Performance indicators of an information system
Building and reading an IT department's indicators: what makes a good indicator, the balanced scorecard, usual measures (availability, time to restore, service commitments) and perverse effects.
- 27 cards
- 5 topics
- Free
The outline, topic by topic
Each topic is weighted the way the exam weighs it.
- Concepts
- Questions
- Sort and link
- The numbers
- Scenarios
A few cards from the deck
Key performance indicator: what is it?
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A figure tracked over time that tells whether an activity is reaching a set objective.
It is compared with a target: “94 % of tickets solved within 8 h” only means something against an objective of 95 %. It differs from raw data by its link to an objective.
Which of these objectives is best worded as an indicator?
- Solve 95 % of priority 2 tickets within 8 working hours by June
- Clearly improve user satisfaction
- Make support more responsive and more pleasant
- Cut incidents as far as possible over the year
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Solve 95 % of priority 2 tickets within 8 working hours by June
It is specific (priority 2), measurable (95 %), bounded (8 working hours) and dated (June). The others have no threshold or deadline: you could never say whether they are met.
The four axes of the balanced scorecard are: finance, customers, … and ….
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The four axes of the balanced scorecard are: finance, customers, internal processes and learning.
The first two look at the result expected; the other two look at what prepares it, hence “balanced” between outcomes and drivers.
SMART indicator: what is it?
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An indicator that is specific, measurable, achievable, relevant and time-bound.
“Improve the service” is not measurable; “raise email availability to 99.9 % by December” is. These five criteria prevent vague objectives.