Managing the Backlog- Mind the Balance
One key metric that Problem and Incident Managers are typically looking at is their incident/problem “backlog”. Many incident or problem managers may recognize problem/Incident backlog as the average elapsed time to date of “outstanding” problems needing resolution. In my experience managing global, high volume incident/problem support centers, backlog measurement is a key operational measurement to be institutionalized - with the awareness that it can provide interesting results.
What I found with this key indicator was that measuring performance based upon average elapsed time & trying to drive that downward can actually incent “bad behavior”. Say what? This is a standard ITIL incident/problem management KPI. How could this be? In my experience, this measurement, when balanced with customer satisfaction, can produce some interesting areas to improve. What I found in using backlog as a key indicator was that while the age of my backlog was decreasing (good), my customer sat was declining (bad). What’s the problem here? Well, what I found was that in addition to lacking the technology to escalate based upon time/severity, I was working with process/kpi’s and a culture which incented our SME’s, first and second line management teams to “manage by the numbers”. Net/Net: they were furiously working on older, low priority incidents/problems in order to make the numbers look good.
When I was extolling the virtues of improving aged backlog to a Customer Executive once… he told me… “numbers never lie… but liars use numbers”. Put all the numbers in front of me you want… If I did business - like you do business… I’d be out of business” Ouch!
So, by taking another for the team (In ITIL V3 I think scar tissue is mentioned as an underlying part of the continuous improvement process – the check/act part of the Deming method I think J ), I implemented improved review cycle (process) and measurement (tools) to improve satisfaction. How can you improve the Average aging/backlog KPI?… Pretty Simple: Start by assigning the following weights to each open problem – giving higher weights based upon severity. Example:
-
Priority 1 - 10 points
-
Priority 2 - 5 points
-
Priority 3 - 3 points
-
Priority 4 - 1 point
Multiply the weight/points of the problem by the open time/days - then average, trend, slice and dice to your hearts content. Shazzam!The trends you will see will be a much more accurate view of your performance. Bad behavior will show itself like a cockroach caught in the open with no cover. The culture inches forward in the right direction. Institutionalizing improvements like this with other balanced organizational KPI’s/objectives, and instilling a cultural “customer first mindset” that focuses on resolving customer-impacting problems faster and you’ll take strides supporting the business outcome that you’re there for.
Keep up the good work!
Scott
Learn more about Incident and Problem Management by downloading our popular white paper on Developing the Business Value of ITIL at the link below: www.evergreensys.com/downloads/businessvalueofitil/