience the strength of process awareness. Participants are given the opportunity to familiarize themselves with the advantages of seamless working processes, and how to best apply these at work. During the training, assignments and exercises are alternated with theoretical instructions. The training is ideal for teambuilding activities or as a kickoff for a widespread process implementation of TOPdesk. Process-awareness training is a step towards a successful TOPdesk implementation within the organization.

Realistic planning
During a meeting with the department head, it comes up that

14 IN PRACTICE

Column

Motor Management

TEXT: ANNEMARIE MOEIJES

Ive bought a new car! he announced with pride. Oh, great! What kind then? was of course my first response. I dont know. One with four wheels thatll help me get to work and back, and to the supermarket. While a motor head would probably launch into a long story about cylinder capacity, ABS, ESP, the placement of the camshaft, fuel consumption, rim format and, not to forget the horsepower, its apparently enough for this guy that his car helps him get safely from A to B. Still, the motor head might perhaps be impressed with my friends car. Check out that double exhaust pipe! And those massive rims! Listen to her purr when you rev the engine! For the owner, on the other hand, its more important that he can pop his sunglasses into the sun visor and rest his cup of coffee somewhere, without having to grip it between his knees. Yet theyre both still talking about the same car. This different approach also exists between individuals who had already written their first program by the time they were 12 and can read and write with a DOS box, and those who only use their computer to download the IKEA kitchen planner and check their email. Managers often want the best, the nicest and the newest for their users because best, nice and new is generally more stable and easier to manage. But sometimes because its just nice and new. The end-user, in particular, does not want to be bothered with a detailed explanation of the migration and update plans, but does want to know how it will improve his or her specific situation. Will logging in take less time? Can I now send and receive larger attachments? End-users couldnt care less about the underlying strategy, which can have a fair amount of influence on all management activities. As long as

they can rest their cup of coffee without making a mess, the size of the rims is unimportant. It is vital that IT management organizations take the time to consider these different approaches when communicating with end-users. This applies on both a personal and a general level. If the IT specialist has to restore a database that the end-user himself has broken, then I can imagine that that is frustrating and that as a manager you have the tendency to let fly. The enduser, on the other hand, doesnt have the knowledge of an experienced IT worker, and everyone makes mistakes. System administrators might also regard their clients questions, who simply drop by, as interfering certainly when its a relatively straightforward question and youre working on something a lot more complicated. You can partly deal with this by protecting the specialists from these sort of in-between things, but more importantly is the understanding that the specialist and the end-user have an entirely different approach to the same thing in this case the computer. As manager you want to get as much horsepower out of your vehicle as you can, but the end-user is perhaps satisfied with a glove compartment that lights up when you open it. As a manager, try to see the others point of view, and fix the light when its broken. That youve also sought to tune the chipset for the motor management, is something that you can be really proud of and that your client is going to appreciate, without realizing it. The car accelerates even faster, the light works and the coffee doesnt spill all over the edge of the mug. In the end, both parties are happy with the same car, but for very different reasons. Thats the best you could hope for, right? Annemarie Moeijes is a consultant at TOPdesk and has years of experience with implementations and changes within various organizations.

COLUMN 15

hat ntation t e m le p im an It was an more of e b o t t u turned o TOPdesk , r a e y t s e. La adventur de Wilde e k n ie N nt ania Consulta and Tanz a y n e K o t travelled de at the a r g p u n ut a to carry o . undation o F a ic r f Via

TOPdesk

The founda tion ships d onated hardware to schools in K enya and Tanzan ia, and ensu res that the tea chers and s tudents can make o ptimal use of the equipment . Nienke rep orts on a rather uniq ue impleme ntation. TEXT: NIE
NKE DE WIL DE

in Africa
On Saturday evening, 12 September, I landed at Kilimanjaro Airport in Tanzania with a suitcase full of clothes as well as numerous TOPdesk manuals, mouse mats and weepuls. Id left home that morning on a three-week-long mission in Tanzania and Kenya for the Dutch foundation Viafrica. My role as consultant was to implement TOPdesk and train the users at their offices in Moshi (Tanzania) and Nairobi (Kenya). My travelling companion on this assignment was Viafricas bookkeeper, Bert Mosterd. I began working with Viafrica in May 2008. At the time, I set up TOPdesk Professional for use in their offices in Kenya and Tanzania, together with Joost Dam, the foundations managing director. The donated hardware, as well as the training for teachers, is set up to support local schools in IT education. This particular project is called CLASSworks and is carried out by two local departments in Kenya and Tanzania, which operate as independent branches. Viafrica uses TOPdesk to register information on the schools and to handle the schools or other clients questions and requests. The foundation also uses Configuration Management, and Stock and Order Management to keep track of the current stock and to see which hardware has been delivered to which schools.

