When you translate your SLA terms into configuration at your ITSM tool, a lot of questions arise. The exact meaning of states, the different situation of elements and what should be count and what not start to be of critical importance. But, depending on your users, it can seem that any implementation of your SLA can be tricked. It doesn’t what you try, they will always find a way to change the measures to their convenience, manipulating the results on their advantage.
What can we, managers, do? What are the best practices? … Read the complete post
When service managers define the main KPI to track the behavior of their teams, it’s common to focus only on obtaining the most and more accurate information about your processes (and by extensions, procedures, people, products, …). They expect to discover defects and improvement points through the indicators, and then act to take profit of this information. But they commonly forgot the feedback that those indicators have on their teams and that establishing an indicator is by itself a way of acting.
This post verses about defining indicators and the hidden behavior changes they provoke. … Read the complete post
If you are ITIL Foundations v3 certified and you go beyond to the service manager or service expert courses, you know how important is to measure the performance of your processes. To define a set of KPI (Key Performance Indicators) is not as easy as it seems in theory. If you ask any ITIL expert which KPI are useful for your process he will quickly give you a list with a lot of them. But, they provide you a name, like “Number of escalated incidents”, “Mean Resolution Time” or “First call resolution ratio”, automating the computation of those indicators is not as easy as it seems at first sight.
If you are used to manage low category ticketing solutions, then these indicators can be easy to define. But when it comes to Remedy, the complexity arise. You have a lot of information, and this information creates a very big casuistic, that must be handled carefully. If you define a KPI, and don’t describe it at a very low detail you risk yourself, or your department heads, to misunderstand them, resulting in bad decisions.
In this post I will cover the complexity of defining KPI for BMC Remedy Service Desk: Incident Management and provide some advises. … Read the complete post