{"id":146331,"date":"2025-08-24T14:51:19","date_gmt":"2025-08-24T17:51:19","guid":{"rendered":"https:\/\/sandbox2.institutopmg.com\/articles\/performance-evaluation-in-service-management\/"},"modified":"2025-12-09T17:38:11","modified_gmt":"2025-12-09T20:38:11","slug":"performance-evaluation-in-service-management","status":"publish","type":"post","link":"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/","title":{"rendered":"Performance Evaluation in Service Management"},"content":{"rendered":"<blockquote>\n<p style=\"text-align: center;\">\u201cIn service management, if you don\u2019t measure, you guess; if you measure, you decide.\u201d<\/p>\n<\/blockquote>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_1 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Navegue por t\u00f3picos de interesse:<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#Introduction\" >Introduction<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#Table_of_Contents\" >Table of Contents<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#1_Purpose_and_scope\" >1) Purpose and scope<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#2_Instrumentation_and_data_quality\" >2) Instrumentation and data quality<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#3_Baseline_targets_and_error_budget\" >3) Baseline, targets, and error budget<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#4_The_5_decision%E2%80%91making_methods\" >4) The 5 decision\u2011making methods<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#41_Service_monitoring\" >4.1 Service monitoring<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#42_Customer_satisfaction\" >4.2 Customer satisfaction<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#43_KPIs_by_audience\" >4.3 KPIs by audience<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#44_Regular_reviews\" >4.4 Regular reviews<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#45_Trend_analysis\" >4.5 Trend analysis<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#5_DORA_metrics_and_day%E2%80%91to%E2%80%91day_connection\" >5) DORA metrics and day\u2011to\u2011day connection<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#6_Cost_per_service_light_FinOps\" >6) Cost per service (light FinOps)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#7_Minimum_KPIs_by_process\" >7) Minimum KPIs by process<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#8_Lean_post%E2%80%91incident_PIR\" >8) Lean post\u2011incident (PIR)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#9_Governance_cadence_pocket_RACI\" >9) Governance cadence (pocket RACI)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#10_Visualization_and_narrative_1_page_3_lines\" >10) Visualization and narrative (1 page, 3 lines)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#11_Classic_pitfalls_and_how_to_escape\" >11) Classic pitfalls and how to escape<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#12_Benchmarking_and_maturity\" >12) Benchmarking and maturity<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#13_Improvement_backlog_CSI_Register\" >13) Improvement backlog (CSI Register)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/sandbox2.institutopmg.com\/en\/performance-evaluation-in-service-management\/#Wrapping_it_up\" >Wrapping it up<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Introduction\"><\/span>Introduction<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Evaluating performance in IT service management isn\u2019t about collecting pretty charts; it\u2019s about separating noise from signal so you can decide with less friction and more predictability. When availability, response time, and customer satisfaction become trustworthy numbers, the conversation leaves \u201cI think it got better\u201d and enters \u201cthe value delivered went up by X%.