Managerial Accounting

Dear All,

kindly find attached the Managerial accounting notes.

ch01

methodsofcosting-111010094414-phpapp01

Regards,

/Qasim

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Consumer behavior

Please find attached consumer behavior slides shared by professor.

Lec # 01 Consumer Behavior

Regards,

/Qasim

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PIA

image

PK 237 Pakistan International Airlines

Today my heart bled and eyes cried, after looking at the condition of our national airline.

There were very few positives but I'm optimistic about its future, probably living in fool's paradise but honestly there were some positives.

I normally travel with Etihad, the airline that was leased planes by PIA back in the old days when PIA was world's best airlines and it was our professionals who use to train world airlines staff when it came to hospitality and customer services. I wish that time comes back but I guess that is highly unlikely.

Just so you know while I was writing this sitting in the plane and as the flight gets boarded and plan was about to taxi off to the runway and a soft and kind voice echoed "due to some technical problems the flight is delayed we are sorry for inconvenience". Honestly seriously! Are you plucking my eyelashes. God Almighty please grant me the patience I need to get through this. #!#@#$# @#$#$#@#@ and a few more silently #!@#@#@$&#@#$!!

After 30 minutes of further delay now I believe we are about to move. I hope we start our journey soon. Don't worry I will paint my entire journey from the minute I got to airport later in the story but for now bear with my rants. After a total of 120 minutes Delay and still counting on board since 55 minutes waiting for the plane to leave the deck and start taxi towards the runway.

No no, no no no…. Yes we have to disembark now because they couldn't solve the technical problem with some card. While they kept trying aircraft kept making that noise:

pk237 unable to start

Ok now we are off the aircraft and given this:

image

And sent back to boarding lounge, now here is the irony the board says

image

But the announcement being made says delayed till 3:00am. Now here is the observation from the above, there is no one in charge of operations at all, no one has a clue what is to be said or done. Probably the head of operations and traffic and engineering had gone home to sleep and poor team leads were making the decisions and trying to call the shots which wasn't working their way and that is because of lack of leadership and proper training to handle disaster situation.

Anyhow a lesson learned, a detail report on this coming shortly..

More images the flight had only 53 passengers…

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Project Management KPIs – ITIL

Below is the list of some KPIs, we came up with and collected from different sources to manage/monitor a core banking implementation project and supporting solutions. Might be helpful for you. However i’m not the author, but i personally appreciate these KPIs by whom ever they were put in place initially. Good work.

