The first thing to think about when defining Key Indicators (KPIs) is who they are for.
Who are the stakeholders who will you report to? In this case, we wanted to measure the impact of the improvement process that was planned. The reports were used by the change manager, IT operations manager, project management office, and service level managers.
We talked with stakeholders to understand what matters to them and identified four critical success factors (CSFs) for the change management process:
Protecting business from the negative impact of the consequences of changes
Maintaining the speed of change your business needs
Providing knowledge and information about new and changing services required by IT employees and business personnel
Rational use of IT resources
Your Success Factors (CSFs) may differ significantly from the ones presented, but you should be prepared to share the list with your stakeholders. Another good option to help find your success factors (CSFs) is the examples from the ITIL Service Transition book (but don't mindlessly copy them either).
Success Factors (CSFs) cannot be accurately measured, but more importantly, they represent phrases that your stakeholders agree on and they describe the results expected from the change IT management process.
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reduction of the number and proportion of urgent and emergency changes
The result was a fairly small number of key metrics for measurement and reporting that focused on the interests and concerns of stakeholders and helped us understand the effectiveness of the improvement process that we planned.
When was the last time you reviewed the key indicators (KPIs) used in the change management process?
Why not revisit the metrics and reporting to make them more useful to you and your stakeholders?