\u201d<\/p>\n<p>Here, we go straight to what matters: five methods that actually move the needle \u2014 <strong>service monitoring<\/strong>, <strong>customer satisfaction<\/strong>, <strong>key performance indicators,<\/strong> <strong>regular reviews<\/strong>, and <strong>trend analysis<\/strong> \u2014 plus the elements that usually go missing and are needed to close the loop <strong>measurement \u2192 decision \u2192 continual improvement<\/strong>. The idea is practical: <strong>what to measure, why to measure, how to read it, and what decision to take next<\/strong>. No swapping tools for the sake of it; the focus is services flowing, people aligned, and results showing up.<\/p>\n<blockquote><p>Dramatic pause: I look at you and say \u2014 measuring poorly is worse than not measuring. Let\u2019s measure right?<\/p><\/blockquote>\n<h2><span class=\"ez-toc-section\" id=\"Table_of_Contents\"><\/span>Table of Contents<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li><a href=\"#1-objetivo-e-escopo\">1) Purpose and scope<\/a><\/li>\n<li><a href=\"#2-instrumenta%C3%A7%C3%A3o-e-qualidade-de-dados\">2) Instrumentation and data quality<\/a><\/li>\n<li><a href=\"#3-baseline-metas-e-error-budget\">3) Baseline, targets, and error budget<\/a><\/li>\n<li><a href=\"#4-os-5-m%C3%A9todos-que-geram-decis%C3%A3o\">4) The 5 decision\u2011making methods<\/a>\n<ul>\n<li><a href=\"#41-monitoramento-de-servi%C3%A7os\">4.1 Service monitoring<\/a><\/li>\n<li><a href=\"#42-satisfa%C3%A7%C3%A3o-do-cliente\">4.2 Customer satisfaction<\/a><\/li>\n<li><a href=\"#43-indicadores-chave-de-desempenho-por-p%C3%BAblico\">4.3 KPIs by audience<\/a><\/li>\n<li><a href=\"#44-revis%C3%B5es-peri%C3%B3dicas\">4.4 Regular reviews<\/a><\/li>\n<li><a href=\"#45-an%C3%A1lise-de-tend%C3%AAncias\">4.5 Trend analysis<\/a><\/li>\n<\/ul>\n<\/li>\n<li><a href=\"#5-m%C3%A9tricas-dora-e-conex%C3%A3o-com-o-dia-a-dia\">5) DORA metrics and day\u2011to\u2011day connection<\/a><\/li>\n<li><a href=\"#6-custo-por-servi%C3%A7o-finops-light\">6) Cost per service (light FinOps)<\/a><\/li>\n<li><a href=\"#7-kpis-m%C3%ADnimos-por-processo\">7) Minimum KPIs by process<\/a><\/li>\n<li><a href=\"#8-p%C3%B3s-incidente-pir-enxuto\">8) Lean post\u2011incident (PIR)<\/a><\/li>\n<li><a href=\"#9-cad%C3%AAncia-de-governan%C3%A7a-raci-de-bolso\">9) Governance cadence (pocket RACI)<\/a><\/li>\n<li><a href=\"#10-visualiza%C3%A7%C3%A3o-e-narrativa-1-p%C3%A1gina-3-frases\">10) Visualization and narrative (1 page, 3 lines)<\/a><\/li>\n<li><a href=\"#11-armadilhas-cl%C3%A1ssicas-e-como-escapar\">11) Classic pitfalls and how to escape<\/a><\/li>\n<li><a href=\"#12-benchmarking-e-maturidade\">12) Benchmarking and maturity<\/a><\/li>\n<li><a href=\"#13-backlog-de-melhoria-csi-register\">13) Improvement backlog (CSI Register)<\/a><\/li>\n<li><a href=\"#fechando-a-conta\">Wrapping it up<\/a><\/li>\n<\/ul>\n<hr \/>\n<h2 id=\"1-objetivo-e-escopo\"><span class=\"ez-toc-section\" id=\"1_Purpose_and_scope\"><\/span>1) Purpose and scope<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Start with the <strong>why <\/strong>(easy \u2014 we\u2019ll get to the how). What business problem are you trying to solve: reduce cost per service, shorten time to restore, improve user experience? Define the <strong>scope <\/strong>(which services are in), the analysis period, and who is responsible for collecting and validating the data.<\/p>\n<p>If \u201cservice\u201d still feels abstract, take an internal pit stop: <a href=\"https:\/\/sandbox2.institutopmg.com\/artigos\/itsm\/o-que-e-gerenciamento-de-servicos-de-ti-itsm-e-para-que-ele-serve\/\">What is IT service management and what is it for<\/a>.