16 TRAVEL REPORT

More recently, TOPdesk was not working as well as it should, in part because of staff changes at the foundation. The data in the databases were no longer up-to-date and the foundations managing director was having trouble keeping track of the stock from the Netherlands and calling up information about the schools. The local manager in Moshi, Erwin Groeneveld, also wanted to use TOPdesk more to access both operational information and information for donors.

WE WANTED TO MAKE IT AS EASY AS POSSIBLE FOR THE USERS AND OFFER THEM THE BIGGEST CHANCE FOR SUCCESS
Moshi, Tanzania
We were welcomed at the airport by Thomas Anael, Director and Sales Manager of the Viafrica branch in Moshi. Thomas has been involved with the foundation from the very beginning and set up the office in Tanzania, together with Joost. A sales department has since been established in both offices in order to reduce the dependency on donations from the Netherlands. On the way from the airport to Moshi, I tried to take in my surroundings. It was already dark, though, so aside from the lights of the local disco and an exuberant starry sky, there was little to see. We were taken to our accommodation, which was on the same grounds as Viafricas office. The house we stayed in is rented out as guest rooms because people come to Tanzania more often for Viafrica. After acclimatising on the Sunday, we began with the task at hand on Monday. Berts job was to help the administrative employees to brush up on areas of bookkeeping and financial administration. I had already prepared my part of the mission setting up TOPdesk, inventorying the hardware and instructing the users back home.

TRAVEL REPORT 17

SaaS and blackouts


After Viafrica had expressed its desire to make better use of TOPdesk, I travelled to Amsterdam on several occasions to discuss with Joost how we could best tackle the project. We soon realized that the current setup two TOPdesk 3 installations on location was no longer sufficient. To ensure that the maintenance of the application remains minimal for Viafrica, but they can still use it at the various locations, we chose a SaaS environment.

WHEN THE CHILDREN FIRST BEGAN USING THE COMPUTERS, I NOTICED HOW QUICKLY THE MAJORITY GOT THE HANG OF IT
Before leaving, I had already set-up the SaaS environment as much as possible using data from the previous implementation and a copy of the Tanzania database. I had two weeks in Moshi to set up TOPdesk further, ensure that the data were as up-to-date as possible and train the users in its use. Before embarking on this, however, I had to clarify exactly which processes they used at the foundation. Together with Erwin and Thomas, I looked at who will be logging incidents, which categorizations they will be using, which reports they wish to run, which items they want to track the stock of and how they want to set up Configuration Management. It soon emerged that the information Viafrica required was rather double. On the one hand, the offices want operational information such as which computers are at which schools and what has been sold in the last month. On the other hand, they need information for donors such as what has been done with the donated computers, which types of schools are being supported, how many students and teachers are at any one school and how many donated computers they have received.

18 TRAVEL REPORT

We decided to keep the set-up of TOPdesk as simple as possible. During the first implementation with Joost in the Netherlands, wed already decided to keep it uncomplicated. We wanted to make it as easy as possible for the users and offer them the biggest chance for success. In Moshi, we simplified the set-up even further. Any registration that had no added value, we simply left out. Consequently, we kept the tracking of stock to a limited number of items, defined even fewer categories and subcategories in Incident Management and minimized the number of mandatory fields. It took a few days before I reached a number of important decisions with the involved parties. And more obstacles were to follow. During the two weeks I spent in Moshi, blackouts were a regular occurrence. Although the power usually came back on within a couple of hours, it sometimes lasted the whole day. Add to this that, during the first week of my visit, we should have completed the implementation at five schools. That meant that the engineers were away for entire days and that Erwin needed the time to report on the implementations to the Dutch office.

