White Paper Implementing Your Help Desk

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1 White Paper Implementing Your Help Desk A Practical Guide

2 Implementing A Help Desk Implementing a Help Desk may sound either remarkably easy or terribly difficult, depending on who is pitching the solution. But, the actual process usually lies somewhere between these extremes. This white paper offers practical advice to help you choose the right Help Desk software for your organization, along with step-by-step procedures and timelines for implementing an efficient, productive system. Beginning with the definition of a Help Desk, we'll walk you through the entire process - from selecting the software, to implementing the system and taking it live. We'll provide answers to common questions about Help Desk systems; key factors to consider when choosing and implementing the software; milestones to meet during the implementation process; and a real-world example of a successful Help Desk implementation. A Help Desk Definition "The Help Desk Glossary", published by the Help Desk Institute, offers the following definition: "The operation that provides technical information to customers and solves technical problems by providing support and information." The handbook continues: "To increase the productivity of people using information technology in a company, you need to provide an efficient and effective means to answer their questions and solve their problems." It sounds simple, but what lies at the heart of a Help Desk operation is a sophisticated database that contains all the information necessary to handle call reporting, asset management and problem resolution. In essence, the Help Desk is a database. According to Rene Tenazas, Chief Technology Officer for Datawatch, "This database goes way beyond just call management. The Help Desk actually becomes a global repository for critical data and corporate assets - including information about customers, vendors, hardware, software, locations, licenses, networks, warranties, service level agreements, problems and solutions.the database also identifies the interrelationships among these items." The Help Desk Timeline Define Requirements Assess Products and Vendors Formalize Project Plan Install Software Load Data Test System Train Staff Run Pilot Program Deploy and Refine Product Selection System Goes Live Page 2

3 "Implementing a successful Help Desk is 50% planning and selecting the right vendor/product and 50% implementation." In addition to being a database, a Help Desk must reflect the workflow of the support organization. This includes details on how calls are assigned, how priorities are handled, how calls are escalated and how problems are resolved. It must create a realistic framework for quick, effective responses in every situation. The business need for an effective Help Desk is compelling, but that's only part of the story. If your Help Desk is not providing effective, efficient solutions to problems, you're sacrificing productivity and increasing your cost of doing business. Implementation A successful Help Desk implementation demands careful strategic planning. You must establish a clear methodology for designing and populating the database. Both the knowledge of your organization's top management and the experience and knowledge that comes with your Help Desk vendor are important here. "Implementing a successful Help Desk is 50% planning and selecting the right vendor/product, and 50% implementation," according to Tenazas. "Both require very careful consideration." The implementation process should include the following phases and steps to accurately reflect the nature of the Help Desk system you wish to create: define the requirements, assess the products and vendors, formulate the project plan, install the software and load the database, test the system, train the staff, run the pilot program, and deploy and refine the system. Phase 1 - Define Requirements Asking The Right Questions In his book "Managing Software Support", Bill Rose suggests that the key to managing software support effectively involves thorough planning before you begin "fighting fires". The idea is to plan well in advance of actually investing in big ticket items. Key planning areas include: manpower, facilities and tools. Define Requirements Assess Products and Vendors Formalize Project Plan Install Software Load Data Test System Train Staff Run Pilot Program Deploy and Refine Product Selection System Goes Live Page 3

4 Helpful Questions For Phase 1 On average, how many service calls are answered each day by your current support organization? Do you have a list of all computer equipment with current configurations? How many calls are bypassing the support center altogether and are handled informally? At what cost? Do you know how to get accurate real-time data when you need it? Are incoming requests routed to the appropriate personnel right away, or is time being wasted as requests get bounced from person to person? Do you have an effective system in place for your lower level technicians to leverage the knowledge of your higher level experts? Are you encouraging your customers to help themselves with user friendly and efficient methods? Is there a way you can leverage your existing infrastructure and expertise to implement a new help desk system? What payback do you expect from a Help Desk investment? Over what period of time? How would you want a vendor to demonstrate that such a payback had actually occurred? Most Help Desks have many of the same objectives that are discussed in "The Help Desk Handbook". These objectives include the need to: serve the customer community, resolve problems, improve the productivity of the customer community, manage change, and measure its own activities and effectiveness. Setting the objectives for your Help Desk is part of Phase 1. In addition to defining requirements based on your organization's needs, you'll also need to identify hardware, software and call handling tools according to their ability to meet your specific requirements. Jonathan Clark, Datawatch consultant, has experienced numerous examples where individuals would select a product to handle Help Desk activities and walk directly into trouble - simply because they did not preplan, involve senior management or the Help Desk vendor, or ask the right questions about their own support needs. "Once you understand that the Help Desk and the software that helps to run it are two different things, you're already half way to a successful implementation," Clark points out. "Installing the software does not mean that all your Help Desk problems will instantly be solved; it just means that you now have a tool that, with proper planning and implementation, can provide a viable solution." Phase 2 - Assess Products and Vendors In a recent PC Magazine article, five criteria for evaluating Help Desk software were offered: 1. problem management, 2. asset tracking, 3. knowledge capture, 4. reporting, and 5. technology interfaces. These criteria are the basic elements that any Help Desk software should offer to be seriously considered. Page 4

