Skip to main content

Service Measurement

Before my life as an ITSM professor, I was responsible for delivering the monthly reports on IT at a large specialty retailer organization with multiple remote locations in several states across America.  I delivered many of the standard reports for Service Desk, Change Management and System Availability.  System availability was a standard report that reviewed from a system / hardware perspective just how available the systems and their supporting components were throughout the month.  This was delivered in percentages and the goal was to maintain 100% infrastructure availability.

Even though many of the individual systems and components were meeting their required SLAs, our customers were still not satisfied with the availability and performance of critical services.  We needed to re-address what should we be measuring and how should we be reporting achievements back to the business and customers. We decided to report on the end to end delivery of our services and the actual customer experience from their perspective.
Three basic measurements were utilized
  • Availability of the service
  • Reliability of the service
  • Performance of the service
It was still valuable for us to also continue measuring these aspects for the underlying components.    The individual metrics would be used as input into our new Service Availability Report.  The key here was developing a service measurement framework that would from a statistical analysis model, coincide with what the customers were experiencing.  Of course,  this took some trial and error. As with any activity,  we took a continual service improvement approach to refining what measurements and metrics we used to show all aspects of availability and unavailability of our services.
By re-evaluating our measurements with all stakeholders, we were able to establish an agreed definition of what success should look like.  By choosing the correct measures, defining the critical elements, creating clear and relevant objectives and having define roles and responsibilities, we were able to successfully and accurately report the true customer experience and deliver a more sustainable and relevant level of service to our customers.

Comments

Unknown said…
Are there any details you can provide about how you approached calculating these measures? This is a challenging area!

Popular posts from this blog

The Four Ps of Service Design - It’s not all about Technology

People ask me why I think that many designs and projects often fail. The most common answer is from a lack of preparation and management. Many IT organizations just think about the technology (product) implementation and fail to understand the risks of not planning for the effective and efficient use of the four Ps: People, Process, Products (services, technology and tools) and Partners (suppliers, manufacturers and vendors). A holistic approach should be adopted for all Service Design aspects and areas to ensure consistency and integration within all activities and processes across the entire IT environment, providing end to end business-related functionality and quality. (SD 2.4.2) People:   Have to have proper skills and possess the necessary competencies in order to get involved in the provision of IT services. The right skills, the right knowledge, the right level of experience must be kept current and aligned to the business needs. Products:   These are the technology managem

What Is A Service Offering?

The ITIL4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group .   As a service provider, we can’t stop there!   We must know what the contracts of our service offering are and be able to put them into context as required by the customer.     Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include:     Goods, Access to Resources, and Service Actions Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods.   Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you.   You the consumer own these and they are yours to take with you.               Note: Goods may not always be provided for every Service Offe

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the