<\/p>\n<hr \/>\n<h2 id=\"2-instrumenta\u00e7\u00e3o-e-qualidade-de-dados\"><span class=\"ez-toc-section\" id=\"2_Instrumentation_and_data_quality\"><\/span>2) Instrumentation and data quality<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Minimum sources for measurement to make sense:<\/p>\n<ul>\n<li><strong>Ticketing platform<\/strong> (categories, priority, times).<\/li>\n<li><strong>Observability <\/strong>(metrics, logs, traces) and <strong>synthetic monitoring<\/strong>.<\/li>\n<li><strong>Satisfaction surveys <\/strong>sent <strong>after <\/strong>resolution.<\/li>\n<\/ul>\n<p>Indispensable hygiene: required fields, standardized taxonomy, change tags, and consistent collection times. Without this, any \u201caverage\u201d becomes fiction. If availability is a recurring pain, this internal support helps organize things: <a href=\"https:\/\/sandbox2.institutopmg.com\/artigos\/itil\/gerenciamento-de-nivel-de-servico-na-itil-4-aprofundando-o-conhecimento\/\">Service Level Management<\/a>.<\/p>\n<hr \/>\n<h2 id=\"3-baseline-metas-e-error-budget\"><span class=\"ez-toc-section\" id=\"3_Baseline_targets_and_error_budget\"><\/span>3) Baseline, targets, and error budget<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Let\u2019s set the indicators so it all makes sense in the end. Here we go:<\/p>\n<ul>\n<li><strong>Baseline<\/strong>: 90 days of history (mean\/median) to anchor reality.<\/li>\n<li><strong>Target<\/strong>: quarterly goal (e.g., <strong>MTTR \u201320%<\/strong>).<\/li>\n<li><strong>Error budget<\/strong>: acceptable slack (e.g., <strong>0.1%<\/strong> monthly unavailability).<\/li>\n<li><strong>Threshold\/alert<\/strong>: yellow (attention), red (immediate action).<\/li>\n<\/ul>\n<p><strong>MTTR <\/strong>= mean time to restore; <strong>MTTA <\/strong>= mean time to acknowledge.<\/p>\n<hr \/>\n<h2 id=\"4-os-5-m\u00e9todos-que-geram-decis\u00e3o\"><span class=\"ez-toc-section\" id=\"4_The_5_decision%E2%80%91making_methods\"><\/span>4) The 5 decision\u2011making methods<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The aim here is simple: connect<strong> what to measure<\/strong> with <strong>which decision to take<\/strong> and <strong>when to take<\/strong> it. No list for the sake of listing \u2014 each method below comes with practical use.<\/p>\n<h3 id=\"41-monitoramento-de-servi\u00e7os\"><span class=\"ez-toc-section\" id=\"41_Service_monitoring\"><\/span>4.1 Service monitoring<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Look at what the user feels first: <strong>availability<\/strong>, <strong>response time<\/strong>, <strong>time to restore<\/strong>, and <strong>integration health<\/strong>. Combine <strong>synthetic monitoring<\/strong> (the \u201crobot\u2011user\u201d) with <strong>real telemetry<\/strong>. A base guide helps align terms and practices: What is ITIL 4? \u2014 The definitive guide. <a href=\"https:\/\/sandbox2.institutopmg.com\/en\/articles\/itil\/what-is-itil-4-definitive-guide-to-itil-4-2\/\">What is ITIL 4? \u2014 The definitive guide. <\/a>.<\/p>\n<h3 id=\"42-satisfa\u00e7\u00e3o-do-cliente\"><span class=\"ez-toc-section\" id=\"42_Customer_satisfaction\"><\/span>4.2 Customer satisfaction<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Three different lenses, together:<\/p>\n<ul>\n<li><strong>CSAT <\/strong>(interaction satisfaction): \u201cwas it good?\u201d<\/li>\n<li><strong>CES <\/strong>(customer effort): \u201cwas it easy?\u201d<\/li>\n<li><strong>NPS <\/strong>(loyalty): \u201cwould you recommend us?\u201d<\/li>\n<\/ul>\n<p>Good practices: short survey, right after resolution, with minimum sample and no forced response \u2014 this reduces bias and increases the data\u2019s usefulness for prioritization.