Incident Management Metrics* CSFs
KPIs •
Quick Resolution of Incidents
• • • • • • •
Maintain IT service Quality
• • • • •
Improve IT and business productivity
• • •
Maintain User Satisfaction
• • •
% reduction in the average time to respond to a call by first line % increase in Incidents resolved by first line % increase in Incidents resolved by first line on first request % reduction in Incident incorrectly assigned % reduction in Incident incorrectly categorized % increase of Incidents resolved within SLA % increase in the average time for second line support to respond % increase of Incidents resolved within target times by category and/or priority Reduction in incident backlog % increase in Incident fixed before User notice % reduction in Incidents reopened % reduction in overall average time to resolve Incidents % reduction iin the average cost of handling an Incident % improvement in business incidents dealt with by first lines operatives % reduction in the number of times first line operatives are bypassed % improvement in CSS responses on Incident Management % reduction in length of Service Desk queue % reduction in lost Service Desk calls % reduction in revised business instructions issued
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Problem Management Metrics* CSFs
KPIs • • •
Improved Service Quality
• • • •
Minimize impact of problems
• • • • • •
Reduce the cost to Users of Problems
•
• •
% reduction in repeat incidents % reduction in repeat Problems % reduction in Incidents and problems affecting services to Customers % reduction in known Incidents and Problems encountered. Improved CSS responses in business disruption caused by Incidents and Problems % reduction in the average time to resolve Problems % reduction in time to implement fixes to Known errors. % reduction in the time to diagnose problems % reduction in the average number of undiagnosed Problems % reduction in the average backlog of “open” Problems and Known Errors % reduction of the impact of problems on Users % improvement in business incidents dealt with by first lines operatives % reduction in business disruptions caused by Incidents and Problems % increase of proactive Changes raised by Problem Management particularly from Major Incident and Problem reviews. % reduction in Problems escalated ( missed targets) % reduction in IT Problem Management budget
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Change Management Metrics* CSFs CSFs
KPIs KPIs • • •
A repeatable process for making Changes
• • • • •
Make Changes quickly and accurately (business driven needs)
Protect Services when making Changes
Deliver process efficiency and effectiveness benefits
• • • • • • • • • • •
% decrease in rejected RFCs % reduction in unauthorized Changes detected % increase in Change requests implemented on time % reduction in average time to make Change % reduction in the Change backlog % fewer Changes backed out % reduction in Changes required by previous Change failures % increase of reports produced on schedule % reduction in the number of urgent changes % reduction in urgent changes causing Incidents % reduction of Changes implemented without being tested % reduction of urgent , backed out Changes % reduction in urgent or high priority Changes submitted without business justification
• • • •
Reduction in unavailability caused by Changes % reduction in backed out changes % reduction in unsuccessful changes % reduction in Changes causing Incidents % reduction in Changes impacting core services % increases in Changes outside of core service times % reduction in Changes not referred to the CAB Improvement in CSS feedback on Change % reduction in failed Changes with no back-out % reduction in time to invoke a Change freeze
• • • • • • • • •
% efficiency improvement based upon RFC volume % increase in the accuracy of Change estimates % reduction in the average cost of change % reduction in Change overtime ( better planning) Reduction in the cost of failed Change % increase of Changes implemented on time % increase of Changes implemented to budget % reduction of failed Changes % reduction of backed out Changes
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Configuration Management Metrics* CSFs
KPIs
Control of IT assets
• • • •
% reduction in CI errors in the CMDB % increase in CIs successfully audited % improvement in speed & accuracy of audit Reduction of unauthorized equipment detected
Support the delivery of quality services
• • •
% reduction in service errors due to wrong CI Improved speed to repair and recover Improved Customer satisfaction with services
• •
Reduction in missing or duplicated CIs Greater % of maintenance costs & license in budget % reduction in s/w costs due to better control % reduction in h/w costs due to better control % improvement in average cost of maintaining CIs in the CMDB
Economic service provision
• • • •
Support, integration & interface to all other processes
• •
% reduction of Change failures as a result of inaccurate configuration data Improved Incident resolution time due to availability of accurate configuration data More accurate results from Risk analysis audits due to available and accurate asset information
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Release Management Metrics* CSFs
KPIs •
Better quality software and hardware
Repeatable process for rolling out software and hardware releases
• • • • • • • • • • • •
Implementation of Releases swiftly (business driven needs) and accurately
• • • • • •
Cost Effective Releases
• • • • • • • • • • •
% reduction in s/w & h/w Release that have not passed required quality checks % reduction in installed s/w not in the DSL % reduction in non-standard h/w % reduction of unauthorized versions % reduction of unauthorized h/w & s/w All new release planned and controlled All installed s/w taken form the DSL All appropriate h/w stored in the DHS % reduction of failed releases distributed to remote sites % reduction of urgent releases % increase of normal Release units % reduction in build failures % increase in implementation of Releases on time % reduction of urgent Releases % reduction in releases causing incidents % reduction of untested Releases % reduction of urgent or high priority Releases requested without business case / justification % increase of releases implemented on schedule % increase in releases built & delivered within budget Reduction in service unavailability from releases % reduction in releases backed out % reduction of failed releases % reduction in the cost of handling a release % reduction in Release overtime due to planning Reduction in the cost of failed releases No evidence of payment of license fees or wasted maintenance effort for s/w not in use No wasteful duplication in release building % improvement of planned composition of releases matching actual composition % improvement in the resources required by releases % increase in the accuracy of release estimates