5 Define Requirements Assess Products and Vendors Formalize Project Plan Install Software Load Data Test System Train Staff Run Pilot Program Deploy and Refine Product Selection System Goes Live 1. Problem Management Problem management is the most important and measurable Help Desk feature. Problem management should include: problem logging; problem identification; call assignments; tracking problems to resolution; alerting personnel if a call is taking too long; elevating a call's status to a higher priority; and problem diagnosis. One particularly useful feature is the ability to simultaneously track issues handled by your internal support team as well as issues escalated to external third party support partners. With this feature you can provide a single point of contact and can ensure that you're meeting your customers' expectations and your support partners are also living up to their agreements with you. A good problem manager, however, is more than the sum of its parts. What's most important is how all the Help Desk functions work together and how they are presented to the user. Is the interface intuitive, graphical and easy-to-use? Is the informationpresented in a logical way? Can the user click on an item (caller name, hardware item, etc.) and see multiple levels of detail? Can the product be configured easily to accommodate different call-resolution processes? 2. Asset Management Asset management is important for two reasons. First, it allows Help Desk personnel to solve problems by providing accurate, up-to-date information on the caller's environment. Second, it serves as a library of information about your organization's asset base. According to Char LaBounty, Director of Membership Services for the Help Desk Institute, "Often, a Help Desk product with good asset management pays for itself simply by putting a real dollar value on a company's current inventory of computer hardware, software and networking possessions." Asset management looks at such items as hardware and software configurations, software licenses, LANs and LAN addresses, and warranties. A good asset management feature should help organizations: collect asset information with minimal effort (perhaps by using automated data collection software, for example NetCensusTM from Tally Systems Corporation); minimize the number of unnecessary purchased software licenses; minimize the number of unnecessary purchased software licenses; Page 5

6 enforce equipment policies regarding approved vendors, configurations, software revisions, suppliers, etc.; maintain equipment warranties; schedule maintenance and upgrades Good asset management allows companies to make vital decisions based on accurate information about their possessions, for example, who's using the assets and how are they being used. Answers to key questions will help provide important details about your organization's future asset planning. For example, how many PCs are there in the company? With what CPUs? What memory? Disk capacity? What applications are they running and at what revision levels? What warranties are scheduled to expire and when? How many users are connected to the server? All this information has an immediate, dramatic influence on your organization, and can easily become an invaluable resource for future asset planning. 3. Knowledge Capture Often overlooked, knowledge capture is the "secret weapon" that makes the difference between a system that merely logs calls and one that really leverages the skills of the people who use it. It's also an area that pays big dividends with little up-front investment in user training and problem assessment. "You'd be surprised," says Clark, "how many Help Desks finish a successful call just by writing the words 'problem solved' in the call comments section. That isn't much help for the next person facing the same problem." When using Datawatch s Visual Help Desk software, support technicians are prompted to add their resolution to the knowledgebase, which then gets sent for approval before it is actually submitted. This way, technicians are urged to describe complete fixes in their resolution, and help desk management has the final say on which items will be most useful in the future. The next time a user calls up and identifies the same problem, the technician will have this resolution at their fingertips in order to resolve the issue immediately. Help Desk software should encourage self-learning by prompting users for solution-type information after the problem is resolved. This way the solution is captured for others who might encounter a similar problem in the future. "You can't give everyone enough training in Excel and Outlook to achieve a 24-hour, 75% fix rate," Clark says. "Nor can most companies afford to hire enough specialized talent. Self-learning allows lower-skilled people to do the jobs of their higherskilled/paid colleagues." Knowledge capture also gives Help Desk staff the ammunition they need to fix bigger problems. For example, is there an overall pattern of failure by hardware type, software, department, service provider, or customer? Does the customer who complains the loudest have a legitimate point? Is the Help Desk really overworked? Page 6

