This week I got hear about how the IT team at a major European oil and gas company was working to improve their quality of service delivery. As it turned out, improvement here was a strategic goal set by their CIO.
To achieve their goal, the team first focused on improving their incident process. Part of this involved purchasing a service management tool. But at a deeper level, it involved setting service level objectives (SLOs) and then measuring performance against each SLO. With this data, their continual service improvement plan involved setting and measuring performance against a key performance indicator (KPI). This way, the firm could actively measure and manage improvement and, most importantly, show improvement over time to the CIO. The KPI chosen for managing the incident process was interactions with breaches. Obviously, this was chosen to ensure that things were fixed in a timely fashion, and that response time was improved for service delivery as a whole.
The company’s overarching goal was simply to determine how many SLOs were related to breaches, and how good IT’s incident process was from the customer’s perspective. What is neat about this is that the IT team was able to measure performance with a combination of Service Manager 9.21 and Executive Scorecard 9.3. The team used out-of-the-box KPIs to show the full scope of their improvements. In addition, scorecards were put together for three roles—the CIO, the service manager director, and the incident manager.
Clearly, service management matters to service delivery, and incident management performance can be a leading indicator. How well are you doing here? Remember—the CIO might be watching!
Solution page: IT Service Management
Solution page: IT Performance Management