Regards,
Qasim

Category KPI Key Performance Indicator’s Description
ITIL-SS-Change Management % of time coordinating changes   Percentage of time (in labour hours) used to coordinate changes relative to all time used to implement (and coordinate) changes.
ITIL-SS-Change Management Average rework per change after implementation of changes Average rework (in FTE) per change after implementation of changes due to, for example inadequate acceptance testing.
ITIL-SS-Change Management Total rework after implementation of changes Total rework (in FTE) after implementation of changes due to, for example inadequate acceptance testing.
ITIL-SS-Change Management Number of backlogged change requests Number of backlogged change requests. Backlogged change requests are change requests that should have been implemented but due to for example time/cost constraints are still outstanding.
ITIL-SS-Change Management % of delivered changes implemented within budget/costs   Percentage of delivered changes implemented within the set budget / defined costs relative to all delivered changes within the measurement period.
ITIL-SS-Change Management % of changes initiated by customers   Percentage of changes initiated by customers (of IT services), instead of the IT department, relative to the total number of initiated changes within the measurement period.
ITIL-SS-Change Management Average costs of change implementation Average costs of changes closed in measurement period. Costs can be determined by time registration or by applying a cost factor for example per change category.
ITIL-SS-Change Management % of implemented changes not approved (by management / CAB) Percentage of implemented changes not approved (by Change Advisory Board or CAB, or management), relative to all implemented changes within the measurement period.
ITIL-SS-Change Management % of outage due to changes (planned unavailability) Percentage of outage (unavailability) due to implementation of planned changes, relative to the service hours.
ITIL-SS-Change Management % of unplanned outage/unavailability due to changes Percentage of unplanned outage (unavailability) due to the implementation of changes into the infrastructure. Unplanned means that the outage (or part of the outage) was not planned before implementation of the change.
ITIL-SS-Change Management % of unauthorized implemented changes number of unauthorized implemented changes relative to all implemented changes within a given time period. An unauthorized change can be detected through consolidation of the CMDB. A change in infrastructure for which there is not a change registered is considered as unauthorized.
ITIL-SS-Change Management Change closure duration rate This KPI monitors the average spent duration of changes closed relative to the average allowed duration of those changes closed in a given time frame. The actual value for the KPI is an indication of how close or how far off change management is in fulfilling its obligation with regard to the duration time-frame of handling changes.
ITIL-SS-Change Management % of changes that cause incidents number of implemented changes that have caused incidents, relative to all implemented changes within a certain time-period. This KPI gives insight in the quality of change delivery. Prerequisite for measuring this KPI is that incidents are correlated to changes.
ITIL-SS-Change Management % of overdue changes Number of overdue changes (not closed and not solved within the established time frame) relative to the number of open changes (not closed but still within the established time frame).
ITIL-SS-Change Management Change queue rate The number of changes closed, relative to the number of changes opened in a given time period. So if the actual value for this KPI is less than 1, the volume of calls in the backlog is growing.
ITIL-SS-Change Management % of backed-out changes Number of closed changes which were not carried out or were rolled back relative to the total number of changes closed in a given time period. It reflects the quality of the ‘risk and impact analysis’ activity of the change management process.
ITIL-SS-Change Management % of urgent changes Number of opened, urgent changes relative to the total number of changes opened in a given time period. This KPI reflects the size of the potential risk of urgent changes on the quality and performance of the change management process.
ITIL-SS-Problem Management Number of business disruptions caused by problems Number of business disruptions caused by (operational) problems.
ITIL-SS-Problem Management % of problems with a root cause analysis Percentage of problems for which a root cause analysis was undertaken.
ITIL-SS-Problem Management % of problems resolved within the required time period Percentage of problems resolved within the required time period.
ITIL-SS-Problem Management Average cost to solve a problem average costs to solve a problem calculated by time registration per work performed for problems and applying a cost factor to the work.
ITIL-SS-Problem Management % of problems with available workaround number of open problems for which a workaround is available relative to the total number of all open problem records. It reflects the ability of Problem management to create workarounds and minimize the negative effects of having errors in the IT infrastructure and services provided.
ITIL-SS-Problem Management Average problem closure duration Average amount of time between the registration of problems and their closure.
ITIL-SS-Problem Management Problem backlog number of open problems older than 28 days (or any other given number) relative to all open problems. It reflects the ability to resolve problems by Problem management in a timely fashion.