7 The Symposium Proceedings from the Gartner Group, a leading computer industry consulting firm, indicate that "Users need to be informed on an ongoing basis about exactly how the Help Desk is helping them. Often, when a Help Desk is operating efficiently, customers don't appreciate how much they have been shielded from complexity and lost productivity. As a result, we feel that the Help Desk must, on a regular basis, remind users of its accomplishments." In that regard, it is useful for the software to include a standard call feature that makes it easy to register even the simplest calls. Additionally, the Help Desk should include the ability to tap into commercial knowledge bases. Knowledge bases act as a "repair manual" and add an additional layer of expertise to the Help Desk. For example, Visual Help Desk from Datawatch allows a Help Desk to access external knowledge bases from within V HD. While working in a ticket, Technicians can search both their proprietary knowledgebase or content from RightAnswers, an on-line knowledge base that provides problem solving information and Help Desk resources for a variety of popular software applications and operating systems. These external knowledge bases can be used to handle and resolve calls quickly at the first level. Helpful Questions For Phase 2 What do you want to do? Manage calls? Track assets? Both? What kinds of assets do you want to track? Hardware? Software? Warranties? Licenses? User data? User applications? Other? Are assets currently audited? How? How are trouble calls currently handled? How would you change this process? Who is involved in trouble resolution? What are their roles/tasks? What subject(s) would you use to describe typical problems, e.g. PC hardware, keyboard, hardware error, etc.? What resolution types do you currently, or would you use? What customer information do you want displayed on screen after you enter the customer's name? What kinds of information would you want available (and reportable) on look-up tables? For example, resolutions, call types, error codes...? What alerts do you want active? Do you need a crisis response group and procedure? What features do you want mail enabled? Trouble call-in, client status updates? What metrics do you want to use to measure quality of service? Number of calls handled? Meantime resolution? Number of calls unresolved after 24 hours? Longest lifespan? Calls closed on First Contact? What features do you want to integrate from external applications? Commercial knowledgebases? Network management systems? Page 7

8 4. Reports Top management needs tools for monitoring Help Desk activity and results, especially when their job requires assessing the need for additional Help Desk resources. A Help Desk should include easy-to-understand, pre-formatted reports for common applications (for example, a report that clearly lists all calls that were handled over a certain time period). It should also allow users to configure their own reports for unique information demands that they're likely to face in specific situations (for example, a report that lists all calls with the same resolution, for company VIPs, or all calls that were not resolved within time limits set by the SLAs). These reports equip management with the information they need to move service and support from a reactive to a proactive role. Trend and cost analysis can also help streamline the Help Desk operation. With a full range of standard and custom reports, management can achieve significant ROI (Return On Investment). 5. Technology Interfaces The last item on the PC Magazine checklist concerns how the Help Desk ties into other applications that can facilitate customer support, such as , paging, PDA devices and FAX services. Users should be able to log calls from their PCs, without picking up the telephone. Also, the software should allow the user to notify callers automatically when there is a significant change in the call status. The Help Desk software should provide its own functions to pass calls regardless of what client your technicians are using. The should contain a link to the ticket which can launch the help desk client or preferably provide web browser access to the help desk ticket. Help Desk and Customer Support experts recognize that for a Help Desk to be truly robust, the software must meet three additional criteria: 6. change management; 7. Service Level Agreement (SLA) management; and 8. purchasing management. 6. Change Management As the first to know about changes and their effects, the Help Desk staff should be the focus for coordinating changes in hardware and software to ensure a smooth transition for customers. Help Desk staff can communicate information to customers regarding known problems, upcoming changes, educational opportunities and methods of improving productivity. The Help Desk software should be the repository for all system information that can affect customer performance, such as enhancements and upgrades. In this role, the Help Desk staff can act as the customer liaison, reviewing and assessing proposed changes before problems occur. 7. SLA Management A good Help Desk system provides customers with a clear understanding of how to use the Help Desk and what service they can expect. Service Level Agreements (SLAs) are an efficient method for Page 8

