I have already written about there, how you can define metrics and key indicators (KPIs) for some IT service management processes. In the article "How to define metrics for Change Management" ( Perevi etc. , original ), I talked about the importance of the identification of stakeholders and identify success factors (CSFs), and further use of the search key performance indicators (the KPIs) for the measurement and reporting. In the article "How to define metrics for Problem Management" ( Perevi etc. , original ) continued the theme and showed how key performance indicators (the KPIs), staying at the best practices (for example, the ITIL), may not be suitable for the actual situation.
ITIL (the ITIL Practitioner book) offers an interesting methodology for defining metrics in the form of a sequential decomposition of Process Success Factors (CSFs) - Key Process Indicators (KPIs) - Metrics. In short,
CSFs are a qualitative description of the results of a successful process
KPIs - a quantitative description of the results of the successful work of the process
metrics - what exactly is measured to calculate KPIs
In response to these articles, I received several requests to continue the cycle, and especially a request to describe a metric for the Incident Management process was encountered. Below is what I think about how you can define metrics for Incident Management.
The first question to be answered is “What is incident management? What is his goal? ”. The answers may not be the same, but most companies will get something similar to:
We resolve incidents with speed so that their consequences do not significantly affect our customers
We resolve incidents in the order appropriate to their impact and declared urgency
We interact with customers and users so that they understand what is happening with them and how long they can expect to resolve the incident
Customers and users are satisfied with the way we deal with their incidents
We detect recurring incidents and fix problems, which helps to reduce their impact on the business in the future
We use our resources rationally in the Incident Management process
, , . , . , , , (Incident Management).
(KPIs) . , (First Call Resolution, FCR), .. (service desk) . , , , , , .
, , , . , , , . FCR, .
(KPIs), , . , , .. . , .
,
1- (SLA)
2- (SLA)
3- (SLA)
,
, ,
,
,
4 5
(Incident Management)
,
(service desk)
(Incident Management)
( )
, . , , , .
:
What are your current Incident Management KPIs based on?
Do they help you understand how successfully you serve your customers, or are most of them aimed at assessing your internal affairs?
Why not revisit them and start measuring and evaluating what really matters to you?
That's all I hope the article was interesting