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KPIs
Continuous improvement requires that each process needs to have a plan about how and when to measure
performance. While there can be no set guidelines for the timing of reviews; the how question can be answered with
metrics and measurements.
With regard to timing of reviews, factors such as resource availability, cost and nuisance factor need to be taken into
account. Many initiatives begin with good intentions to do regular reviews, but these fall away very rapidly. This is why
the Process Owner must follow through on assessments, meetings and reviews, etc. If the Process Manager feels that
reviews are too seldom or too often then the schedule should be changed to reflect that.
Establishing SMART metrics is a key part of good process management.
SMART is an acronym for:
Specific
Measurable
Achievable
Realistic
Time driven
Metrics help to ensure that the process in question is running effectively and efficiently.
The metrics in the following table should be considered.
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Key Performance Indicator/Metric
The average time to achieve incident resolution.
This can be broken down by the following:
Type
Category
Priority, impact, urgency
Service
The percentage of incidents handled within the agreed Service Level Agreements for that type of incident or
configuration item.
The percentage of incidents resolved at first line support that meet the Service Level Agreement.
Service desk
Tier 2 support
Tier 3 support
External suppliers
Breakdown of incidents at each stage of the process (e.g. logged, work in progress, closed etc.).
Number and percentage of incidents incorrectly assigned.
Number and percentage of Incidents incorrectly categorised.
Number of incidents handled by each incident model.
Number and percentage of incidents resolved remotely, without the need for a visit.
Tip: beware of using percentages in too many cases; it may even be better to use absolute values when the potential
number of maximum failures is less than 100.
Reports should be produced under the authority of the Incident Manager/Incident Process Owner, who should draw
up a schedule and distribution list, in collaboration with the service desk and support groups handling incidents.
Distribution lists should at least include IT service management and specialist support groups. Consider also making
the data available to users and customers, for example via Service Level Agreement reports.
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Reports for management
Management reports help identify trends and allow review of the health of the process. Setting a level on certain
reports may be appropriate as may be categorising the report as strategic, operational or tactical.
The acid test of the relevance of a report is to have a sound answer to the question, What decisions is this report
helping management to make?
Management reports for incident management should include those in the following table.
Report Timeframe/notes/who
Major incidents logged and resolved. Priority 1 incidents should be fully described.
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