9 accomplishing these goals. According to "The Help Desk Handbook" some companies report savings from 5% to 40%, simply by establishing and managing service agreements. According to LaBounty at the Help Desk Institute, key attributes of a successful SLA are: define products and services provided; establish a manner in which they will be delivered; establish quality standards to be achieved; provide measurement criteria; establish reporting criteria; and negotiate and accept cost of delivery. The "Help Desk Handbook" points out that SLAs should include information on all assets, locations, departments and individuals, as well as: Help Desk hours; typical response times; typical times for average and maximum resolution; and problem escalation guidelines and procedures. SLAs can be informal agreements or formal contracts, often depending on whether you have internal or external agreements. The Help Desk software must be capable of handling SLAs and updating agreements as events occur. It should also be able to handle multi-level SLAs. For example, service calls referring to third-party vendors should be managed to meet the user's expected response level. 8. Purchasing Management Finally, Help Desk software should provide the organization with a way to manage purchases based on real usage figures for hardware, software, peripherals, networks (any possible asset that can be added to the system). In addition, the purchasing functions should be closely integrated with the Help Desk asset database. For example, with Visual Help Desk, both purchasing and asset management are integrated within the core system. When the only way to resolve a trouble ticket is to procure an item, your IT support team should be able to convert the help request into a purchase requisition. The software should also help manage purchases through an orderly and wellmanaged purchasing workflow, where all aspects of the purchase process are automatically routed to the proper individuals for approval. Visual Purchase Requisition is a workflow tool available with Visual Help Desk and can be used to establish procedures for request tracking, supplier management, and inventory updating and control. According to members of the Help Desk Institute, one common mistake in selecting Help Desk software is to purchase a system that is too simple. You may end up paying severely in lost time and productivity as you outgrow the system. In the long run, it is better to purchase an integrated system that is robust and feature rich - one that can easily keep up as your organization grows and changes. Page 9

10 From among the many choices of Help Desk products on the market today, you will probably identify a few products that can meet your organization's needs. The decision then becomes one of selecting the right vendor. Consider these points: Is your vendor going to be there to help you assess your needs? Will your vendor help you identify the database information that must be captured and entered into the system? Will your vendor help you through every step of system implementation? Does your vendor have knowledgeable on-staff consultants available to support you and your customers? Does your vendor have a consistent industry track record so you know they will be around long enough to provide assistance even after the product is "out of the box"? The vendor you select must commit to being involved from the planning stages through installation, database creation, deployment, pilot testing, launches, and ongoing assessment and fine-tuning. "If a vendor tells you that their product is the answer to all your problems," says LaBounty, "then I would ask them to describe their implementation strategy for your company. Usually it's the vendors who claim that the customers can do it all by themselves whose products become shelfware 40 to 50% of the time. Instead, it's the vendors who work to understand your specific situation, and assist in the implementation planning process, who will be successful." Define Requirements Assess Products and Vendors Formalize Project Plan Install Software Load Data Test System Train Staff Run Pilot Program Deploy and Refine Product Selection System Goes Live Phase 3 - Formalize Project Plan During this stage, the vendor should interview key individuals in your organization and gather the necessary information to configure the software to fit your needs. If you have selected the right vendor solution 95% of the desired functionality should be covered within the configuration controls. In addition, the vendor should review the software features and determine the steps necessary to move from planning to implementations. The planning stage should involve: identifying and selecting project team members with a buy-off from management; assessing the organization's requirements, including a plan for interviewing/gathering information from key individuals; configuring the database and knowledge bases; identifying systems for handling and prioritizing calls; and identifying SLAs/performance agreements. Page 10