IT IS AMAZING TO SEE HOW QUICKLY YOU ADJUST TO A NEW RHYTHM


A school bus full of computers
I also went along to an implementation at a school in Same, nearly a two-hour drive from Moshi. Viafrica not only delivers the computers and monitors for the rooms, but also sets up a server, printer and a network. Before qualifying for a CLASSworks implementation, schools must show that they have access to a classroom, teachers available and that they have organized security for the classroom. The school in Same had already collected the computers with a school bus, so it was our task to set up the network. We were then able to test whether the computers and monitors actually worked. Computers

TRAVEL REPORT 19

are always tested before being handed over to the schools, but when you transport 20 of these along dirt roads, some are bound to occasionally break. When the children first began using the computers, I noticed how quickly the majority got the hang of it. I reckon theres a digital generation up and coming in Africa too.

IN THE END, THE PEOPLE ARE THE DRIVING FORCE


On safari
It is amazing to see how quickly you adjust to a new rhythm. Each day in Moshi, we began with breakfast on our veranda and at around 9am, we walked to the office and began the working day. Everyone ate lunch together a delicious hot Tanzanian lunch that was prepared on the premises and consisted of rice, vegetables, sometimes beans and sometimes meat, lots of sambal and fresh fruit. Around 5:30 PM, we returned to our accommodation and sat on the veranda with a coke, beer or stoney tangawizi a local ginger soft drink. In the weekend, we went on safari to Lake Manyara and Tarangire National Park two beautiful parks not far from Moshi.

in Tanzania, ienkes mission N of lt su re e As th at means we system that th a s ha w no a Viafric (supporting core activities r ou ith w al can de IT solutions) nizations with ga or l na io at educ the current e can now see W . lly na io at intern and each ing incidents stock, outstand oment. This n at any give m s sk ta s ee oy empl essional ard in the prof rw fo ep st ge is a hu e were really ols in Africa. W ho sc of t or supp both Nienke the support of ith w d se es impr entation. ring the implem du k es Pd TO and

Nairobi, Kenya
We spent the final week working in Nairobi, which took a bit of getting used to at the beginning. Compared with quiet, rural Moshi, Nairobi is a swarm of cars honking their horns, music, souped up matatus and people who look as if they are in a hurry to get somewhere. In particular, the matatus, which are private vans that operate as public transport, were fun to see. They were all painted with portraits of rappers or movie stars, equipped with LCD screens, loud music for the passengers and neon lights. After a round of introductions, we were informed that wed probably have no electricity on Tuesday and Thursday. The entire country was experiencing

Joost Dam, ging Director Viafrica Mana


20 TRAVEL REPORT

a drought and because water energy makes up an important part of the energy, there was less available. In order to spread what little energy there was evenly across the various areas, the city was on energy rations. After taking a day to get used to our new surroundings and the new people, we began inventorying the hardware. That there was no electricity wasnt such a problem after all, as everyone could help move the computers, which were piled up against the wall. We inventoried and numbered them all and then I gave the TOPdesk training, which I did using cases that I had formulated with Erwin in Moshi. The idea behind the cases was to show the employees of Viafrica the benefit of TOPdesk. One example was that a client comes along with a computer that he says was bought from Viafrica. How do you check whether this computer is still under warranty? Or whether it really has been purchased from Viafrica?

Farewell
The following Saturday, we were sitting in the plane back home. On the previous evening, Id said my goodbyes to the crew Nairobi style with lots of food, dancing and music. Looking back, I remembered the differences I had noticed at first between the world that Id come from and the world where I was lucky enough to stay for 3 weeks blackouts, a different rhythm and of course a very different climate. But as soon as you get used to being there, which happens more quickly than you might expect, you notice the similarities between these two worlds. In the end, the people are the driving force. They too work hard, go to school, return home tired in the evenings and enjoy their free time in the weekend with friends and family. And now, they also use TOPdesk to handle daily procedures that little bit more efficiently. Nienke de Wilde has been involved with the TOPdesk implementation at the Viafraica Foundation since 2008.

e a TOPdesk happy to hav ry ing ve e er w We e were work our office. W in ical al n ct io ra p ss profe e very ready, but th al k k was es ac b Pd ed TO fe with ning and ai tr t, u p in ic Viafrica and energet e result is a Th e. n yo er r ev esk inspiring fo s with TOPd eryone work ev vital e a er h e w m o office it has bec es ti vi ti ac r-support in their daily lso, the afte A b. jo s e n yo esk part of ever azing. TOPd and still is am u all as w yo k ke n an ie th of N eans. We m rt o p p su knows what pen! ing this hap a lot for mak

neveld, Erwin Groe ia Manager n a z n a T a ic Viafr

TRAVEL REPORT 21

TOPdesk plus

Business processes are supported by many different IT applications and, as a result, many different applications are used alongside one another. Many organizations record employee details in Active Directory or Beaufort, System Management information using LANdesk or Nagios and use TOPdesk to support both Service and Facilities management; hence why we are always looking at the integration possibilities with other software packages.