ITIL-SS-Problem Management % of overdue problems Number of overdue problems (not closed and not solved within the established time frame) relative to the number of open problems (not closed but still within the established time frame).
ITIL-SS-Problem Management Problem queue rate The number of problems closed, relative to the number of problems opened in a given time period. So if the actual value for this KPI is less than 1, the volume of problems in the backlog is growing.
ITIL-SS-Configuration Management Average time period between identifying and rectifying a discrepancy Average time period (lag) between identifying a discrepancy and rectifying it
ITIL-SS-Configuration Management Number of business compliance issues caused by improper configuration of assets Number of business compliance issues caused by improper configuration of assets.
ITIL-SS-Configuration Management % of CIs mapped onto IT services in the CMDB Percentage of Configuration Items mapped onto IT services in the Configuration Management Database (CMDB) relative to all Configuration Items that can be related to IT services.
ITIL-SS-Configuration Management % of licences purchased and not accounted for in configuration repository Percentage of licences purchased and not accounted for in the configuration repository.
ITIL-SS-Configuration Management Number of deviations between configuration repository and actual configurations Number of deviations identified between the configuration repository and actual asset configurations.
ITIL-SS-Configuration Management Average time spent on CMDB reconciliation Average time spent (in FTE) on Configuration Management Database (CMDB) reconciliation. This reconciliation makes sure that the CMDB represents the actual IT infrastructure.
ITIL-SS-Configuration Management Cost of CMDB reconciliation Cost of doing a (1) Configuration Management Database (CMDB) reconciliation. This reconciliation makes sure that the CMDB represents the actual IT infrastructure.
ITIL-SS-Configuration Management % of CIs monitored for performance Percentage of Configuration Item (CIs) that are monitored for performance with systems monitoring tools, relative to CIs that are used to provide services to end-users.
ITIL-SS-Configuration Management Average time between CMDB reconciliation Average time (in days) between two consequetive Configuration Management Database (CMDB) reconciliations. This reconciliation makes sure that the CMDB represents the actual IT infrastructure. In mature organizations such reconciliation is fully automated, and therefore this KPI might not be of value.
ITIL-SS-Configuration Management % of incidents not solved in-time due to inaccurate configuration data Percentage of incidents not solved in-time due to inaccurate configuration data, relative to all incidents solved within the measurement period.
ITIL-SS-Configuration Management % of inaccurate CIs Percentage of Configuration Items (CIs) that have been registered inaccurately in the CMDB. This KPI could be determined by checking a sample set of CIs.
ITIL-SS-Configuration Management Growth of the CMDB Growth percentage of the number of items in the CMDB. This KPI measures the size of the managed IT infrastructure.
ITIL-SS-Configuration Management Average audit cycle of CIs average time between audits of Configuration Items (CIs) as residing in the CMDB.
ITIL-SS-Configuration Management % of software licenses used Percentage of software licenses used relative to the total software licenses used. Split by license per software application.
ITIL-SS-Configuration Management % of CIs under maintenance contract This KPI monitors the number of deployed CIs that are within their warranty or are related to a valid maintenance contract, relative to the total number of deployed CIs. It reflects the financial damage potential of having no support available for the CI.
ITIL-SS-Configuration Management Incident impact rate incomplete CMDB This KPI monitors the number of closed incident calls that are not related to a CI record relative to all incident calls closed in a given time frame. This KPI gives an indication of how well Configuration Management can provide information to the Incident Management process.
ITIL-SS-Release Management Number of untested releases Number of untested releases i.e. not tested and signed-off.
ITIL-SS-Release Management Number of urgent releases Number of urgent releases
ITIL-SS-Release Management Cost of release Costs of release. Cost is most likely based on man-hours spent.
ITIL-SS-Release Management Average costs of a release determines the average costs of issuing a new release based on releases within a given time period.
ITIL-SS-Release Management Number of software defects in production number of bugs or software defects of applications (versions) that are in production.
ITIL-SS-Release Management Average cycle time between urgent releases average time between urgent releases of software. An urgent release is defined as a release that is not planned for example when a release is necessary to resolve a high impact bug.
ITIL-SS-Incident Management Number of incidents caused by deficient user training Number of incidents caused by deficient user and operational documentation and training.
ITIL-SS-Incident Management % of outage due to incidents (unplanned unavailability) Percentage of outage (unavailability) due to incidents in the IT environment, relative to the service hours.
ITIL-SS-Incident Management Average incident response time The average amount of time (minutes) between the detection of an incident and the first action taken to repair the incident.
