ITILITIL : Key performance indicators KPI’s Continuous improvement requires that….

This document contains suggestions regarding the measures that would be meaningful for this process.

The metrics demonstrated are intended to show the reader the range of metrics that can be used.

The message must also be clear that technology metrics must be heavily supplemented with non-technical and business focused metrics/KPI’s/measures. Key performance indicators (KPI’s) Continuous improvement requires that e HYPERLINK ” ach process needs to have a plan about “how” and “when” to measure its own performance.

While there can be no set guidelines presented for the timing/when of these reviews; the “how” question can be answered with metrics and measurements. With regard to timing of reviews then factors such as resource availability, cost and “nuisance factor” need to be accounted for.

Many initiatives begin with good intentions to do regular reviews, but these fall away very rapidly.

This is why the process owner must have the conviction to follow through on assessments and 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 targets is a key part of good process management. SMART is an acronym for: Simple Measurable Achievable Realistic Time Driven Metrics help to ensure that the process in question is running effectively. With regard to RELEASE MANAGEMENT the following metrics and associated targets should be considered: Key Performance Indicator Target Value (some examples) Time Frame/Notes/Who Using data from the Configuration Management Database (CMDB) indicate any particular Configuration items that are going through continual change. — Quantity of releases implemented with an indication of which CI or service was affected. Others Special 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 for Management Management reports help identify future trends and allow review of the “health” of the process.

Setting a security level on certain reports may be appropriate as well as categorizing the report as Strategic, Operational or Tactical. The acid test for a relevant report is to have a sound answer to the question; “What decisions is this report helping management to make?” Management reports for HYPERLINK “file:///C:\\Documents%20and%20Settings\\Roger%20Purdie\\Desktop\\Reference%20Material\\ITIL%20CD%20Service%20Support\\cd\\content\\ss07_01.htm” Release Management should include: Report Time Frame/Notes/Who The number of releases lodged, quantity rejected and the percentage that were issued as emergency releases. As well as the numbers, a very concise view of major releases can also be included. Summary of releases that are still to be implemented and / or activated.

Management will be interested to see the number of higher priority releases still in these states. Importantly each outstanding release should show how long it has been in this status.

Releases that have been in waiting for long periods of time may be downgraded or even scrapped.

This is to be avoided, as it will increase the costs of IT Services. Backlog details of process activities outstanding (along with potential negative impact regarding failure to complete the work in a timely manner) – but also provide solutions on how the backlog can be cleared. The number of releases attributable to different business areas is also useful.

This will help Management to understand departments that are in a state of continual change.

Frequent or numerous releases can indicate poor management, fluctuating internal or increasing pressures from external forces.

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