11 Once you've completed the planning stage, you should have a solid understanding of how the organization will use the software. This is the time to raise any issues or questions that may have been missed in pre-planning. At this stage the team should also consider staffing and call handling loads. By using customer service models as a guide (based on existing support mechanisms), you can estimate call traffic and plan your staffing needs. The Help Desk As A Strategic Asset How can an efficient Help Desk benefit a company? According to the Gartner Group, a leading computer industry consulting firm, the total costs of owning a PC is over $42,000 in the first five years -- most of it is in support -related costs. Many of these costs are hidden -- everything from unused software licenses and unenforced service warranties to productivity losses resulting from computer or network downtime. Here are some of the ways a Help Desk can control the hidden costs: Unused software licenses. With an efficient Help Desk that accurately records and tracks assets, companies no longer have to buy more licenses than necessary just because they don't know how many they have. Unenforced service warranties. Companies often don't realize when they are billed for services that they should receive under warranty. In addition, they also have no idea if the service provider is actually living up to the SLA. The Help Desk keeps track of all this information. Unaccounted assets. A good Help Desk is a repository for all the essential data about every computing asset in the company: where it is, how much it cost, how long has it been in use, how it is configured, etc. With accurate data, the Help Desk can be the source of information on usage, trends, complaints, costs and more. The Help Desk provides the edge in making intelligent decisions about assets. Lost business. Service is the big differentiator. The Help Desk not only enables the group to provide their customers with better service, It also limits downtime and faulty support to the customer service organization itself. The Gartner Group estimates that a $50,000 to $500,000 investment in Help Desk automation can save a company with 2,000 PCs over $200,000 annually Phase 4 - Install Software and Load Data Here's where the Help Desk database is populated. The captured data can be entered, either manually or electronically, from other systems or records. For example, Datawatch provides a jump start service that will populate Visual Help Desk with: Open Tickets from your previous System On going synchronization with corporate employee data Page 11

12 Knowledge documents from internal or external resources Asset data from network discovery tools or manual tracking database As daunting as this might seem, you don't have to complete all of these steps before your Help Desk is functional. The software product you choose should allow your Help Desk to begin assisting customers quickly. Keep in mind, however, while you get up and running quickly, you'll need to invest some time to take full advantage of all that the software can offer. Once the data is loaded, the project team can be trained on maintenance routines, report generation, and setup of standard reports. At this time, you can further customize the software to add knowledge tools, default allocation and assignments, and call subject information. You can also add call variables including subjects, escalation steps and resolution types, and priorities based on organizational policies and SLAs. Phase 5 - Test the System For this phase, you should use a small sample of customers to test your environment. Take some time to log and manage calls from these customers, making minor changes along the way to ensure that the system is working according to plan. Once the software is running successfully, you can use the test data to produce sample reports. At this point, you are one step away from a live pilot test. Phase 6 - Train Staff Training usually occurs at three levels: Help Desk staff learn to use the system; Help Desk customers learn how to get help; and the system itself learns about the organization as calls are logged and new statistics and data are added. Help Desk staff are trained on the following tasks: Create and Modify Help Requests Convert End User Requests or into Request Create Quick Calls Find existing help requests using views and search Understand action buttons Re-assign and escalating tickets Update end-user information Define Requirements Assess Products and Vendors Formalize Project Plan Install Software Load Data Test System Train Staff Run Pilot Program Deploy and Refine Product Selection System Goes Live Page 12

13 Phase 7 - Run Pilot Program Once the Help Desk staff is trained, the system is ready for a pilot test. During this period, the Help Desk should operate as close to "live" as possible, creating as many situations and call samples as necessary to exercise both the system and the staff. This is the time to make your final changes and adjustments. After one to two days of testing, the system should be ready to go live. Phase 8 - Deploy and Refine One of the value-added features of a good Help Desk system and a long-term vendor partnership is system refinement. As the system users become experienced they develop new insights. They finetune reporting and analysis functions to ensure that management is receiving the necessary quantity and quality of information. As long as your software has the ability to grow and evolve to meet your changing requirements, it will continue to provide tangible benefits to your organization. (See sidebar: The Help Desk As A Strategic Asset.) The timeline presented in this white paper allows for a "reasonable period" to accomplish all the requirements for implementing a successful Help Desk. For an example of how one large company was able to compress the entire implementation process effectively, see the following: "Diary of A Help Desk Implementation". Datawatch is internationally recognized as experienced Help Desk software vendors. Datawatch's Visual QSM and Visual Help Desk are flexible and powerful Help Desk tools used by hundreds of organizations to support their internal and external customers. For more information call Datawatch at or in Europe at 44 (0) or go to datawatch.com. Define Requirements Assess Products and Vendors Formalize Project Plan Install Software Load Data Test System Train Staff Run Pilot Program Deploy and Refine Product Selection System Goes Live Page 13