ITIL-SS-Incident Management Mean Time to Repair (MTTR) Average time between the occurrence of an incident and its resolution.
ITIL-SS-Incident Management Average number of of (re)-assignments of incidents Average number of of (re)-assignments of closed incidents within measurement period. The number of (re)-assignments give a measure of how often on average incidents are assigned to groups and/other persons. Above a certain threshold incidents might be re-assigned too often indicating for example (a) that the wrong groups and/or persons are involved, or (2) that ownership is not taken.
ITIL-SS-Incident Management % of incorrectly assigned incidents Percentage of closed incidents that were incorrectly assigned relative to all closed incidents within measurement period. Incorrectly assigned incidents could be automatically determined, for example, by looking at the number of times an incident was assigned.
ITIL-SS-Incident Management Average cost to solve an incident average costs to solve an incident calculated by fixed and variabele costs of the incident management process divided by the total number of incidents received in the measurement period.Other route of calculation is time registration per work performed for incidents and applying a cost factor to the work. However this may lead to too much registration in the incident management process.
ITIL-SS-Incident Management % of repeat incidents percentage of incidents that can be classified as a repeat incident, relative to all reported incidents within the measurement period. A repeat incident is an incident that has already occured (multiple times) in the measurement period. Resolving such repeat incidents will improve customer satisfaction, and will drive down costs. A repeat incident may be classified a a problem in ITIL terminology.
ITIL-SS-Incident Management Incident backlog number of open incidents older than 28 days (or any other given number) relative to all open incidents. It reflects the size of the backlog of old unsolved incidents.
ITIL-SS-Incident Management % of reopened incidents number of incidents closed that were re-opened relative to the number of all incidents closed in a given time period. This KPI measures the quality of solutions provided by the Incident Management process. Also if this KPI is used in combination with the first KPI, it will balance out possible undesired behavior of the actors in the measurement process. I.e. open incidents still inside the allowed duration are closed, but not necessarily resolved, so the actual value on the first KPI will show a good score. But then the actual value of this KPI will show a not so good score. Of course, usage of this KPI is only meaningful if in your Incident Management process it is allowed to re-open calls.
ITIL-SS-Incident Management % of incidents solved within deadline number of incidents closed within the allowed duration time-frame, relative to the number of all incidents closed in a given time period. A duration time-frame is applied to each incident when it is received, and sets a limit on the amount of time available to resolve the incident. The applied duration time-frame is derived from the agreements made with the customer about resolving incidents. This KPI acts as a ‘minimum threshold goal’: Incidents should at least be resolved within agreed upon time-frames.
ITIL-SS-Incident Management Incident queue rate The number of incidents closed, relative to the number of incidents opened in a given time period. So if the actual value for this KPI is less than 1, the volume of incidents in the backlog is growing.
ITIL-SS-Incident Management % of overdue incidents Number of overdue incidents (not closed and not solved within the established time frame) relative to the number of open (not closed) incidents.
ITIL-SS-Service Desk Average after call work time Average after call work time (work done after call has been answered).
ITIL-SS-Service Desk % of calls transferred Percentage of calls transferred witin measurement period.
ITIL-SS-Service Desk % of service requests resolved within an agreed-upon period of time Percentage of service requests resolved within an agreed-upon/acceptable period of time.
ITIL-SS-Service Desk Number of training calls handled by the service desk Number of training calls handled by the service desk.
ITIL-SS-Service Desk Costs of operating call center / service desk Costs of operating a call center / service desk, usually for a specific period such as month or quarter.
ITIL-SS-Service Desk Average number of calls / service request per handler Average number of calls / service requests per employee of call center / service desk within measurement period.
ITIL-SS-Service Desk % of workarounds to service requests applied Percentage of closed service requests for which workarounds have been applied, relative to all closed service requests within measurement period.
ITIL-SS-Service Desk % of escalated service requests Percentage of closed service requests that have been escalated to management, relative to all closed service requests within measurement period.
ITIL-SS-Service Desk Number of complaints Number of complaints received within the measurement period.
ITIL-SS-Service Desk % of incorrectly assigned service requests Percentage of closed service requests that were incorrectly assigned relative to all closed service requests within measurement period. Incorrectly assigned service requests could be automatically determined, for example, by looking at the number of time a service request was assigned.
