Reports and scorecards should be linked to overall strategy and goals. Using a Balanced Scorecard approach is one way to manage this alignment.
Figure 4.16 illustrates how the overall goals and objectives can be used to derive the measurements and metrics required to support the overall goals and objectives. The arrows point both ways because the strategy, goals and objectives will drive the identification of required KPIs and measurements, but it is also important to remember that the measures are input in KPIs and the KPIs support the goals in the Balanced Scorecard.
It is important to select the right measures and targets Creating scorecards that align to strategies to be able to answer the ultimate question of whether the goals are being achieved and the overall strategy supported.
Figure 4.16 Deriving measurements and metrics from goals and objectives
The Balanced Scorecard is discussed in more detail in Chapter 5. A sample Balanced Scorecard is also provided in Chapter 5.
When creating reports it is important to know their purpose and the details that are required. Reports can be used to provide information for a single month, or a comparison of the current month with other months to provide a trend for a certain time period. Reports can show Creating scorecards that align to strategies whether service levels are being met or breached.
Before starting the design of any report it is also important to know the following:
One of the first items to consider is who is the target audience. Most senior managers don’t want a report that is 50 pages long. They like to have a short summary Creating scorecards that align to strategies report and access to supporting details if they are interested. Table 4.8 provides a suitable overview that will fit the needs of most senior managers. This report should be no longer than two pages but ideally a single page if that is achievable without sacrificing readability.
|Report for the month of:|
|Monthly overview||This is a summary of the service measurement for the month and discusses any trends over the past few months. This section can also provide input into ...|
|Results||This section outlines the key results for the month.|
|What led to the results||Are there any issues/activities that Creating scorecards that align to strategies contributed to the results for this month?|
|Actions to take||What action have you taken or would like to take to correct any undesirable results? Major deficiencies may require CSI involvement and the creation of a service improvement plan.|
|Predicting the future||Define what you think the future results will be.|
Table 4.8 An example of a summary report format
It is also important to know what report format the audience prefers. Some people like text reports, some like charts and graphs with lots of colour, and some like a combination. Be careful about the type of charts and graphs Creating scorecards that align to strategies that are used. They must be understandable and not open to different interpretations.
Many reporting tools today produce canned reports but these may not meet everyone’s business requirements for reporting purposes. It is wise to ensure that a selected reporting tool has flexibility for creating different reports, that it will be linked or support the goals and objectives, that its purpose is clearly defined, and that its target audience is identified.
Reports can be set up to show the following:
Figure 4.17 shows the amount of outage minutes for a service. However, through analysis of the results, a direct relationship was discovered between failed changes and the amount of outage minutes. Seeing this information together convinced an organization that it really needed to improve its Change Management process.
Figure 4.17 Reported outage minutes for a service
Table 4.9 is another example of a service measurement report. The report clearly states an objective and also provides a YTD status. The report compares this year Creating scorecards that align to strategies’s outage to last year’s outage. The report also addresses the actual customer impact. Depending on needs, this report format can be used for many reporting purposes such as performance, Service Level Agreements, etc.
|Actual outage minutes compared to goal|
|Objective||20% decrease in outages|
|Status||18% decrease year to date|
|Monthly report||Month 1||Month 2||Month 3||Month 4||Month 5||Month 6|
|Previous year’s outage minutes|
|This year’s outage minutes|
|Running year to date reduction|
|Reduction in customer impact|
|Objective||% decrease in number of customers impacted|
Table 4.9 Service report of outage minutes Creating scorecards that align to strategies compared to goal
Table 4.10 shows Incident Management data in reference to number of incident tickets by priority and the success of meeting the Service Level Agreement for service restoration.
|Target||Month 1||Month 2|
|Number of tickets||%||Number of tickets||%|
|Within target||95% within 1 hour||77.42||77.28|
|Within target||90% within 4 hours||78.40||92.73|
|Within target||80% within 1 business day||2,532||89.66||2,176||88.92|
|Within target||70% within 2 business days||4,683||98.09||4,301||98.44|
Table 4.10 Percentage of incidents meeting target time for service restoration
Table 4.11 provides some sample KPIs Creating scorecards that align to strategies for different processes. This is not an all-inclusive list but simply an example. Each organization will need to define what KPIs to report on.
|Incident||Tickets resolved within target time||Value||Meets/exceeds target times|
|Incident||% of incidents closed – first call||Performance||Service Desk only – target is 80%|
|Incident||Abandon rate||Service Desk with ACD. 5% or less goal (after 24 seconds)|
|Incident||Count of incidents submitted by support group||Compliance||Consistency in number of incidents – investigation is warranted for (1) rapid increase which may indicate infrastructure investigation, and (2) rapid decrease which may indicate compliance issues Creating scorecards that align to strategies|
|Problem||% of repeated problems over time||Quality||Problems that have been removed from the infrastructure and have re-occurred. Target: less than 1% over a 12-month rolling timeframe|
|Problem||% root cause with permanent fix||Quality||Calculated from problem ticket start date to permanent fix found. This may not include implementation of permanent fix. Internal target: 90% of problems – within 40 days. External target: 80% of problems – within 30 days. Internal = BMO internal; External = 3rd party/vendor|
|Problem||% and number of incidents raised to Problem Management||Compliance||Sorted by infrastructure (internal and external) and development (internal and external)|
|Change||% of RFCs successfully implemented without backout or issues||Quality Creating scorecards that align to strategies||Grouped by infrastructure/development|
|Change||% of RFCs that are emergencies||Performance||Sort by infrastructure or development – and by emergency quick fix (service down) or business requirement|
|Config||Number of CI additions or updates||Compliance||Configuration item additions or updates broken down by group – CMDB/change modules|
|Config||Number of records related to CI||Performance||Number of associations grouped by process|
|Release||% of releases using exceptions||Value||Exceptions are criteria deemed mandatory – identify by groups|
|Release||% of releases bypassing process||Compliance||Identify groups by passing release process|
|Capacity||Action required||Value||Number of services that require action vs. total number Creating scorecards that align to strategies of systems|
|Capacity||Capacity-related problems||Quality||Number of problems caused by capacity issues sorted by group|
Table 4.11 Sample key performance indicators