14 Help Desk Case Study: Ingersoll-Rand Ingersoll-Rand is a diversified manufacturer with over 40,000 employees globally, $9 billion in annual sales, and a leadership position across numerous markets with trusted, well-known brand names: Bobcat loaders, Schlage locks, Thermo King refrigerated trucks and trailers, and many more. It is up to Ingersoll-Rand s Global Business Services Business unit (GBS), based in Huntersville, NC, to provide shared employee, finance and information technology related services for virtually all business units within the company. Previously, the overhead costs to provide these crucial services were unacceptably high, leading GBS to find a solution to improve service and cut unnecessary costs. Until recently, we relied on an expensive help desk application and a classic manned call center to handle service requests, says Marcel Berkhout, Technology Engagement Leader for Ingersoll-Rand s GBS. However, we recently switched from our old help desk application and call center to Visual Help Desk (Visual HD). Thanks to Visual HD s unique capabilities, we no longer need to operate a manned call center. The cost savings and business benefits since migrating to Visual HD have been simply remarkable: Visual HD has reduced our cost of routing a service request to only 1% of the cost of our old call center structure! WEB-ENABLED VISUAL HD ACCOMPLISHES MORE FOR LESS Originally, Marcel envisioned that GBS would use Visual HD for internal use within Ingersoll-Rand s Huntersville, NC facility only. It soon became clear that Visual HD would be highly effective to address the incoming calls from other business units as well. Basically, GBS provides employees in Ingersoll- Rand s other business units with level two help desk support, not only for IT assistance, but also for other needs, such as payroll, benefits or pension-related issues, Marcel explains. Each Ingersoll- Rand business unit has its own local help desk. If a particular issue cannot be resolved at the business unit level, the business unit will contact us for help. Typically, that contact was in the form of a phone call or , fielded by our manned call center, in addition to help requests within the Huntersville, NC facility itself. The manned call center spent a lot of its time simply transferring people to the right department. Meanwhile, our previous help desk application was used simply to keep track of all open help desk tickets. Between our expensive help desk application and our call center, responding to help requests was very resource-intensive. The missing ingredient was a system to allow us to move to a solid self-service method to address our non-urgent service-related service needs, Marcel adds. That requires a solution that is completely web-enabled, but our past help desk vendors simply did not have its web enabled capabilities working reliably or simply enough for our needs. Visual HD, in contrast, truly shines as a completely web-enabled solution, with a very powerful web self-service module. We also selected Visual HD s optional Third Party Support (TPS) module, allowing Visual HD to transmit call ticket data in XML, to easily communicate with outside entities, such as vendors, for help in resolving certain issues. Page 14

15 As a result of Visual HD s complete web-enablement and its self-service and TPS modules, we have been able to use Visual HD well beyond traditional help desk software tasks. We have had great success extending Visual HD as a call center application, says Marcel. VISUAL HD S LOW COST, SUPERIOR FUNCTIONALITY EXPANDS TO OTHER BUSINESS UNITS The costs related to replacing Ingersoll-Rand s GBS help desk application with Visual HD was a nobrainer when considering cost. Surprisingly, Visual HD s software cost was a fraction of our initial investment in our old help desk application, Marcel says. In fact, the cost to acquire Visual HD was less than our old help desk application s annual maintenance fees! Between Visual HD s superior web-based self service capabilities and cost savings, the decision to run with Visual HD was an easy one. VISUAL HD IS A HELP DESK AND ESUPPORT SOLUTION IN ONE Visual HD has helped Ingersoll-Rand reap the benefits of web-enabled help desk and self-service. We process over 70,000 requests per year with Visual HD, says Marcel. Approximately 65% of our support calls are now recorded using Visual HD s web-based self-service, and continues to increase. Datawatch has delivered to Ingersoll-Rand a web-based solution in Visual HD that goes beyond traditional help desk to include strong self-service esupport capabilities as well, Marcel concludes. Visual HD has saved us substantial time and money, while extending our ability to respond more effectively to employee requests. This document is the property of Datawatch Corporation. Without limiting the rights under copyright, no part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of Datawatch Corporation. Datawatch may have patents, patent applications, trademarks, copyrights, or other intellectual property rights covering subject matter in this document. Except as expressly provided in any written license agreement from Datawatch, the furnishing of this document does not give you any license to these patents, trademarks, copyrights, or other intellectual property Datawatch Corporation. All rights reserved. Datawatch, Visual HD and Visual QSM are either registered trademarks or trademarks of Datawatch Corporation in the U.S.A. and/or other countries. The names of actual companies and products mentioned are the trademarks of their respective owners. Datawatch Corporation 175 Cabot Street, Suite 503, Lowell, MA Tel: , Fax: Page 15

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