Measure everything - but make NPS the Key
•Download as PPTX, PDF•
1 like•650 views
This document discusses metrics and key performance indicators (KPIs) for measuring organizational and team performance. It provides examples of KPIs for different roles like project managers, software architects, and developers. Metrics are suggested for customer satisfaction, support response times, project profitability, and revenue contribution. The importance of customer satisfaction, balanced scorecards, and retrospectives for process improvement are also covered at a high level.
Report
Share
Measure everything - but make NPS the Key
- 1. Measure Everything DrupalCon Latin America 2015 Promet Source
- 2. About Me
- 3. About Promet Custom Development SupportDevOps Open Source Applications – Focus on Drupal • Drupal websites • Drupal-based web applications • Mobile apps integration • Systems integration • CMS migrations • Custom ecommerce • Prototyping and proof-of- concepts • 24x7 with SLA • Support for Drupal sites built by others • 24x7 monitoring • Drupal security and maintenance updates • QA for custom modules • Code-level fixes • Help desk support • Ongoing development • Automated cloud infrastructure • Drupal deployments • Configuration management for Drupal • Automated testing • Continuous integration • Performance and scaling • Open source tools (Chef, Git, Jenkins) ➢ Founded in 2003 ➢ Open source technologists ➢ Drupal platform since 2008 ➢ Mobile apps since 2009 ➢ Based in Chicago ➢ Distributed global team ➢ Agile development practices ➢ 24x7 support
- 5. Andy’s 864 weight measures during last 2.83 years
- 6. "In God we trust, all others bring data.” - W. Edwards Deming "What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated." - John E. Jones Favorite Quotes
- 7. »Metrics are marketing »Inform your stakeholders »Report measurement that stakeholders can understand activities and results »Determine the best way to communicate »Improve Performance - people do what is measured Purpose of Metrics
- 8. Organizational Approach to measuring performance
- 9. »Financial Performance »Everything Else drives my •Setting Vision •Sales •Recruiting •Retention/Recruiting •Client Satisfaction What Do I get evaluated on
- 10. » Financial Perspective • provide a good return on investment • manage it related business risks • improve corporate governance and transparency » Customer Perspective • Improve customer satisfaction and service • offer competitive products and services • establish service continuity and availability • Create agility • achieve cost optimization of service deliver • obtain reliable and useful information for strategic decision making » Internal Perspective • improve and maintain business process functionality • lower process costs • provide compliance • Manage bussienss change • Improve and maintain operational and staff productivity » * Learning and Growth Perspective Balanced Scorecard
- 11. KPI: Project Profitability Measured by: Profitability reporting (To be agreed upon) KPI: Client Satisfaction Measured by: NPS KPI: Team Growth Measured by: 360 reviews & retention rate KPI: Revenue Contribution Measured by: Add on sales & conversion of projects to support KPI: Company Marketing Support Measured by: Participation in Marketing activities Team KPI (Key Performance Indicators) Project Manager
- 12. KPI: Estimation of Projects Measured by: Estimated LOE held up after detailed review KPI: Correct Architecture of solutions Measured by: Defect count during QA & duration of QA process KPI: Quality of code delivered Measured by: Number of defects in warranty period Team KPI (Key Performance Indicators) SA
- 13. KPI: Estimation Measured by: Execution to estimation of tasks KPI: Quality (Tracking mechanism) Measured by: Number of defects KPI: Code quality (very Subjective) Measured by: SA comments KPI: Timesheet Measured by: Ability to create timesheets ontime Team KPI (Key Performance Indicators) Developer
- 14. Support Metrics » Response • Abandon Rate • Wait (hold queue) time • Average speed to answer • Response time • Call back » Resolution - measure managers. It measures whether you have the right people on the project • Resolved First Contact • Resolved X hours, Y hours, Z hours • Tickets Cases re-opened, repeats
- 15. Support Metrics » * Costs » * Call/Contact » * Customer/User » * TCO » * Service Desk » * volumes, trends » * Perfomance to goals » * Incident Management » * volumes, trend repeat » * reduciton in resotation » * performance to goals » * customer satisfaction » * Request Fulfillment » * Volumes, trends » * Time to complete requests » * Customer Satisfaction » * Employee Satisfaction » * Knowledge Base » * Change Management » * number of indigents/requests due to the change » * Additional (reduction) workload due to changes » * Release Management » * number of incidents » * Workload » * volumes » * calls/cases/per customer » * number of registered users » * total numbers of users » * time spent contacting users » * time spent on change related incidents » * Individuals » * number of call taken » * average handle time » * Availability » * Occupancy » * Number of inditents/closed on first contact » * customer satisfaction » * Incident » * closer time » * mean time for closing » * re-open » * closed first contact » * escalation for resolution » * remote tool utilizaiotnent
- 16. » Time Reporting Project Reporting
- 17. » Time Reporting Project Reporting
- 18. » Time Reporting Project Reporting
- 19. » Time Reporting Project Reporting
- 20. » Time Reporting Project Reporting
- 21. » Time Reporting Project Reporting
- 24. Customer Satisfaction Customer satisfaction is an overall customer attitude towards a service provider, or an emotional reaction to the difference between what customers anticipate and what they receive, regarding the fulfillment of some need, goal or desire
- 29. Customer Satisfaction Facts Why Customer Satisfaction is Important? ● It’s a leading indicator of consumer repurchase intentions and loyalty ● It reduces customer churn ● It increases customer lifetime value ● It is cheaper to retain current customers than to acquire new ones
- 30. NPS Net Promoter Score - One number you need to Grow Frederick F. Reichheld
- 31. NPS How likely is it that you would recommend our company/product/service to a friend or colleague? ORIGINAL ARTICLE:https://hbr.org/2003/12/the-one-number-you-need-to-grow
- 32. Providing Great Customer Service Rules 1. A “Perfect” Service Service that is designed and tested to function perfectly under reasonably foreseeable circumstances within a reasonable timeline 2. Delivered in a Caring, Friendly Manner Lack of caring delivery will sink most and any perfect product or service - The softer science - care and comfort - is what lets you reach and retain a customer 3. In a Timely Fashion No matter how otherwise perfect, in the eyes of the customer it’s broken if you deliver it late. 4. Backed by an effective problem-resolution Expect things to go wrong. Plan for this eventuality, keeping the emotional needs of your customer central.
- 33. Providing Great Customer Service Rules Deliver Value What is the project - cater to your customer Establish a relationship Automation, Test, CI/CD Destroy Silos / DevOps Empower Teams Culture – Hiring Clariy, Accuracy, execution, Empathy
- 34. Copyright © 2013 Promet Solutions Corporation. All rights reserved. This document may contain Confidential Information that is proprietary to the Client and Promet Solutions Corporation and should not be disclosed to outside parties without prior consent. Q&A @akucharski andy@prometsource.com