Service Operation team or department performance

This is an ‘internal’ communication in that it takes place between the members of a team or department and their manager, or a process manager and the team that executes the process. People outside of these teams or departments should not be involved in this type of communication as it is aimed at managing people rather than measuring the quality of a service.

However, it is a common mistake for IT departments to communicate this type of information to customer s as if it were the same as reporting on Service Quality. For example, a manager might report that their department solves 80% of all problem s. As far as the average user is concerned, however, this information is irrelevant. They are more concerned with whether their IT Service performed as agreed. In addition, disclosing internal information to customers and users could be embarrassing for the Service Operation teams and departments and could result in high levels of interference from the business to ‘correct’ perceived problems.

Purpose	There are three main purposes of Service Operation team or department Performance communication: Proactively, to ensure that Service Operation staff are executing the activities required to deliver IT service s and to support the IT Infrastructure To detect potential issues with resource levels, capability and circumvention of procedure s To ensure that corrective action has been correctly implemented and adhered to
Frequency	There is no set frequency for this type of communication. Although some Performance Reports may be produced daily, weekly or monthly, most managers are involved in ongoing communication with their teams or departments as the situation requires. Under normal operating situations, this communication will tend to be less frequent than in situations where there is a high degree of change or where the organization is experiencing high numbers and severity of incidents
Role Players	Service Operation Managers Service Operation staff Performance issues may be escalated to the Service Manager or CIO
Content	Comparison between required and actual performance Trends of performance over time Specific reports of misconduct or failure to perform a required action
Context / sources	Regular performance reports, e.g. Incident Logs, maintenance record s, process metric s Interpersonal and verbal communication during working situations Team or department meetings Coaching by a team leader or manager Investigation following a poor Service Report may initiate a series of communications in Service Operation Individual Performance Appraisals, usually using (KPIs) documented in the individual’s job description

Table B.4 Performance Reporting requirements: Service Operation team or department

Дата добавления: 2014-12-23