TEXT: NIENKE DEUSS

Over the past few years, TOPdesk has entered into a number of sustainable partnerships with experts in the area of business processes and technologies, with capabilities outside the realms of TOPdesk software. As a result, TOPdesk has acquired expertise in-house to create practical, new applications of the software. Accordingly, we have developed links that combine the best of TOPdesk with the expertise of other specialists, such as telecommunications providers and barcode specialists. This article discusses a number of these integrations based on their daily application at TOPdesk clients.

22

The Computer Telephony Integration (CTI) Module


The CTI module was developed in collaboration with AskRoger, a provider of high-quality solutions in the area of Unified Communications. The module links the computer with the telephone. When you want to call a client, you simply press the Call button next to the telephone number on the Person or Branch card. When the telephone rings, you can immediately see who is calling and where they are calling from, ensuring that the client always reaches the right person.

You can also call clients with one click of your mouse, as Slokkers explains. From our intranet, the order registration system and TOPdesk, you can call clients directly. If, for example, you want to answer a question about an order, you can directly connect your telephone to the correct branch from the incident. TOPdesk support Three TOPdesk departments Sales, Office Sales and Support use the CTI module. Support employee, Roland de Schepper, tells, Only once you begin using the CTI module do you realize how useful it really is. You dont have to dial every number, eliminating the chance of calling a wrong number. You also save loads of time. The CTI module is also proving very useful for the managers of the Support department, as Roland tells. Our manager sets his phone to silent and keeps an eye on pop-ups of incoming calls. He can then see how often calls are coming in and has a live view of how busy the department is. The CTI integration also works outside of the TOPdesk software. When you see a telephone number on a website, you only need to select it and press F8 to call the number, Roland explains.

Overview of call history

At the FujiColor help desk Employees at the FujiColor help desk mostly receive queries from clients who have placed orders who sell FujiColor products, such as photo processing stores. When the telephone rings at the help desk, a window appears on the screen that displays which client is calling. You can see a name, branch or store and client number and you can easily see which calls and questions employees from this store have logged in the past, explains Andr Slokkers of Fuji. When you accept the call, you can select what you wish to do in the menu. During a call, you can open a Call card in TOPdesk with one mouse click. Whether the client has a question or needs to modify an order, you can then open the intranet or the order registration system. This solution saves the help desk a lot of time logging incidents.

Telephone integration process

23

The barcode solution


Taking stock of all your company assets is timeconsuming, to say the least. It involves going to the location, noting down every object, returning to your desk and entering all the information you have just collected not forgetting when you move something and then have to update all the data. The barcode solution enables you to register objects with barcodes. Each code is linked to an object ID in TOPdesk, you can easily keep all data up-to-date. After taking stock of all your objects, the current situation is comparable with Configuration management in TOPdesk and any discrepancies will be revealed.

scanner collects are sent via a docking station to the network or the server. You can then see in TOPdesk whether the data are correct. The additional fields also show you the last date of inventory and whether the previous scan was correct. TOPdesk can also generate the barcode labels with the print wizard. In the past, the barcodes could only be printed on A4 sticker sheets, but now it is also possible with label printers. We use a label printer and, at first, we had to guess where we aimed on a sheet of 2x4cm. Now, everything is guided and we can directly label and scan all new incoming objects. Prefer Technology: expert in barcode solutions To develop the barcode solution, TOPdesk has joined forces with Prefer Technology, specialist in barcode and RFID systems. Prefer Technology offers advice for all barcode solutions, from permanent labels to barcode scanners and supporting software. Clients can now take stock of all company assets using barcode scanners, explains Peter van Hoek van Prefer. Because every object has a unique ID, you can keep an overview. When you scan a room, the input is saved in the scanner. The information is then synchronized with the data in TOPdesk via the docking station. According to Peter, the biggest advantage of the barcode solution is that you can register everything without making errors and the fact that this can be done quickly.