ITIL-SS-Service Desk Average number of (re)-assignments of service requests Average number of of (re)-assignments of closed service requests within measurement period. The number of (re)-assignments give a measure of how often on average service requests are assigned to groups and/other persons. Above a certain threshold service requests might be re-assigned too often indicating for example (a) that the wrong groups and/or persons are involved, or (2) that ownership is not taken.
ITIL-SS-Service Desk % of first-line resolution of service requests Percentage of service requests that were solved by the first-line without assistance of second and/or third-line support relative to all service requests received within the measurement period.
ITIL-SS-Service Desk % of service requests posted via web (self-help) Percentage of service requests posted via web (self-help) relative to all received service requests within measurement period.
ITIL-SS-Service Desk Average overdue time of overdue service requests Average overdue time of overdue service requests i.e. the time difference between the measurement date and planned target date.
ITIL-SS-Service Desk Average service request closure duration Average amount of time between the registration of service request and their closure within the measurement timeframe.
ITIL-SS-Service Desk First-call resolution rate % of customer issues that were solved by the first phone call.
ITIL-SS-Service Desk Customer satisfaction (index) Customer satisfaction based on customer satisfaction surveys (feedback) of customers.
ITIL-SS-Service Desk % of overdue service requests Number of overdue service requests (not closed and not solved within the established time frame) relative to the number of open (not closed) service requests.
ITIL-SS-Service Desk Service request closure duration rate This KPI monitors the average spent duration of service requests closed relative to the average allowed duration of those requests closed in a given time frame. The actual value for the KPI is an indication of how close or how far off the service desk is in fulfilling its obligation with regard to the duration time-frame of handling service requests.
ITIL-SS-Service Desk Service request backlog number of open service requests older than 28 days (or any other given number) relative to all open service requests. It reflects the size of the backlog of old unsolved service requests.
ITIL-SS-Service Desk % of open service requests worked on This KPI monitors the number of open service requests opened before a given time period and modified in that given time period relative to the number of open requests opened before the time period. In other words, what percentage of the service requests that could have been worked on, were actually worked on.
ITIL-SS-Service Desk % of reopened service requests percentage of closed service requests that have been reopened (and therefore initially not resolved according to the customer), relative to closed service requests within a given time period.
ITIL-SS-Service Desk Service request queue rate The number of requests closed, relative to the number of requests opened in a given time period. So if the actual value for this KPI is less than 1, the volume of calls in the backlog is growing.
ITIL-SS-Service Desk First line service request closure rate Number of requests closed by the service desk, i.e. the first line support teams, relative to the number of all requests closed in a given time period. This reflects the skills and knowledge of the service desk personnel. This KPI can be used to monitor the learning curve of the service desk, but of course its usage is only meaningful if the goal is to have a skilled service desk.
ITIL-SD-Availability Management % of (critical) infrastructure components with automated availability monitoring Percentage of (critical) infrastructure components with automated availability monitoring.
ITIL-SD-Availability Management % of availability SLAs met Percentage of availability SLAs met.
ITIL-SD-Availability Management Number of critical business processes not covered by a defined service availability plan Number of critical business processes not covered by a defined service availability plan.
ITIL-SD-Availability Management Number of business disruptions caused by problems Number of business disruptions caused by (operational) problems.
ITIL-SD-Availability Management % of outage due to incidents (unplanned unavailability) Percentage of outage (unavailability) due to incidents in the IT environment, relative to the service hours.
ITIL-SD-Availability Management % of outage due to changes (planned unavailability) Percentage of outage (unavailability) due to implementation of planned changes, relative to the service hours.
ITIL-SD-Availability Management Critical-time outage Total outage from critical time failures in IT services. Critical time is the time that a service /must/ be available, for example for financial systems during closing of the books (at the end of month, or end of quarter).
ITIL-SD-Availability Management Critical-time failures Number of failures of IT services during so-called critical times. Critical time is the time that a service /must/ be available, for example for financial systems during closing of the books (at the end of month, or end of quarter).
ITIL-SD-Availability Management % of unplanned outage/unavailability due to changes Percentage of unplanned outage (unavailability) due to the implementation of changes into the infrastructure. Unplanned means that the outage (or part of the outage) was not planned before implementation of the change.
ITIL-SD-Availability Management Availability (service outage duration) Percentage of actual uptime (in hours) of equipment relative to the total numbers of planned uptime (in hours).Planned uptime = service hours – planned downtime

