The following metrics can be used to measure the efficiency/effectiveness of Incident Management:
• The percentage of Incidents resolved within SLA
• The average cost of an Incident
• The average cost of a Major Incident
• The percentage of Incidents that are Major
Additionally, from a staffing point of view, it is important to know the volume of both Incidents and Major Incidents. On their own, these metrics do not necessarily give a measure of effectiveness or efficiency, but they are important in understanding the scale of the issues being raised.
The Incident Manager
The Incident Manager is responsible for the effectiveness and efficiency of the Incident Management process. First-line support is conducted by the Service Desk with second- and third-line support being provided by technical teams either internal to the organization or via third parties.
Relationship with other Service Management Processes
Incident Management is closely linked to Problem Management with one or more Incidents being caused by a Problem. There is also a strong link with Change Management. Changes are often implemented to resolve an Incident or a number of Incidents and, unfortunately, Changes that do not do exactly what they were intended to do may cause Incidents. Configuration Management provides the information needed to manage Incidents. Service Level Management will provide the target resolution times together with escalation criteria.
There is a very real difference between Incident Management and Problem Management. Incident Management is solely focused on restoring service as quickly as possible while Problem Management’s aim is to understand and tackle the root cause. This can lead to tension between the two processes.
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