<\/p>\n<h3 id=\"43-indicadores-chave-de-desempenho-por-p\u00fablico\"><span class=\"ez-toc-section\" id=\"43_KPIs_by_audience\"><\/span>4.3 KPIs by audience<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>It\u2019s not a collection of numbers; it\u2019s a collection of <strong>decisions<\/strong>.<\/p>\n<ul>\n<li><strong>Executive <\/strong>(one page): service level objectives (SLO), CSAT\/CES, cost per service, top risks.<\/li>\n<li><strong>Management<\/strong>: 90\u2011day trend, improvement backlog, bottlenecks, and <strong>DORA metrics<\/strong> (lead time, deployment frequency, change failure rate, time to restore).<\/li>\n<li><strong>Operations<\/strong>: queue, ticket age, reopen rate, peak hours.<\/li>\n<\/ul>\n<blockquote><p><strong>SLA\/ANS<\/strong> = service level agreement (contract). <strong>SLO <\/strong>= service level objective (operational target). <strong>XLA <\/strong>= experience objective (user perception). ITIL\u2019s official guidance for cascading goals is well summarized in Axelos\u2019 <strong>Direct, Plan and Improve material<\/strong> \u2014 align objective \u2192 indicator \u2192 metric, and only then pick the tool. Read the logic of cascading goals at Axelos: <a href=\"https:\/\/www.axelos.com\/resource-hub\/blog\/itil-4-strategist-dpi-cascading-goals\">ITIL 4 DPI \u2014 cascading goals<\/a>.<\/p><\/blockquote>\n<h3 id=\"44-revis\u00f5es-peri\u00f3dicas\"><span class=\"ez-toc-section\" id=\"44_Regular_reviews\"><\/span>4.4 Regular reviews<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<ul>\n<li><strong>Daily <\/strong>(operations): service health, queues, risks.<\/li>\n<li><strong>Weekly <\/strong>(management): trends, improvement hypotheses, blockers.<\/li>\n<li><strong>Monthly <\/strong>(executive): goals, cost, initiative prioritization.<\/li>\n<\/ul>\n<h3 id=\"45-an\u00e1lise-de-tend\u00eancias\"><span class=\"ez-toc-section\" id=\"45_Trend_analysis\"><\/span>4.5 Trend analysis<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Trend \u2260 average. Look for <strong>seasonality <\/strong>(hours\/days), <strong>recurrence <\/strong>by category, and <strong>effect after changes<\/strong>. Use fixed windows (e.g., 4 weeks) to compare fairly and avoid misleading \u201cpeaks.\u201d<\/p>\n<hr \/>\n<h2 id=\"5-m\u00e9tricas-dora-e-conex\u00e3o-com-o-dia-a-dia\"><span class=\"ez-toc-section\" id=\"5_DORA_metrics_and_day%E2%80%91to%E2%80%91day_connection\"><\/span>5) DORA metrics and day\u2011to\u2011day connection<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>To connect engineering, DevOps, and operations without process fights, track four metrics: <strong>lead time<\/strong>, <strong>deployment frequency<\/strong>, <strong>change failure rate<\/strong>, and<strong> time to restore<\/strong>. The 2024 DORA report highlights that AI adoption is already massive and affects productivity \u2014 but what really sustains improvement is <strong>platform + consistent metrics<\/strong> over time. See the official hub and report summary: <a href=\"https:\/\/cloud.google.com\/devops\/state-of-devops\">State of DevOps \u2014 DORA<\/a>.<\/p>\n<p>Pro tip: when an SLO is breached, DORA metrics help explain <strong>why <\/strong>(e.g., spike in urgent changes, drop in test automation, review queues).<\/p>\n<hr \/>\n<h2 id=\"6-custo-por-servi\u00e7o-finops-light\"><span class=\"ez-toc-section\" id=\"6_Cost_per_service_light_FinOps\"><\/span>6) Cost per service (light FinOps)<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Build a simple <strong>cost\u2011to\u2011serve<\/strong>: (infrastructure + licenses + people) divided by service consumption. Use it to decide where to automate, decommission, invest, or renegotiate. This ties in with service management fundamentals here: <a href=\"https:\/\/sandbox2.institutopmg.com\/artigos\/itsm\/o-que-e-gerenciamento-de-servicos-de-ti-itsm-e-para-que-ele-serve\/\">What is IT service management and what is it for<\/a>.