KPI: Financial Management

KPI Definition	Unit of Measure	Frequency	Remarks
Percent of on-going projects that follow IT budgeting process	%	Quarterly	This KPI highlights the adherence to Financial Management process.
Percent of on-going projects for which cost- benefit estimation is performed	%	Quarterly	A cost-benefit analysis would show if the project is profitable. This KPI reflects the adherence to such an analysis by various project teams
Percent of projects for which cost – benefit estimation is verified after implementation	%	Quarterly	This KPI reflects adherence to the process of cross verifying the cost-benefit estimation post project implementation. Such verification would reflect +ve or –ve deviation from the plan.
Percent of projects for which expenses have exceeded the approved budget	%	Quarterly	This KPI highlights the percentage of projects that are in red, having overshot the approved expenditure.
Percent of IT expenses that exceeds the approved budget	%	Quarterly	This KPI highlights the percentage of IT expenses that have overshot the approved expenditure.
Percent of IT departments for which the expenditure has exceeds the approved budget	%	Quarterly	This KPI highlights the percentage of IT departments that have overshot the approved expenditure.
Number of identified cost units	Number	Quarterly	This KPI highlights the number of cost units that have been identified. It reflects the degree of enablement of an IT organization to attribute IT expenses to the customers.
Number of identified charging units	Number	Quarterly	This KPI highlights the number of charging units that have been identified. It reflects the degree of readiness of an IT organization to charge its customers for the rendered services.
Percentage of charging units for which charging policy is defined and implemented	%	Quarterly	This KPI highlights the number of charging units for which charging policy is clearly articulated. It reflects the degree to which an IT organization can charge its customers for the rendered services.
Numbers of errors in financial reports	Number	Quarterly	This KPI signifies the accuracy of financial reporting. Ideally the value of this KPI should be zero.

KPI: Supplier Management

KPI Definition	Unit of Measure	Frequency	Remarks
Number of suppliers managed	Number	Quarterly	This KPI reflects the efficiency of Supplier Management process.
Number of Underpinning Contracts being managed	Number	Quarterly	This KPI reflects the efficiency of Supplier Management process.
%age of suppliers meeting contractual obligations	%	Quarterly	This KPI helps in determining supplier performance. Ideally the value of this KPI should be 100%.
Number of contracts that have been breached	Number	Monthly	This KPI helps in determining supplier performance and initiating necessary actions for contract breaches.
Cycle time between performance reviews with each supplier	Days	Half Yearly	This KPI reflects the seriousness of Supplier Manager in reviewing performance of suppliers. The review must happen at least once every month or as agreed in underpinning contract.
Number of suppliers whose contact details are not completed or correctly captured in Supplier & Contracts Database	Number	Quarterly	This KPI highlights the accuracy of information maintained in Supplier & Contracts Database.
Number of contracts that are not registered in Supplier & Contracts Database	Number	Quarterly	This KPI reflects the negligence on part of Supplier Manager to ensure that all contracts are timely registered in Supplier & Contracts database.
Number of underpinning contracts that are not more stringent than the corresponding SLA	Number	Quarterly	This KPI reflects that such contracts are bound to breach contracts and needs immediate intervention for re-negotiation.

