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Service Support KPI's

Incident Management
To judge process performance, clearly defined objectives with measurable targets- often referred to as Key Performance Indicators (KPI’s) – should be set. The following metrics are examples for the effectiveness and efficiency of the Incident Management Process:
• Total number of incidents
• Mean elapsed time to achieve Incident resolution or circumvention, broken down by impact code
• Percentage of Incidents handled within agreed response time (Incident response-time targets may be specified in SLA’s, for example by impact code)
• Average cost per Incident
• Percentage of Incidents closed by the Service Desk without reference to other levels of support
• Incidents processed per Service Desk workstation
• Number and percentage of Incidents resolved remotely, without the need for a visit
• The change in the proportion of Service Desk calls that are received per month that are resolved whilst the user is on the phone, without the need for further escalation
• The change in the number and seriousness of Incidents and Problems
• The change in the average time and cost of diagnosing and resolving Service Desk calls that cannot be resolved immediately


Configuration Management
Measurable targets of objective metrics should be set for the effectiveness of the Configuration Management process. Consider including the following metrics and set targets to improve them over a realistic timeframe:
• Occaisions when the “configuration” is not as authorized
• Incidents and Problems that can be traced back to wrongly made changes
• RFC’s that were not completed successfully because of poor impact assessment, incorrect data in the CMDR, or poor version control
• The cycle to approve and implement Changes
• Licenses that have been wasted or not put into use at a particular location
• Exceptions reported during configuration audits
• Unauthorized IT components detected in use

Other indicators and Targets that may be appropriate are:

• The change in the number and seriousness of occaisions when a Service Level Agreement has been breached where the problem can be traced back to errors made in the Change Management, Configuration Management, release Management, Problem Management or Service Desk functions
• The number of changes to the Change Management Database (CMDB) per month because of the identified errors in the CMDB


Release Management
A number of KPI’s should be monitored to assess the effectiveness of the Release Management process. Consider choosing some measures that show a clear indication of at least some of the following:
• Releases built and implemented on schedule, and within budgetet resources ( but care should be taken to isolateany problems that are outside the control or responsibility of Release Management, such as application development delays)
• Low incidents of build failures
• Secure and accurate management of the Definitive Software Library (DSL)
• No evidence of software in the DSL that has not passed quality checks and no evidence of reworks on any software that was extracted from the DSL
• Compliance with all legal restrictions relating to brought-in software
• Accurate distribution of Releases to all remote sites
• No evidence of the use of unauthorized software at any site
• No evidence of payment of licensing fees or wasted maintenance effort, for software that is not actually being used at any particular location
• The planned composition of releases matching the actual composition(which demonstrates good Release planning)


Service Delivery


Service Level Management
The following KPI’s and metrics can be used to judge the efficiency and effectiveness of the SLM processes and function:
• What number or percentage of services are covered by SLA’s
• Are underpinning contracts and PLA’s in place for all SLA’s and for what percentage
• Are SLA’s being monitored and regular reports being produced?
• Are review meetings being held on time and correctly minuted?
• Is there documentary evidence that issues raised at reviews are being followed up on and resolved (e.g. via a SIP)
• Are SLA’s, OLA’s and Underpinning contracts current and what percentage are in need of review and update?
• What number or percentage of service targets are being met and what percentage are in need of review and update?
• Are service level achievements improving
• Are customer perception statistics improving

NOTE
Don’t fall into the trap of using percentages as the only metric. It is easy to get caught out when there is a small system with limited measurement points (e.g. a single failure on a population of 100 is only 1%, a single failure on a population of 50 is 20% - if the target is 98.5% the the SLA is already breached. Always go for the number of Incidents rather than a percentage on population of less than 100 and be careful what targets are accepted.


Capacity Management
The ideal indicator for the success of the Capacity Management process is that sufficient IT Capacity exists at all times, to provide Customers with agreed level of Service. However more targets and metrics should be identified, of which the following are some examples, to check that:

Metrics
• The utilization of all components and services is being recorded in the CDB
• All recommendations for tuning actions are accompanied with predictions of their likely effect – the actions are reviewed for their success and the results documented
• The SLM process is informed of any potential or actual breaches of the targets in the SLA’s
• Constraints that are imposed on demand occur with the understanding of the Customers and do not seriously affect the credibility of the IT Service Provider

Critical Success Factors (CSF)
Accurate business forecast
Knowledge of IT strategy and plans, and that the plans are accurate
An understanding of current and future technologies
An ability to demonstrate cost effectiveness
Interaction with other effective Service Management processes

KPI’s
The success of the process can be measured by producing the following KPI’s in support of the CSF’s:
• Resource forecasts
- Timely production of forecasts of resource requirements
- Accurate forecasts of trends in resource utilization
- Incorporation of business into Capacity Plan

• Technology
- ability to monitor performance and throughput of all services and components, as appropriate
- implementation of new technology in line with business requirements (time, cost and functionality)
- the use of old technology does not result in breached SLA’s due to problems with support or performance

• Cost effectiveness
- a reduction in panic buying
- no significant over capacity that can’t be justified in business terms
- accurate forecasts of planned expenditures

• Plan and implement the appropriate IT capacity to match the business need
- reduction in lost reduction in the Incidents due to poor performance
- reduction in lost business due to inadequate Capacity
- new services are implemented which match SLR’s
- recommendations made by Capacity Management are acted upon