Report of discrepancies between scanned and registered objects in TOPdesk

The printers, computers and monitors of the Veenendaal City Council It was installed and fully operational within the space of a day. Putting stickers on all the equipment will still be a lot of work, but after that well have an overview of where each object is located, tells Karel Klumpenaar, IT team leader at Veenendaal City Council in the Netherlands. The council uses the barcode scanner solution to register all configurations. An employee goes to the location, scans the ID of the room and the item numbers of all printers and computers in that room. Each item number refers to an object in the TOPdesk database. The data that the portable barcode

TOPdesk can generate and print barcode labels

24

Performing inspections with Keur-IT


TOPdesk has formed its most recent partnership with software supplier Keur-IT. Keur-IT develops software that supports inspectors and consultants with their inspection activities of buildings or installations on location and with the processing of these data. This yields great advantages. The performed inspection or condition monitoring with Keur-IT is often used for the long-term planning, which can be imported directly into TOPdesk. The solution means that jotting down the details of inspections in notepad file and calculations in Excel are a thing of the past, tells Wolter Smit, TOPdesk Managing Director. Keur-ITs Managing Director, Helmut Faust, also sees numerous advantages for clients as the result of this collaboration. TOPdesk clients can begin working with Keur-IT software immediately or can have their buildings and installations inspected using Keur-IT by a building engineering consultancy firm. Around 20 such consultancy firms already work with Keur-IT. The inspections performed by external parties can also be processed in your own TOPdesk database. Easy inspections The consultant or inspector determines the objective of his inspection, such as assessing the condition of the building, in advance. He or she then chooses a suitable template in Keur-IT, which can then be arranged further according to his or her wishes. If it concerns an inspection taking place for the second time, then the template will already have been filled in with the data that need to be added or collected on location. The inspection is then performed using the PDA or tablet PC and cyclical activities are then generated over the entire operating period based on the conditions, norm files and the chosen starting point. Finally, the complete planning is exported to TOPdesks Long-term planning module. You can also make reports in this module. With the insight you have gathered, you can build scenarios or formulate or adjust the current long-term planning accordingly. Keur-IT applications include long-term maintenance planning, condition monitoring (whether or not according to NEN 2767) and benchmarks.

And lots more


TOPdesk can be integrated with numerous other applications. In addition to the aforementioned links, TOPdesk can also be integrated with system management tools, for example; indeed, we are currently also working on a link with the SAP Solution Manager. The links with the SAP Solution Manager and ISM (Integrated Service Management) will be discussed further in the next issue of TOPdesk Magazine. The Performance Monitor will also be explained further, which is another example of a module that came about as the result of collaboration with a partner.

If you have questions, wishes or ideas about collaboration between TOPdesk and partners, please dont hesitate to contact our Sales department on +44 (0)20 7803 4200. Perhaps you would like to participate in the discussion about system integrations. Then go to community.topdesk.nl or www.topdesk.com/ magazine.

25

TEXT: MIRIAM DE HOOGH & JOLANDA SIMONIS

In the Spotlight Create your own shortcuts in the Self Service Desk

Organizations that work with multiple departments in one TOPdesk database tend to have specific wishes. As consultants, we often hear that clients wish to be able to make a call (or incident) for a specific operator group in the Self Service Desk. Callers are then able to create a call directly for the IT or Facilities department. In this article, you will find out all about how easy this is to set up.

Many clients are perhaps already aware of the option to do this by making the field Operator group available in the Self Service Desk. The problem with this is that when logging a call, the caller has to choose between a number of different operator groups, not always knowing who to approach. Should calls about TOPdesk be logged on the name of the

group Network management or Application management?

Shortcuts in the Self Service Desk


A helpful alternative is to create separate shortcuts in the Self Service Desk. Each shortcut then creates a new incident for the relevant operator group, such

as New IT incident and New Facilities call. You can call the link anything you wish, which is useful if your department uses specific terminology. Read on to find out how you can set up these shortcuts. Setting up shortcuts First, in the secure section of TOPdesk, go to Settings > System Settings > Menu Settings Self

