Service management process measurement

The same principles apply when measuring the efficiency and effectiveness of a service management process. As the figure below shows you will need to define what to measure at the process activity level. These activity measures should be in support of process key performance indicator s (KPIs). The KPIs need to support higher-level goals. In the example below for Change Management, the higher level goal is to improve the service quality. One of the major reasons for service quality issues is the downtime caused by failed changes. And one of the major reasons for failed changes is often the number of urgent changes an organization implements with no formal process. Given that, then some key activity metric s it would be advisable to capture are:

• Number of urgent changes
• Number of failed urgent changes
• Unauthorized changes that failed.

There are four major levels to report on. The bottom level contains the activity metrics for a process and these are often volume type metrics such as number of Request for Change s (RFC) submitted, number of RFCs accepted into the process, number of RFCs by type, number approved, number successfully implemented, etc. The next level contains the KPIs associated with each process. The activity metrics should feed into and support the KPIs. The KPIs will support the next level which is the high-level goals such as improving service quality, reducing IT cost s or improving customer satisfaction, etc. Finally, these will feed into the organization’s Balanced Scorecard or IT scorecard. When first starting out, be careful to not pick too many KPIs to support the high-level goals. Additional KPIs can always be added at a later time.

Figure 4.13 Service management model

Table 4.5 identifies some KPIs that reflect the value of service management. The KPIs are also linked to the service management process or processes that directly support the KPI. This table is not inclusive of all KPIs but simply an example of how KPIs may be mapped to processes.

Key performance indicator	Service management process	Comment
Improved availability (by service/systems/ application s)	Availability Capacity Incident Management Problem Management Change Management Service Level Management	Improved monitoring and reporting on service availability Expanded incident lifecycle, removing error s from the infrastructure, and reduction of failed changes; improved understanding of business requirements and IT capability – proactive planning
Reduction of service level breaches (by service/ system s/applications)	Availability Capacity Incident Management Problem Management Change Management Service Level Management	Improved monitoring of services Priority model, incident ownership, monitoring and tracking; removal of errors from the infrastructure Reduction of failed changes; explicit Service Level Agreements
Reduction of mean time to repair (this should be measured by priority level, and not on a cumulative basis)	Incident Management Event Management Problem Management	Improved escalation s, improved knowledge, improved prioritization Priority model and Operational Level Agreement s
Reduce percentage of urgent and emergency changes (by business unit)	Change Management Service Level Management	Creating lead time policies Improved planning and scheduling reduces the need for urgent and emergency changes Communicating change lead times to the business
Reduction of major incidents	Problem Management Change Management Service Level Management	Removing errors from the infrastructure, and reduction of failed changes; improved understanding of business requirements and IT capability – proactive planning

Table 4.5 Key performance indicators of the value of service management

Дата добавления: 2015-10-02