Many people pick Key Indicators (KPIs) for their IT Service Management processes by book (such as ITIL Service Operation) or by copying metrics used in other companies. This rarely leads to good results, because literally KPIs are literally the Performance Indicators of the Key Tasks you are doing. Worse is only ITSM processes with a huge number of similarly named indicators that are measured, reports are written on them, but no one uses the results either to change activities within the processes, or to improve business results.
Earlier, I wrote the post "How to Define Metrics for the Change Management Process" ( translation , original ), in which I described how you can create key indicators (KPIs) that support your goals. Readers (of the original ) after reading were asked for examples of how to highlight key indicators (KPIs) for the rest of the IT service management processes. As a result, I decided to write this article for the metrics of the problem management process, because in most of the companies where I worked, this process had very scanty metrics.
As a reminder, don't mindlessly copy the process outcomes, critical success factors (CSFs) and key indicators (KPIs) listed here. The content of the article should be used only to understand the approach and methodology that I use. And think about what is important for you, highlight metrics to measure the tasks for which you are responsible.
The first step in identifying qualitative key indicators (KPIs) is to define the objectives of the Problem Management process that the results should help you achieve. There are two key outcomes for a “right” Problem Management process:
reducing the number of incidents occurring
reducing the impact on the business from incidents that could not be prevented
. , , , , .. . (CSFs), :
,
,
,
, (root cause analysis, RCA). , , , RCA - , . , , - “ ”, “ , 3 ” .. , . , . - , .
, , . “ 3- ”. “” . “ ”. , , , , .
(KPIs), (CSFs), . , , (KPIs), .
CSF1 - ,
5
CSF2 - ,
,
, 5
CSF3 - ,
, 5
, “…” “…”, . , , , .
, , ?
(KPIs) (CSFs) ?
PS , :