<\/p>\n<hr \/>\n<h2 id=\"7-kpis-m\u00ednimos-por-processo\"><span class=\"ez-toc-section\" id=\"7_Minimum_KPIs_by_process\"><\/span>7) Minimum KPIs by process<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Yes, indicators again. Boring? A bit. Necessary? Absolutely \u2014 they matter, period.<\/p>\n<p>Objective: <strong>use <\/strong>indicators to act \u2014 not to decorate the dashboard.<\/p>\n<ul>\n<li><strong>Incident<\/strong>: <strong>MTTA <\/strong>(mean time to acknowledge), <strong>MTTR <\/strong>(mean time to restore), % within SLO, and 7\/30\u2011day recurrence.<\/li>\n<li><strong>Problem<\/strong>: time to root cause, time to countermeasure, % of problems that reduce incidents.<\/li>\n<li><strong>Change<\/strong>: % success, <strong>rollback<\/strong>, cycle time by type, and <strong>urgent changes<\/strong> (risk indicator).<\/li>\n<li><strong>Request<\/strong>: cycle time by category, <strong>% automation<\/strong>, and user satisfaction.<\/li>\n<\/ul>\n<p>If planning is a bottleneck, this internal guide helps clear the path: <a href=\"https:\/\/sandbox2.institutopmg.com\/artigos\/itil\/como-lidar-com-a-falta-de-planejamento-adequado-ao-implementar-o-itsm\/\">Lack of planning when implementing ITSM: how to handle it<\/a>.<\/p>\n<hr \/>\n<h2 id=\"8-p\u00f3s-incidente-pir-enxuto\"><span class=\"ez-toc-section\" id=\"8_Lean_post%E2%80%91incident_PIR\"><\/span>8) Lean post\u2011incident (PIR)<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>No endless minutes. Answer:<strong> what happened,<\/strong> <strong>why<\/strong>, <strong>what changes<\/strong>, <strong>who owns it<\/strong>, <strong>when it\u2019s reviewed<\/strong>. Publish the action and deadline on the <strong>same dashboard<\/strong> that shows the failure \u2014 this reduces recurrence and keeps the team accountable.<\/p>\n<hr \/>\n<h2 id=\"9-cad\u00eancia-de-governan\u00e7a-raci-de-bolso\"><span class=\"ez-toc-section\" id=\"9_Governance_cadence_pocket_RACI\"><\/span>9) Governance cadence (pocket RACI)<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li><strong>Who measures<\/strong>, <strong>who analyzes<\/strong>, <strong>who decides<\/strong>, <strong>who executes<\/strong>.<br \/>\nBring <strong>product\/business<\/strong> to the monthly table: \u201cwhere to invest one euro to reduce friction and increase predictability?\u201d<\/li>\n<\/ul>\n<hr \/>\n<h2 id=\"10-visualiza\u00e7\u00e3o-e-narrativa-1-p\u00e1gina-3-frases\"><span class=\"ez-toc-section\" id=\"10_Visualization_and_narrative_1_page_3_lines\"><\/span>10) Visualization and narrative (1 page, 3 lines)<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>A good dashboard fits on one page: <strong>5\u20137 KPIs<\/strong>, traffic lights, 90\u2011day trend, and a <strong>three\u2011line executive blurb<\/strong> (\u201cwhat changed, why it changed, what we\u2019ll do\u201d). If the dashboard doesn\u2019t change decisions, it\u2019s ornament.<\/p>\n<hr \/>\n<h2 id=\"11-armadilhas-cl\u00e1ssicas-e-como-escapar\"><span class=\"ez-toc-section\" id=\"11_Classic_pitfalls_and_how_to_escape\"><\/span>11) Classic pitfalls and how to escape<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Uncle Adriano\u2019s golden tip:<\/p>\n<ul>\n<li><strong>Goodhart\u2019s Law<\/strong>: when a metric becomes a target, teams \u201cgame the number.\u201d<\/li>\n<li><strong>Gaming<\/strong>: closing tickets without fixing causes to \u201cimprove\u201d MTTR.<\/li>\n<li><strong>Unfair comparisons:<\/strong> services with very different complexity on the same scale.<br \/>\nAntidote: clear definitions, decent sampling, and light auditing.