Figure 1: Setting up shortcuts

Figure 2: Setting up screened shortcuts

26 MODULE IN THE SPOTLIGHT

Service Desk > Incidents/Calls. Next, untick the option to create a new incident/call under the heading New. Click the New icon to create two shortcuts (see figure 1). Enter the name and the URL of the shortcut. The URL for a new call for IT looks as follows: /tas/public/inci dentpublic?action=new&status=1 &replacefi eld0 =operatorid&searchfi eld0=naam& searchvalue0=Servicedesk%20 IT&save=false&validate=false Replace Servicedesk%20IT with the name of the desired operator group. Note that spaces in the names are replaced with %20 and ensure that the name in the link matches the name of the first line operator group exactly. If the name of the operator group changes, you will also need to change the name of the shortcut. Finally, tick the option Include in shortcuts and untick the option In new window. In the Self Service Desk, it will end up looking as follows:

change requests that only key users may submit or orders that only budget holders may place. By screening the shortcuts selectively, you can make certain shortcuts only available for certain users. You can gain access to the various shortcuts via the Person card. Here, you can tick the options Department, Budget holder or Branch. These options will then give the corresponding person access to the shortcuts in the Self Service Desk that fall under the heading Department, Budget holder or Branch. In the menu settings of the Self Service Desk, you can indicate which shortcuts are and are not available for those persons with these extra rights. Untick all existing shortcuts and add a new one, following the above instructions. Those persons with additional rights to this heading will then be able to see the new shortcut, but not the standard ones. Setting up screened shortcuts Imagine that you want to make a shortcut to a new change request available for budget holders. Find the appropriate URL by going to the Self Service Desk > Changes, then click with the right mouse button on Change proposal under the heading New and select Copy Link Location. This URL should look as follows: http://<uw servernaam>/ tas/public/changepublic?action=ne w&status=1 Next, in the operators section, go to Self Service Desk > Changes in the menu settings. Tick the

option Change proposal under the heading New and create a shortcut under the heading Budget holder. Call this New change request and paste the shortcut from /tas onwards. Untick In new window, then tick Include in shortcuts and save your settings. Henceforth, the shortcut in the Self Service Desk will only be visible for those who have a tick next to Budget holder on their Person card.

N.B.
You are advised to always test adjustments like these in a test environment. Only when this works correctly, can it be carried through into the production environment of TOPdesk. We also recommend that you create a back-up prior to carrying through the changes.

No time to do it yourself?
Would you like to make these types of adjustments yourself in the Self Service Desk, but dont have the time or the means? Why not invite a TOPdesk consultant to do it for you? By updating the look and feel, you can also change your Self Service Desk to match your intranet or your organizations corporate identity. For more information, please contact TOPdesk Consultancy on +44 (0)20 7803 4200 or email consultancy@topdesk.com.

Screened shortcuts
An added benefit of this solution is that you can make the shortcuts available for a select group of callers. Consider, for instance,

MODULE IN THE SPOTLIGHT 27

tips + tricks
Personalized overviews
TOPdesk Professional 3 enables you to personalize overviews. In an overview of incidents, for example, you can indicate that all incidents that should be processed today are displayed in bold or that an overview of activities should display every activity under the name of a certain operator in italics. This provides you with an instant overview of what is important to you. Imagine that you wish to view all incidents that have the target date set to tomorrow in green. You would then take the following steps: Go to Settings > User settings > Overviews > Incidents tab. Click on the New icon on the bottom right side of the screen. In the pop-up screen you can choose Target date > Equal to > Next working day. Click with your right mouse button on Text in the Settings column. Select foreground colour > Set up, click on the green square and then OK. Once you have applied these settings, the relevant incidents in the overview of incidents will be displayed in green. You can open the overview via Extra > Overviews > Overviews Incidents. This allows you to set up your own overviews not only of incidents, but also of objects, changes or reservations, for example. You can decide on the colour of the text, the background colour and whether the text is displayed in bold and/or italics.

TOPdesk Support
TOPdesks Support department often receives queries to which the answer is perhaps useful for all users of TOPdesk. And what better way to share these tips than in the TOPdesk Magazine? Q: For a number of weeks now, I have not been able to see the TOPdesk Navigator when I use my own user account. When I log in with a different account or the admin account, however, everything seems to work fine. Today I ran through the entire program with a colleague (who has not experienced any problems) and I adjusted my settings and rights to equal theirs. Unfortunately, this did not work. Do you think there might be a corrupt setting in the database or can you think of another reason why the navigator is not visible? A: Can you still see the Navigator tab itself? Occasionally, the Open cards section slides up and over the navigator tree. You can slide it back down by moving the mouse down very slowly from the tab until the cursor changes into a double black arrow. From there, you can drag the line down using the mouse.

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

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.hu w www.topdesk.hu

Copyright 2010 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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