 

 

 

 

Planned downtime is downtime as scheduled for maintenance.

Also known as: Service Outage Duration

ITIL-SD-Financial IT Management Overall cost of IT delivery per customer Overall cost of IT delivery per customer: cost of IT service delivery divided by number of end users / customers.
ITIL-SD-Financial IT Management Unit costs of IT service(s) Unit costs of IT service(s) within measurement period.
ITIL-SD-Financial IT Management % of budget deviation relative to total budget Percent of budget deviation value compared to the total budget.
ITIL-SD-Financial IT Management Number of budget deviations Number of budget deviations
ITIL-SD-Financial IT Management Software support costs Support costs of all software based on their support contracts.
ITIL-SD-Financial IT Management Hardware asset value Monetized value of the hardware assets.
ITIL-SD-Financial IT Management Forecast accuracy of budget actual budget (costs) relative to the established budget. This KPI determines the performance of the budgetting process.
ITIL-SD-Financial IT Management Average size of discounts of items Average size of discounts in procurement of items. This KPI monitors the average amount saved by pro-active procurement of items.
ITIL-SD-Financial IT Management Average time to procure Average time to procure an item. Time lag between request for procurement and signing of contract or purchase.
ITIL-SD-Financial IT Management % of software licenses used Percentage of software licenses used relative to the total software licenses used. Split by license per software application.
ITIL-SD-Financial IT Management % spent on new IT developments/investments Percentage of money spent on new IT developments (investments) relative to the total IT spent.
ITIL-SD-Financial IT Management Net Present Value (NPV) of investment Net Present Value (NPV) is a method used in discounted cash flow analysis to find the sum of money representing the difference between the present value of all inflows and outflows of cash associated with the project by discounting each at a target yield.
ITIL-SD-Financial IT Management % of spent on IT maintenance Percentage of money spent on maintaining the IT infrastructure versus the total IT spent.
ITIL-SD-Financial IT Management Average penalty costs per SLA Average costs of penalties paid on Service Level Agreements.
ITIL-SD-Financial IT Management Delay in production of financial reports Delay (in days) in production of financial reports.
ITIL-SD-Financial IT Management Actual vs. budgeted costs The actual costs relative to the budgeted costs of an activity.
ITIL-SD-Financial IT Management Total Cost of Ownership (TCO) Total Cost of Ownership (of an IT system). A frequently used measurement to assess the total cost of maintaining (or investing in a new) IT system, including hardware, software, installation and maintenance services, and the associated cost of the business process(es) that the IT system supports.
ITIL-SD-Financial IT Management Return on Investment (ROI) Return on invested capital: the amount, expressed as a percentage, that is earned on a capital calculated by dividing the total capital into earnings before interest, taxes, or dividends are paid.
ITIL-SD-Capacity Management Accuracy of expenditure as defined in Capacity Plan Accuracy of forecast against actuals of expenditure as defined in Capacity Plan.
ITIL-SD-Capacity Management % of CIs included in capacity reviews Percentage of Configuration Items (CIs) included in capacity reviews
ITIL-SD-Capacity Management % of response-time SLAs not met Percentage of response-time SLAs not.
ITIL-SD-Capacity Management Costs associated to unplanned purchases to resolve poor performance Costs associated to unplanned purchases to resolve poor performance.
ITIL-SD-Capacity Management Cost of producing Capacity Plans Cost of producing and keeping up-to-date of Capacity Plans
ITIL-SD-Capacity Management Average time spent on Capacity Plans Average time spent (in FTE) on producing and keeping up-to-date of Capacity Plans
ITIL-SD-Capacity Management Number of SLA breaches due to poor performance Number of Service Level Agreement (SLA) breaches due to poor performance.
ITIL-SD-Capacity Management % of CIs with under-capacity Percentage of Configuration Items (CIs) with under-capacity, relative to all CIs used to deliver services to end-customers.
ITIL-SD-Capacity Management Average time between updates of Capacity Plan Average time (in days) between updates of Capacity Plan.
ITIL-SD-Capacity Management % of service requests due to poor performance Percentage of service requests due to poor performance of services provided to end-customers.
ITIL-SD-Capacity Management Number of alerts on exceeding system capacity thresholds Number of alerts/events on exceeding system capacity thresholds. For example, when CPU or memory utilization thresholds on systems are exceeding the set warning limits. Increasing number of alerts may indicate that system capacity nears its maximum.
ITIL-SD-Capacity Management % of unplanned purchases due to poor performance % of unplanned purchases due to poor performance
ITIL-SD-Capacity Management % of network bandwith used gap between actual network usage and maximum capacity of the network.
ITIL-SD-Capacity Management % of CIs monitored for performance Percentage of Configuration Item (CIs) that are monitored for performance with systems monitoring tools, relative to CIs that are used to provide services to end-users.
ITIL-SD-IT Security Management % of security-related service calls Percentage of security-related service calls.
ITIL-SD-IT Security Management Time lag between detection, reporting and acting upon security incidents Time lag between detection, reporting and acting upon security incidents.
ITIL-SD-IT Security Management Number of security policy violations Total Number of IT Security policy violations
ITIL-SD-IT Security Management Percent of non-catered threats Percent of non-catered threats
ITIL-SD-IT Security Management Percent of non-catered breaches Percent of non-catered breaches
ITIL-SD-IT Security Management Security Checks  Number of security checks, revisions with in a month
ITIL-SD-IT Security Management Physical Security Strength Physical Security Strength
ITIL-SD-IT Security Management Network Security Strength Network Security Strength
ITIL-SD-IT Security Management Cost Security level damages Cost Security level damages
