This document discusses the importance of collecting management information and key performance indicators (KPIs), as well as choosing the right KPIs and focusing on perceived quality rather than just technical metrics. It provides examples of how focusing only on technical KPIs like uptime percentages can overlook issues with perceived quality from the business perspective. The conclusion is that great leadership is needed to properly collect and apply management information.

1. Collecting management information The key to great leadership? Or a waste of time? Kevin Bruin Senior Consultant at TOPdesk

2. Software IT Service Management Facility Management Other domains Consultancy Over 5000 implementations in 40 countries Branches in Belgium, the Netherlands, Germany, United Kingdom, Hungary

3. Management information?

4. (Key) Performance Indicators ITIL ASL ISO BiSL Cobit

5. Measuring KPI’s (1/2)

6. Measuring KPI’s (2/2)

7. So why are we here?

9. Topics Making sense of KPI’s Choosing the right KPI’s Why the business (still) isn’t happy

10. Making sense of KPI’s "There are three kinds of lies: lies, damned lies, and statistics." - Benjamin Disraeli

11. Inaccuracy of available data

12. Example: Incident Management (1/3) Operator Closed John 57 Matthew 24 Adrien 17 Tim 3

13. Example: Incident Management (2/3) Logged Resolved 2 2

14. Example: Incident Management (2/3) Measuring period Logged Resolved 2 2 Logged Resolved

15. Example: Incident Management (2/3) Measuring period Logged Resolved 2 2 Logged Resolved

16. Example: Incident Management (3/3)

17. Example: Incident Management (3/3)

18. Making sense of KPI’s Choosing the right KPI’s Why the business (still) isn’t happy

19. Choosing the right KPI’s " True knowledge exists in knowing that you know nothing." -Socrates

20. No size fits all

21. Every KPI has it’s negative effects!

22. Example: Police (1/2)

23. Example: Police (2/2)

24. Making sense of KPI’s Choosing the right KPI’s Why the business (still) isn’t happy

25. Why the business (still) isn’t happy

26. Measuring quality Technical approach Focus on internal processes & technology Subjective approach Focus on perceived quality of customer

27. We usually focus on technical quality

28. Example: SLA for CRM (1/4) International reseller of office supplies 80% works in Belgium, rest spread over globe Service window CRM : 24/7 Service Level Agreement: 99% uptime

29. Example: SLA for CRM (2/4) Measurement: Avg. downtime = 50 min. per week (e.g. 99.5% uptime) Conclusion: SLA reached!

30. Example: SLA for CRM (3/4) Reality CRM is most extensively used in Belgium, during office hours Reported incidents: Due to heavy usage during Belgian office hours the application needs to be restarted twice a day. The restart takes only 5 minutes but all unsaved data gets lost

31. Example: SLA for CRM (4/4) Conclusion Uptime = 99.5% SLA reached (99%) Is the business happy?

32. Perceived quality

33. Example: Telecom provider

34. Measuring perceived quality (1/2)

35. Measuring perceived quality (1/2)

36. Measuring perceived quality (2/2) Periodical surveys to measure perceived quality; Using for example SERVQUAL framework Responsiveness Reliability Assurance Empathy

37. Summary Making sense of KPI’s Choosing the right KPI’s Why the business (still) isn’t happy

38. Conclusions

39. Conclusions

40. Conclusions

41. Conclusions

42. Collecting management information The key to great leadership? Or a waste of time?

43. Great leadership is the key to collecting management information!