Continual Service Improvement
Measurements are crucial for an organization to improve the quality of services offered to the customers as well as a guide when offering new services.
Why do we measure?
• Validate: To validate decisions
• Direct: To direct activities
• Justify: To justify courses of action
• Intervention: To identify points of intervention
Information must be analyzed and studied against strategic, tactical and operational goals, objective, critical success factors (CSFs) and KPIs. All these factors must be aligned to the goals and objectives of the business.
Measurements and Metrics
• Key Performance Indicator (KPI)
Defined during Service Design and Service Transition
Becomes the data inputs to analyze and identify improvement opportunities
• Critical Success Factors (CSF)
Determine the success or failure of a Service Strategy
Defined in terms of capabilities and resources
As starting points for later comparison
Establish an initial data point to determine if a service or process should be improved
Must be documented, recognized and accepted throughout the organization
Must be established at each level: strategic goals and objectives, tactical process maturity and operational metrics and KPIs
• 3 types of metrics
Technology metrics: Component and application based metrics
(performance, availability, etc.). Example: CPU load of a server.
Process metrics: CSFs (Critical Success Factor) and KPIs (metrics that indicate the overall health of a process). Example: the amount of incidents solved within SLA targets.
Service metrics: Metrics that indicate the result of the end to end service.
Technology metrics are input for Service metrics. Example: the amount of transactions banking system.
• Service measurement
Measure, analyze and report on IT Services and ITSM results
Data produced will result in trends that can help in measurements
Critical success factors and key performance indicators
Each organization should identify appropriate CSFs based on its objectives for the process. Each sample CSF is followed by a typical KPI that supports the CSF. These KPIs should not be adopted without careful consideration.
Each organization should develop KPIs that are appropriate for its level of maturity, its CSFs and its particular circumstances. Achievement against KPIs should be monitored and used to identify opportunities for improvement, which should then be logged in the CSI register for evaluation and possible implementation.
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