• Performance Measurements to coordinate and manage the consistency, suitability, quality, and success of the service, in order to provide business continuity and sustainable performance.

• The CoE must develop the ability to track, measure, and report on the performance of the team’s initiatives across all areas of its efforts and specific metrics within the organization itself. This measurement is critical to the growth and evolution of the CoE since clearly demonstrating success will be a significant factor in buy-in and support from stakeholders throughout the organization, particularly upper management.

• Establishing a baseline is critical to compare performance.

• Measuring performance also allows the CoE to re-engineer weaker or deficient areas through training, research, soliciting expertise from subject matter experts, or other means, thus leading to an increase in the overall quality of the CoE.

• Allows the CoE team to know how it has performed in the past and how it is doing now. Establishing and maintaining a CoE roadmap is beneficial because it enables the team to determine a future path and drive efforts toward accomplishing the goals outlined in the roadmap.

Measuring and Reporting

The purpose of the measuring and reporting practice is to support good decision-making and continual improvement by decreasing the levels of uncertainty. This is achieved through the collection of relevant data on various managed objects and the valid assessment of this data in an appropriate context. Effective measurement and reporting are critical to an organization’s ability to understand and demonstrate performance, identify achievements, gaps, and deficiencies, and initiate the required improvements. The goals of the business and the ITSM should be clearly understood and aligned and supported by relevant Critical Success Factors (CSFs) and Key Performance Indicators (KPIs).
Typically, best practice would recommend circa 5 KPIs per CSF.