ITIL-SD-Continuity Management Accuracy of expenditure as defined in Continuity Plan Accuracy of forecast against actuals of expenditure as defined in Continuity Plan.
ITIL-SD-Continuity Management Frequency of review of IT continuity plan Frequency of review of IT continuity plan.
ITIL-SD-Continuity Management Average time between updates of Continuity Plan Average time (in days) between updates of Continuity Plan.
ITIL-SD-Continuity Management Cost of producing Continuity Plans Cost of producing and keeping up-to-date of Continuity Plans
ITIL-SD-Continuity Management Average time spent on Continuity Plans Average time spent (in FTE) on producing and keeping up-to-date of Continuity Plans
ITIL-SD-Continuity Management % of services not covered in Continuity Plan Percentage of IT services that are not covered in the Continuity Plan
ITIL-SD-Service Level Management % of SLAs requiring changes Percentage of Service Level Agreements (SLAs) requiring changes (because targets not attainable, etc.) relative to all SLAs in production.
ITIL-SD-Service Level Management % of SLAs in renegotiation Percentage of Service Level Agreements (SLAs) in renegotiation relative to all SLAs that are in production.
ITIL-SD-Service Level Management Total service delivery penalties paid Total service delivery penalties paid within measurement period.
ITIL-SD-Service Level Management % of vendor services delivered without agreed service targets Percentage of vendor services delivered without agreed service targets.
ITIL-SD-Service Level Management Number of outstanding actions of last SLA review Number of outstanding actions against last SLA review
ITIL-SD-Service Level Management % of service levels (in SLAs) reported in an automated way Percentage of service levels (in Service Level Agreements) reported in an automated way.
ITIL-SD-Service Level Management % of service levels (in SLAs) that are actually measured Percentage of service levels (in Service Level Agreements) that are actually measured.
ITIL-SD-Service Level Management % of delivered services not in the service catalogue Percentage of delivered services not in the service catalogue
ITIL-SD-Service Level Management % of SLA reviews conducted on-time Percentage of Service Level Agreement (SLA) reviews that have been conducted on-time (within their plan date), relative to all SLA reviews within the measurement period.
ITIL-SD-Service Level Management % of SLAs without service level breaches number of SLAs without service level breaches relative to the total number of SLAs under management, measured within a given time period.
ITIL-SD-Service Level Management % of reviewed SLAs Number of Service Level Agreements (SLAs) that are being reviewed relative to all active SLAs.
ITIL-SD-Service Level Management % of SLA breaches caused by underpinning contracts Percentage of Service Level Agreement breaches caused by underpinning contracts. An underpinning contract is a contract for an IT services that is required to provide services to the end-customer.
ITIL-SD-Service Level Management Average delay in SLAs review Average delay (in days) in Service Level Agreements (SLAs) review of all active SLAs.
ITIL-SD-Service Level Management % of SLAs with an assigned account manager Number of Service Level Agreements (SLAs) with an assigned account manager relative to the total number of managed SLAs.
ITIL-SD-Service Level Management % of fully documented SLAs Number of fully documented Service Level Agreements (SLAs) versus the total number of SLAs
ITIL-SD-Service Level Management % of services covered by SLA Number of deployed services that are related to one or more SLAs relative to all services deployed within the IT service domain. It reflects the degree in which the services provided are based on a business need.
PMO % of assigned FTE actually working on project/program Percentage of FTE assigned to project/program actually working on project/program.
PMO Number of new project/program issues Number of new project/program issues that have been administered within measurement period.
PMO Number of milestones of project/program missed Number of milestones of project/program missed.
PMO Average deviation of planned budget of projects in program Average deviation in money of planned budget of projects as part of the program against the baseline of the projects within that program.
PMO Average deviation of planned duration of projects in program Average deviation in days of planned duration of projects as part of the program against the baseline of the projects within that program.
PMO Average deviation of planned ROI of projects in program Average deviation in time of planned ROI of projects in program against the baseline of the projects. ROI is the the return an investment will generate annually as a percentage of the investment.
PMO Average deviation of planned net present value (NPV) of projects in program Average deviation in time of planned net present value (NPV) of projects in program against the
baseline of the projects. NPV is a method used in discounted cash flow analysis to find the sum of money representing the difference between the present value of all inflows and outflows of cash associated with the project by discounting each at a target yield.
PMO Average deviation of planned break-even time of projects in program Average deviation in time of planned break-even time of projects in program against the baseline of the projects. The break-even time is determined by the point where the business expenses equal the income generated, with neither profit nor loss.
PMO % of time coordinating project/programs Percentage of time (in labour hours) used to coordinate projects/programs relative to all time used to implement (and coordinate) projects/programs.
PMO Total project/program delay Total time (in days or hours) that projects/programs are delayed.
PMO % of projects/programs with missed milestones Percentage of projects/programs that have missed milestones.
PMO % of milestones missed Percentage of milestones as recorded in all projects/programs that have been missed.
PMO Average risk profile for projects/programs Average risk profile for projects/programs. Risk is determined against, for example a number from 1 to 10.
PMO Average project/program ROI The average Return on Investment (ROI) of active projects/programs. ROI is the the return an investment will generate annually as a percentage of the investment.
