This document discusses metrics and key performance indicators (KPIs) for measuring organizational and team performance. It provides examples of KPIs for different roles like project managers, software architects, and developers. Metrics are suggested for customer satisfaction, support response times, project profitability, and revenue contribution. The importance of customer satisfaction, balanced scorecards, and retrospectives for process improvement are also covered at a high level.

1. Measure Everything
DrupalCon Latin America
2015
Promet Source

2. About Me

3. About Promet
Custom
Development
SupportDevOps
Open Source Applications – Focus on Drupal
• Drupal websites
• Drupal-based web
applications
• Mobile apps integration
• Systems integration
• CMS migrations
• Custom ecommerce
• Prototyping and proof-of-
concepts
• 24x7 with SLA
• Support for Drupal sites
built by others
• 24x7 monitoring
• Drupal security and
maintenance updates
• QA for custom modules
• Code-level fixes
• Help desk support
• Ongoing development
• Automated cloud
infrastructure
• Drupal deployments
• Configuration
management for Drupal
• Automated testing
• Continuous integration
• Performance and scaling
• Open source tools (Chef,
Git, Jenkins)
➢ Founded in 2003
➢ Open source technologists
➢ Drupal platform since 2008
➢ Mobile apps since 2009
➢ Based in Chicago
➢ Distributed global team
➢ Agile development practices
➢ 24x7 support

4. Today’s Fitbit report

5. Andy’s 864 weight measures during last 2.83 years

6. "In God we trust, all others bring data.”
- W. Edwards Deming
"What gets measured gets done, what gets
measured and fed back gets done well, what gets
rewarded gets repeated." - John E. Jones
Favorite Quotes

7. »Metrics are marketing
»Inform your stakeholders
»Report measurement that stakeholders can
understand activities and results
»Determine the best way to communicate
»Improve Performance - people do what is
measured
Purpose of Metrics

8. Organizational Approach to measuring performance

9. »Financial Performance
»Everything Else drives my
•Setting Vision
•Sales
•Recruiting
•Retention/Recruiting
•Client Satisfaction
What Do I get evaluated on

10. » Financial Perspective
• provide a good return on investment
• manage it related business risks
• improve corporate governance and transparency
» Customer Perspective
• Improve customer satisfaction and service
• offer competitive products and services
• establish service continuity and availability
• Create agility
• achieve cost optimization of service deliver
• obtain reliable and useful information for strategic decision making
» Internal Perspective
• improve and maintain business process functionality
• lower process costs
• provide compliance
• Manage bussienss change
• Improve and maintain operational and staff productivity
» * Learning and Growth Perspective
Balanced Scorecard

11. KPI: Project Profitability
Measured by: Profitability reporting (To be agreed upon)
KPI: Client Satisfaction
Measured by: NPS
KPI: Team Growth
Measured by: 360 reviews & retention rate
KPI: Revenue Contribution
Measured by: Add on sales & conversion of projects to support
KPI: Company Marketing Support
Measured by: Participation in Marketing activities
Team KPI (Key Performance Indicators)
Project Manager

12. KPI: Estimation of Projects
Measured by: Estimated LOE held up after detailed review
KPI: Correct Architecture of solutions
Measured by: Defect count during QA & duration of QA process
KPI: Quality of code delivered
Measured by: Number of defects in warranty period
Team KPI (Key Performance Indicators)
SA

13. KPI: Estimation
Measured by: Execution to estimation of tasks
KPI: Quality (Tracking mechanism)
Measured by: Number of defects
KPI: Code quality (very Subjective)
Measured by: SA comments
KPI: Timesheet
Measured by: Ability to create timesheets ontime
Team KPI (Key Performance Indicators)
Developer

14. Support Metrics
» Response
• Abandon Rate
• Wait (hold queue) time
• Average speed to answer
• Response time
• Call back
» Resolution - measure managers. It measures whether
you have the right people on the project
• Resolved First Contact
• Resolved X hours, Y hours, Z hours
• Tickets Cases re-opened, repeats

15. Support Metrics
» * Costs
» * Call/Contact
» * Customer/User
» * TCO
» * Service Desk
» * volumes, trends
» * Perfomance to goals
» * Incident Management
» * volumes, trend repeat
» * reduciton in resotation
» * performance to goals
» * customer satisfaction
» * Request Fulfillment
» * Volumes, trends
» * Time to complete requests
» * Customer Satisfaction
» * Employee Satisfaction
» * Knowledge Base
» * Change Management
» * number of indigents/requests due to the
change
» * Additional (reduction) workload due to
changes
» * Release Management
» * number of incidents
» * Workload
» * volumes
» * calls/cases/per customer
» * number of registered users
» * total numbers of users
» * time spent contacting users
» * time spent on change related incidents
» * Individuals
» * number of call taken
» * average handle time
» * Availability
» * Occupancy
» * Number of inditents/closed on first contact
» * customer satisfaction
» * Incident
» * closer time
» * mean time for closing
» * re-open
» * closed first contact
» * escalation for resolution
» * remote tool utilizaiotnent

16. » Time Reporting
Project Reporting

17. » Time Reporting
Project Reporting

18. » Time Reporting
Project Reporting

19. » Time Reporting
Project Reporting

20. » Time Reporting
Project Reporting

21. » Time Reporting
Project Reporting

22. Retrospectives and Estimating

23. Retrospectives and Estimating

24. Customer Satisfaction
Customer satisfaction is an overall
customer attitude towards a service
provider, or an emotional reaction to
the difference between what
customers anticipate and what they
receive, regarding the fulfillment of
some need, goal or desire

25. Customer Satisfaction Facts

26. Customer Satisfaction Facts

27. Customer Satisfaction Facts

28. Customer Satisfaction Facts

29. Customer Satisfaction Facts
Why Customer Satisfaction is
Important?
● It’s a leading indicator of consumer
repurchase intentions and loyalty
● It reduces customer churn
● It increases customer lifetime value
● It is cheaper to retain current customers
than to acquire new ones

30. NPS
Net Promoter Score -
One number you need
to Grow
Frederick F. Reichheld

31. NPS
How likely is it that you would recommend our
company/product/service to a friend or
colleague?
ORIGINAL ARTICLE:https://hbr.org/2003/12/the-one-number-you-need-to-grow

32. Providing Great Customer Service Rules
1. A “Perfect” Service
Service that is designed and tested to function perfectly under
reasonably foreseeable circumstances within a reasonable timeline
2. Delivered in a Caring, Friendly Manner
Lack of caring delivery will sink most and any perfect product or
service - The softer science - care and comfort - is what lets you reach
and retain a customer
3. In a Timely Fashion
No matter how otherwise perfect, in the eyes of the customer it’s
broken if you deliver it late.
4. Backed by an effective problem-resolution
Expect things to go wrong. Plan for this eventuality, keeping the
emotional needs of your customer central.

33. Providing Great Customer Service Rules
Deliver Value
What is the project - cater to your customer
Establish a relationship
Automation, Test, CI/CD
Destroy Silos / DevOps
Empower Teams
Culture – Hiring
Clariy, Accuracy, execution, Empathy

34. Copyright © 2013 Promet Solutions Corporation. All rights reserved.
This document may contain Confidential Information that is proprietary to the Client and Promet
Solutions Corporation and should not be disclosed to outside parties without prior consent.
Q&A
@akucharski
andy@prometsource.com