<\/li>\n<\/ul>\n<hr \/>\n<h2 id=\"12-benchmarking-e-maturidade\"><span class=\"ez-toc-section\" id=\"12_Benchmarking_and_maturity\"><\/span>12) Benchmarking and maturity<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Compare you <strong>with yourself<\/strong> (quarter vs. quarter) and, when it makes sense, bring in external references. Axelos, in <strong>Direct, Plan and Improve<\/strong>, reinforces the link between strategy and operations using cascading goals \u2014 objective \u2192 indicator \u2192 metric \u2014 and <strong>distributed governance<\/strong>. A good starting point is this material: <a href=\"https:\/\/www.axelos.com\/resource-hub\/blog\/itil-4-strategist-dpi-cascading-goals\">ITIL 4 DPI \u2014 cascading goals<\/a>.<\/p>\n<p>Here, avoid looking at the neighbor\u2019s lawn first\u2026 take a good look at your own backyard \ud83d\ude09<\/p>\n<hr \/>\n<h2 id=\"13-backlog-de-melhoria-csi-register\"><span class=\"ez-toc-section\" id=\"13_Improvement_backlog_CSI_Register\"><\/span>13) Improvement backlog (CSI Register)<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>For each bet: <strong>hypothesis \u2192 experiment \u2192 expected impact \u2192 owner \u2192 deadline \u2192 ROI<\/strong>. Prioritize with <strong>ICE <\/strong>(Impact, Confidence, Effort). Cut initiatives that don\u2019t move KPIs \u2014 no mercy! ITIL has been saying this for years.<\/p>\n<p>Obviously I\u2019m not suggesting you ditch classic PDCA, but this is a more practical, growth\u2011oriented way to keep motion.<\/p>\n<hr \/>\n<h2 id=\"fechando-a-conta\"><span class=\"ez-toc-section\" id=\"Wrapping_it_up\"><\/span>Wrapping it up<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Good performance evaluation does one thing:<strong> turns data into decisions<\/strong>. Five methods, a bit of instrumentation care, a simple cadence, and a living backlog. Result? <strong>less friction, more predictability<\/strong> \u2014 and more focus on what matters: satisfied customers, stable services, and a team at peace with the dashboard.<\/p>\n<p>If you need to level vocabulary and have a clear mental map to implement this consistently, start with the basics: the <a href=\"https:\/\/sandbox2.institutopmg.com\/en\/itil-4-foundation-course-98-exam-pass-rate\/\">ITIL 4 Foundation course<\/a> by PMG Academy. Complementary reading that helps connect the dots: What is ITIL 4? \u2014 Definitive guide. <a href=\"https:\/\/sandbox2.institutopmg.com\/en\/articles\/itil\/what-is-itil-4-definitive-guide-to-itil-4-2\/\">What is ITIL 4? \u2014 The definitive guide. <\/a>.<\/p>\n<p>Want quick help? <strong>Describe your scenario in two lines<\/strong> (service, pain point, and where you measure today) and I\u2019ll reply with a draft of first steps.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u201cIn service management, if you don\u2019t measure, you guess; if you measure, you decide.\u201d Introduction Evaluating performance in IT service management isn\u2019t about collecting pretty charts; it\u2019s about separating noise from signal so you can decide with less friction and more predictability. When availability, response time, and customer satisfaction become trustworthy numbers, the conversation leaves [&hellip;]<\/p>\n","protected":false},"author":85233,"featured_media":146332,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[8074],"tags":[],"class_list":["post-146331","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-itil"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.0 (Yoast SEO v27.2) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Performance Evaluation in Service Management - PMG Academy<\/title>\n<meta name=\"description\" content=\"Learn the main ITSM performance evaluation methods and how to use them to improve service.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link 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