KPI's for ITIL V3 & V2 Processes

Service Portfolio Management No No No No No of of of of of planned new services unplanned new services Strategic Initiatives new customers lost customers

Financial Management Percentage of projects using the standard IT budgeting process Percentage of project files containing cost benefit estimates Percentage of projects where cost and benefits are verified after implementation Percent of IT expenses exceeding the approved budget Percent of expenses exceeding the planned budget for a project Number of proposals by Financial Management for the optimized use of financial resources Service Level Management Number Number Number Number Number Number plan of of of of of of services covered by SLAs Services where SLAs are backed up by corresponding OLAs/ UCs monitored Services/ SLAs, where weak-spots and counter-measures are reported Services/ SLAs which are regularly reviewed Services/ SLAs where the agreed service levels are fulfilled issues in the service provision, which are identified and addressed in an improvement

Capacity Management Number of incidents occurring because of insufficient service or component capacity Deviation of the predicted capacity development from actual course Number of adjustments to service and component capacities due to changing demand Number of unplanned increases to service or component capacity as result of capacity bottlenecks Resolution time for identified capacity bottlenecks Percentage of capacity reserves at times of normal and maximum demand Percentage of services and infrastructure components under capacity monitoring Availability Management Availability of IT Services relative to the availability agreed in SLAs and OLAs Number of service interruptions Average duration of service interruptions Percentage of services and infrastructure components under availability monitoring Number of implemented measures with the objective of increasing availability IT Service Continuity Management Percentage of business processes which are covered by explicit service continuity targets Number of identified gaps in the preparation for disaster events (major threats without any defined counter measures) Duration from the identification of of a disaster-related risk to the implementation of a suitable continuity mechanism Number of disaster practices actually carried out Number of identified shortcomings in the preparation for disaster events which are identified during practices

IT Supplier Management Number of Agreed UCs Percentage of contracts underpinned by UCs Number of Contract Reviews Number of conducted contract and supplier reviews Number of Identified Contract Breaches Number of contractual obligations which were not fulfilled by suppliers (identified during contract reviews) IT Security Management Number of preventive security measures which were implemented in response to identified security threats Duration from the identification of a security threat to the implementation of a suitable counter measure Number of identified security incidents, classified by severity category Number of security incidents causing service interruption or reduced availability Number of security tests and trainings carried out Number of identified shortcomings in security mechanisms which were identified during tests Change Management Number of major changes assessed by the CAB (Change Advisory Board) Number of CAB (Change Advisory Board) meetings Average time from registering an RFC with Change Management until Change clearance Number of accepted vs. rejected RFCs Number of urgent changes assessed by the ECAB (Emergency Change Advisory Board) Transition Planning and Support (Project Management) Number of major release rollouts under the control of Project Management Percentage of projects which are started with a signed Project Charter in place Number of changes to the Project Charter after project start Actual vs. planned consumption of financial and personnel resources Actual vs. planned project completion dates Release and Deployment Management Number of releases rolled out into the productive environment, grouped into Major and Minor Releases Average duration of major deployments from clearance until completion Number of releases which had to be reversed Proportion of new releases distributed automatically Service Validation & Testing Percentage of release components which fail to pass acceptance tests Number of identified errors during release testing per release Time until re-submission of fixed release components Number of Incidents attributable to new releases Percentage of Service Acceptance Tests which fail to obtain the customers sign-off Incident Management Number of Number of location) Number of Number of repeated Incidents, with known resolution methods incidents resolved remotely by the Service Desk (I.e. without carrying out work at user's escalations for incidents not resolved in the agreed resolution time incidents registered by the Service Desk per category

Average time for resolving an incident per category Percentage of incidents resolved at the Service Desk during the first call per category Rate of incidents resolved during solution times agreed in SLA per category Average work effort for resolving incidents per category

Problem Management Number of Problems registered by Problem Management per category Average time for resolving a problem per category Average number of incidents linked to the same problem before problem identification Average number of incidents linked to the same problem after problem identification Average time between first occurrence of an incident and identification of the underlying root cause Average work effort for resolving problems per category

As per ITIL V2 Process

Service Support Processes: Configuration Management Frequency and number of CMDB errors Duration that the CMDB has been consistently up-to-date Frequency of unregistered CIs Number and severity of breaches in SLAs caused by inaccurate CMDB information Frequency and impact of incidents affecting the configuration management system Number of occasions where distributed and remote software is at the wrong level Frequency and duration of bottlenecks caused by configuration management activity being too slow Timeliness of management reports Ability to cope with growth

Incident Management & Service Desk Number of calls received Number of calls missed Number of rings before the phone is answered Average duration of calls Number of calls logged Percentage number of incidents compared to incoming calls Percentage of repeat calls for the same incident Percentage of incidents resolved by help desk - first level Percentage of operations support requests closed Mean time to achieve incident resolution Number of calls escalated Initial trend analysis Results of customer satisfaction surveys Number of complaints and/or letters of praise Actual spend against budget Results of audits Number of staff suggestions, requests for transfer, disputes etc.

Problem Management Percentage of incidents defined as problems Number of problems logged

Percentage of problems escalated Number of problems fixed Resolution times with respect to service level requirements Number of problems outstanding Hardware, software and help desk support, response and performance

Change Management Total number of RFCs raised Percentage for each category Percentage of urgent changes Number of successful changes Number of changes backed out Number of failed changes Backlog of changes by CI/priority

Release Management Number of RFCs raised Percentage of urgent releases Number of changes made by Release Team Ratio of delta and package releases Number of successful software installations Percentage of installations performed to time Number of builds/distributions aborted during process Number of failed or backed out implementations plus builds rolled back after implementation Number of software builds from sources other than the DSL Number of unlicensed and/or unauthorized versions that have been detected within the organization Resource costs per release Service time lost due to Release activity Number of times the DSL is out of step with the CMDB Number of detected viruses within the organization

Service Delivery Processes: Availability Management Agreed service hours, per service Total down time per service Detection elapsed time per incident Response times per incident Time taken to repair per incident Actual availability compared with SLA requirements Reliability - compared to expectations Maintainability - compared to expectations Serviceability - supplier performance compared with contractual conditions. Capacity Management Processor usage by workload and application Relative resource consumption Min/max transactions per second On-line response times and trends Utilization statistics Business usage trends Processor and I/O usage trends Network usage trends Workload trends and forecasts

 Growth forecasts IT Service Continuity Management Historical data on incidents, problems, emergencies and disasters Number and details of changes that require updates to the contingency plan Percentage of changes that have caused major issues CI details including dependencies, relationships and criticality Security data and requirements Analysis of services Test output SLA review information Contract review details

Financial Management Percentage of CIs with incorrect financial data Percentage of cost predictions that are incorrect Percentage of change management decisions where cost impact is omitted Staff time spent on costing activities Software/hardware overheads in collecting data for cost management Actual costs against budgeted costs Software license fees vs. available licenses Performance of suppliers Percentage of total IT costs not accounted for

Service Level Management Number of occasions when agreed service levels are not provided Service reviews with customers are regular and constructive The elapsed time to follow up and resolve issues Shortfalls in service level management are reducing over time Possible improvements in SLM are implemented more quickly, over time Active and accurate interfaces with other SM functions are growing Service reports are produced and distributed on time, and to right people