KPI: Service Continuity Management

KPI Definition	Unit of Measure	Frequency	Remarks
Percentage of business processes which are mapped to IT services	%	Quarterly	This KPI reflects the degree of mapping of business process to IT services. Business approval should be available for a decision to not to map a business process to IT service. Ideally value of this KPI should be 100%.
Percentage of IT services which are covered by IT service continuity plan	%	Quarterly	This KPI reflects the degree of effectiveness of service continuity plan. All IT services should be covered or a business approval should be available for such instances of non-coverage. Ideally value of this KPI should be 100%.
Number of gaps that are identified during the preparation for a disaster	Number	Quarterly	This KPI signifies the effectiveness of risk management to identify the gaps in the preparedness.
Duration from identification of a disaster-related risk to implementation of a suitable mitigation action to ensure service continuity	Days	Quarterly	This KPI highlights the speed with which an identified mitigation action is implemented.
Percentage of service recovery targets that are agreed and documented in SLAs and are achievable within the IT Service Continuity Plan	%	Quarterly	This KPI reflects the degree to which committed recovery targets are covered by an IT service continuity plan. Value of this KPI should be 100%.
Percentage of ITSCM plans that have been tested at least once in the year or as agreed with the customer	%	Yearly	This KPI reflects the degree of preparedness of ITSCM team. Value of this KPI should be 100%.
Number of tests of service continuity plan actually carried out vis-à-vis number of tests planned	Number	Yearly	This KPI reflects the degree of preparedness of ITSCM team.  Ideally number of service continuity tests performed should be same as planned.
Number of errors identified during testing of service continuity plan	Number	Yearly	This KPI highlights the gaps in the ITSCM plan and/or preparedness to respond to a disaster.
Number of reviews of ITSCM plan with business in the year	Number	Yearly	This KPI reflects the degree to which ITSCM plan is aligned to the business dynamics. Review should happen at least once in a year.
Number of 3rd party contracts that are less stringent than recovery target	Number	Quarterly	This KPI signifies the instances when SLA to recover an IT service is likely to be breached because of an ineffective underpinning contract.
%age reduction in risk and impact of possible failure of IT services	%	Quarterly	This KPI signifies the ongoing effectiveness of risk management for ITSCM.
Number of ITSCM awareness sessions that were not conducted as scheduled	Number	Quarterly	This KPI reflects the degree to which all the stakeholders are aware and kept up-to date about service continuity activities. Ideally the value of this KPI should be zero.
Number of planned ITSCM awareness sessions that were never conducted	Number	Quarterly	This KPI reflects the degree of importance the ITSCM team gives to stakeholder communication. The value of this KPI must be zero.
Number of CAB meetings in which service continuity manager was invited to	Number	Monthly	This KPI reflects how critical integration between ITSCM process and change management process is. It also reflects the maturity of change management to understand the potential impact of change on ITSCM plan and thus seek service continuity manager’s view.
%age of CAB meetings (to which invited) service continuity manager has participated in	%	Monthly	This KPI reflects the maturity of ITSCM process and its adherence by service continuity manager to participate in CAB meetings. Ideally the value of this KPI should be 100%. This KPI would ensure that there is no gap in ITSCM plan due to a significant change.
Number of times ITSCM plan has been updated after a significant change	Number	Quarterly	This KPI signifies that IT service continuity plan has incorporated all possible updates after performing risk assessment of the proposed change.
%age of significant changes that have lead to an update in ITSCM plan	%	Quarterly	This KPI reflects the degree to which a significant change can impact an IT service continuity plan.
%age of times the affected ITSCM plan has not been tested post a significant change	%	Quarterly	This KPI reflects the possible gap in the service continuity setup to effectively recover the services post disaster.

KPI: Release & Deployment Management

KPI Definition	Unit of Measure	Frequency	Remarks
Number of releases deployed in production environment	Number	Weekly	This KPI signifies efficiency of Release & Deployment management process.
Number of releases which had to be reversed	Number	Fortnightly	This KPI highlights the ineffectiveness of the process. Ideally the value for this KPI should be zero.
Number of releases which had to be reversed but could not be backed out	Number	Fortnightly	This KPI reflects that the back-out plan for the release is ineffective. Ideally the value for this KPI should be zero.
Proportion of new releases distributed automatically	Number	Fortnightly	This KPI signifies the degree of automation of the deployment process.
Reduction in the number of incidents after the deployment of a Release	Number	Weekly	This KPI highlights the effectiveness of release. Ideally there should be 100% reduction in the similar incidents.
Percentage of releases that were rescheduled	Number	Monthly	This KPI reflects effectiveness of release planning. Releases should be implemented as scheduled.
Average cost of release	Currency	Monthly	This KPI reflects the average cost incurred per release. This is calculated based on resourcing rate and man hours spent on the release.