PMO Average net present value of projects/programs Average net present value (NPV) of projects/programs. NPV is a method used in discounted cash flow analysis to find the sum of money representing the difference between the present value of all inflows and outflows of cash associated with the project by discounting each at a target yield.
PMO Average break-even time of projects/programs Average break-even time of projects/programs. The break-even time is determined by the point where the business expenses equal the income generated, with neither profit nor loss.
PMO % of projects/programs with non-positive ROI Percentage of projects/programs with non-positive Return on Investment (ROI). ROI is the the return an investment will generate annually as a percentage of the investment.
PMO % of assigned FTE actually working on project/program Percentage of FTE assigned to project/program actually working on project/program.
PMO Number of new project/program issues Number of new project/program issues that have been administered within measurement period.
PMO Number of milestones of project/program missed Number of milestones of project/program missed.
PMO Deviation of planned hours of work for project/program The deviation of the planned work is the difference in work hours between the planned baseline against the actual statement of work.
PMO Deviation of planned budget for project/program The deviation of the planned budget (cost) is the difference in costs between the planned baseline against the actual budget.
PMO Deviation of planned time schedule for project/program The deviation of the planned time schedule is the difference in time between the planned baseline against the actual schedule.
PMO Deviation of net present value (NPV) for project/program The deviation of the planned net present value (NPV) is the difference in value between the planned baseline against the actual net present value. NPV is a method used in discounted cash flow analysis to find the sum of money representing the difference between the present value of all inflows and outflows of cash associated with the project by discounting each at a target yield.
PMO Deviation of planned break-even time for project/program The deviation of the planned break-even time is the difference in time between the planned baseline against the actual break-even time. The break-even time is determined by the point where the business expenses equal the income generated, with neither profit nor loss.
PMO Deviation of planned ROI for project/program The deviation of the planned Return on Investment (ROI) is the difference in revenue between the planned baseline against the actual Return on Investment. ROI is the the return an investment will generate annually as a percentage of the investment.
PMO % of time coordinating project/programs Percentage of time (in labour hours) used to coordinate projects/programs relative to all time used to implement (and coordinate) projects/programs.
PMO Total project/program delay Total time (in days or hours) that projects/programs are delayed.
PMO % of projects/programs with missed milestones Percentage of projects/programs that have missed milestones.
PMO % of milestones missed Percentage of milestones as recorded in all projects/programs that have been missed.
PMO % of projects with a testing plan Percentage of projects with a documented and approved testing plan.
PMO % of delivered projects with incorrect feasibility assumptions Percentage of delivered projects where stated benefits were not achieved due to incorrect feasibility assumptions.
PMO % of projects meeting stakeholder expectations Percent of projects meeting stakeholder expectations.
PMO % of projects receiving Quaility Assurance review Percent of projects receiving Quaility Assurance (QA) review.
PMO % of projects with pre-defined ROI Percent of projects with the benefit (Return on Investment) defined up front.
PMO % of projects with post-project review Percent of projects with a post-project review.
PMO Average risk profile for projects/programs Average risk profile for projects/programs. Risk is determined against, for example a number from 1 to 10.
PMO Average project/program ROI The average Return on Investment (ROI) of active projects/programs. ROI is the the return an investment will generate annually as a percentage of the investment.
PMO % of projects following standards percentage of projects following standard project management setup and procedures
PMO Average number of alterations made to project definitions Average number of changes made to project definition i.e. scope of the projects during their life-cycle.
PMO Average delay in production of progress reports Average number of alterations made to project definitions
PMO Average amount of overspending on project time The average amount of overspending on schedule in time of all active projects.
PMO Average amount of overspending on project budget The average amount of overspending on budget in money of all active projects.
PMO % of projects on time and on budget Percentage of projects that are executed in the planned time-frame and budget (costs) based on their baseline.
PMO % of projects on budget Percentage of projects that are executed in the planned budget (costs) based on their baseline.
PMO % of projects on time Percentage of projects that are executed in the planned time-frame based on their baseline.
PMO Average project duration The average duration time of all active projects.
PMO Average net present value of projects/programs Average net present value (NPV) of projects/programs. NPV is a method used in discounted cash flow analysis to find the sum of money representing the difference between the present value of all inflows and outflows of cash associated with the project by discounting each at a target yield.
PMO Average break-even time of projects/programs Average break-even time of projects/programs. The break-even time is determined by the point where the business expenses equal the income generated, with neither profit nor loss.
PMO % of projects/programs with non-positive ROI Percentage of projects/programs with non-positive Return on Investment (ROI). ROI is the the return an investment will generate annually as a percentage of the investment.
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