I have a series of notes on metrics and Key Performance Indicators (KPIs) to assess several areas of IT service management. And they were very popular because are devoted to a topic in which many people are looking for clues. These are the notes:
How to define metrics for the Change Management process ( translation , original )
How to define metrics for the Problem Management process ( translation , original )
How to define metrics for the Incident Management process ( translation , original )
Balanced scorecard for key IT indicators ( translation , original )
For one of them, I received a request: "What about technical support?" Below are my thoughts on how you can “calculate” technical support.
Recommended worldview when defining metrics and KPIs
The previous posts explain why it's important to create your own metrics instead of simply and mindlessly copying lists of them from ITIL books or my blog. No two companies are identical and examples from books or blogs can only show you the possibilities, and not be used without adaptation.
It is also worth remembering to revise the key indicators, this will allow over time to change the indicators that worked well, and then lost their relevance. Remember that the “K” in a KPI stands for Key, so you should focus on the things that matter most to you. You don't need to measure and report everything you can measure.
(Critical Success Factors, CSFs), , . . , , . “I” KPI . - , , .
? ? , , .
, ,
,
, , , . , , , .
“ ” (“objectives or CSFs”) . , . , , . 3-6 . , .
, ,
(/)
30
: “ IT, ?”
,
,
, ,
, (SLA)
,
, .
, (SLA)
,
4 5
. , (incident management process). , ( ).
, . ( “”). . (), .
When you report to your customers, there should be a discussion of goals and their critical factors. You can use key metrics ( indicators ) to illustrate trends and validate hypotheses, but still be sure that you are talking to customers about achieving high-level requirements and, most importantly, how they perceive your results ( meeting expectations ).