How to move from the Objectives of the technical support unit to indicators that are understandable to employees

Task:

To connect the goals voiced by the business to the technical support unit, with the understanding of the performers, how they can influence their achievement.

Initial settings and simplifications:

• We will consider the support of the internal client;
• we consider that the request state changes instantaneously and simultaneously with the change in the real state of the objects (ie, the time of registration of the request = time of the need arising, the time of closing the request = time to complete the required actions);
• try not to wind up the detail.

To accomplish the task, it is actually necessary to single out criteria on the basis of which one can consciously “steer” priorities (order of solution) of tasks, and determine the rules for evaluating these criteria.

Rationale (theory):

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The target of the business is to minimize losses from incidents and late completed requests for services.

Let's try to determine what affects the target indicator:









On this theoretical research close and try to process their fruits.

Since the rate of loss value for each application can be considered constant, then at the level of the support unit to reduce losses, you can only manage the duration of the applications or, in other words, complete the most expensive applications for the business.

How to help prioritize or estimate the rate of loss C:

In absolute terms, the task is not lifting (yes, and not particularly necessary), so the option of using estimates is proposed, which consists in considering the cost proportional to our assessment:



Moreover, we will not be very worried about the value of the coefficient of proportion itself, since This value will be considered constant, and then it will be possible to move from losses to their assessment (O):





What to do with this Oi score? To decompose into more understandable and easily estimated parameters, on which the losses depend in reality:



Actually, according to the valuation of losses, that is all. As a result, the incomprehensible value was reduced to a “widely known” scheme of expert assessments.

An example of parameters (partially taken from ITIL):

1. The degree of influence is the degree of loss from normal operation at an elementary object / service.
2. Loss severity is a relative estimate of the magnitude of losses in one elementary object / service due to a problem.
3. The scale of the problem is the quantitative assessment of the elementary objects affected by the problem.

Further, it is worth mentioning that the weights of these parameters are determined experimentally. And in the end it turns out a list of priority appeals.

Summary

The goal for the client / sponsor to reduce losses is transformed into familiar indicators that can be influenced by employees of the support units:

1. work time;
2. work order.

It seems that nothing new was invented in the course of reasoning, but when an employee is pursued along this line of reasoning, his world view: “why all this” and “why everything is so”, can change drastically.

Also, the above can be used to automate the prioritization of applications.

I hope the thoughts presented will be useful.