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Service Level Management Metrics* CSFs
Manage quantity and quality of IT Services
KPIs • • • • •
Deliver service as previously agreed at affordable cost
• • • • • •
Increase in the number of fully documented SLAs % increase of SLAs against operational services % increase in completeness of Service Catalogue % improvement in Service Delivery costs % reduction in the cost of reporting on SLAs % increase in the speed and accuracy of developing SLAs
• • •
% increase in servers owned by SLAs Documented SLM processes and procedures Reduction in the time to respond to and implement SLA requests % increase of SLA reviews completed on time % reduction of outstanding SLAs for annual renegotiation % reduction of SLAs requiring Changes % increase in the number of OLAs and 3rd party contract in place Documentary evidence that’s issues raised at service and SLA reviews are being implemented Reductions in volume and severity of the SLA breaches Effective review and follow up of all SLA, OLA, and UC contract breaches
• • Manage the interface with business and users
% reduction in SLA targets missed % reduction in SLA targets threatened % increase in Customer perception of SLA achievements via CSS responses % reduction in SLA breaches due to 3rd party support contracts (UC) % reduction in SLA breaches due to internal Operational Level Agreements (OLA)
• • • • •
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Availability Management Metrics* CSFs
KPIs • • •
Manage Availability and reliability of IT Service
• • • • •
Satisfy business needs for access to IT services
• • • • • •
Availability of IT infrastructure, as documented in SLAs, provided at optimum costs
• • • • • •
% reduction in service and component unavailability % increase in service and component reliability Effective review and follow up of all SLA,OLA, and underpinning contract breaches % improvement of end-to-end availability of services % reduction in volume and impact of service breaks Improvement in the MTBF and MTBSI Reduction in the MTTR % reduction in the unavailability of services % reduction in cost of business overtime due to unavailable IT % reduction of the critical time failures % improvement in business and Users satisfied with service (by CSS results) % reduction in the cost of unavailability % improvement in Service Delivery costs Timely completion of regular risk analysis and system review Timely completion of regular cost benefit analysis established for CFIA % reduction in failures of 3rd party performance on MTTR/MTBF against contract targets Reduced time taken to complete a risk analysis Reduced time taken to review system resiliency Reduced time to complete an Availability Plan Timely production of management reports % reduction in frequency of operational reviews of security and reliability Incidents
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Capacity Management Metrics*
Accurate business forecasts
• • • • •
Knowledge of current and future technologies
• •
Ability to demonstrate cost effectiveness
• • • • • • •
Ability to plan and implement the appropriate IT capacity to match business needs
• • •
Production of workload forecasts on time % accuracy of forecasts of business trends Timely incorporation of business plans into capacity plan Reduction in variances from the business plans and capacity plan Increased ability to monitor performance and throughput of all services and components Timely justification and implementation of new technology in line with business requirements Reduction in the breached SLAs caused by old technology support or performance problems Reduction in panic buying Reduction in over capacity of IT Accurate forecasts of planned expenditure Reduction in business disruption caused by a lack of adequate IT capacity Relative reduction in production cost of the Capacity plan % reduction in incidents due to poor performance % reduction in lost business due to inadequate capacity All new implemented services match Service Level Requirements SLR % increase of recommendations made by Capacity Management being acted upon Reduction in SLA breaches due to poor service performance or poor component performance
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
IT Service Continuity Management Metrics* CSFs
KPIs •
• IT Services are delivered and can be recovered to meet business requirements
• •
• •
• Awareness throughout the organization of the business and IT continuity plans
• •
Regular audits of the IT Service continuity plan to ensure that, at all times, the agreed recovery requirements of the business can be achieved Service recovery targets are agreed and documented in SLAs and achievable in the ITSC plan Regular and comprehensive ITSC plan testing Regular reviews are undertaken, at least annually, of the business and IT continuity plans with business areas Negotiate and manage all necessary ITSC contracts with 3r parties Overall reduction in risk and impact of possible failure of IT services Awareness of business impact and requirements throughout IT All IT service areas and staff are prepared and able to respond to an invocation of the ITSC plans Regular communications of ITSC objectives and responsibilities within appropriate business and IT service areas
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
Financial Management Metrics*
CSFs
KPIs • • • •
Effective stewardship of IT finances
• • • • • • • • •
Overall effectiveness of process • • • • Customers satisfied with costs and charges of services
• •
Increased accuracy of cost recovery and expenditures IT operated within expected income/ profits IT financial objectives of break-even or profit met Increased accuracy of monthly, quarterly, & annual forecasted profiles Reduced frequency and severity of Changes required to accounting and budget systems All IT costs are accounted for Reduced frequency and severity of Changes made to the charging algorithms Timely production of budget forecasts and reports Timely production of Financial Plan, IT accounts and reports Plans and budgets produced on time Specified reports produced at required time Inventory schedules kept up-to-date Timely annual audits Meeting monthly, quarterly, and annual financial objectives Reduction in the relative costs Reduction in budget variances and adjustments Reduction in variances from the financial plan Relative reduction in overall Total Cost of Ownership TCO Charges, where applied, are seen to be fair Reduction in queries and complaints from Customers relating to IT costs and charges
* Source: itSMF Guide, Planning to Implement Service Management; ISBN 0-9524706-9
