EN 17371-3-2020 pdf download.Provision of services – Part 3: Management of Performance Measurement – Guidance on the mechanism to measure performance as part of service contracts.
The measure and collect method is the low-level process to collect attribute data from devices, instruments, tools and surveys. The collection of data should be sufficiently scalable in order to obtain representative large samples. For physical observations, an attribute should be observed over Lime in order to level out spikes and outliers In an appropriate, documented and agreed way. When capturing perceptions of service recipients using survey questions, responses should be obtained using a normalized scale. Such scale can, for example, be a variation of very good, good, “rather bad, ‘disgusti ng.
5.3 Convert and aggregate to calculate Service Indicators
The convert and aggregate process converts the raw service metrics (for example for reasons of normalization) and aggregates them into representative service indicators. In order to provide meaningful service indicators, the aspect ‘representative’ is critical, which means that an appropriate, documented and agreed sampling strategy should be adopted to avoid false conclusions. For example, a sample of two incidents where one failed to meet its target would show a failure rate of 50 % which would be an unfair reflection on such a small sample. A sample of one failure out of 100 incidents would show a failure rate of 1 % which would be a fair reflection.
Sampling and the corresponding service indicators should be reset at the start of each measurement period.
NOTE 1 It can be useful to use statistical analysis techniques. Specifying statistical analysis, however, is not in the scope of this document
NOTE 2 A service indicator can be mapped one-to-one onto a service metric in case the latter has sufficient statistical relevance in itself.
5.4 Weight and combine to calculate Key Service Indicators
The weight and combine method is the process of weighting the service indicators and combining them into key performance indicators to provide insight on actual service performance.
The service provider and service buyer should agree on key performance indicators and associated service performance targets to reflect the service buyer’s goals with sufficient levels of accuracy, completeness and confidence. The service provider and service buyer should avoid to simply use attributes and service metrics as key performance indicators.
NOTE Weighting factors can be used to differentiate between normal service operating windows and other windows, e.g. night shifts and weekends.
EXAMPLE A key goal of the service buyer is to ofFer its employees a canteen with a variety of qualitative lunches”, then service performance could be measured as follows:
Determining which attributes of the goal can possibly be measured:
6 Performance Measurement execution
6.1 General
The service Performance Measurement structure distinguishes measurement of the regular services provided on a continuous/periodic basis and measurement of the processes between customer and provider in response to requests and service incidents.
6.2 Measuring regular services
Regular services refers to the recurring (continuous or periodic) provision of services. The primary focus is on satisfying the documented needs of service recipients.
Regular services require a continuous availability of adequate resources, e.g. trained and motivated staff, an appropriately sized infrastructure, tools, processes and consumables. For example, over time infrastructure might need to be upgraded, replaced, or retired; service delivery staff might need to be retrained, augmented, rotated, or reduced; and consumables might need to be replenished to ensure that the service is delivered in accordance with service agreements.
Measuring regular services involves the three levels of the service Performance Measurement model for the recurring (continuous or periodic) provision of services.
In order to provide the regular services, service provider may perform capacity management. Since the capacity management process should be left at the discretion of service provider, it is not targeted by this document.
6.3 Measuring response services
6.3.1 Service request lifecycle
Even given recurring regular services. customers and service recipients should be able to notify the service provider of their needs for specific instances of service delivery. These needs can be communicated in different ways, including tickets, face-to-face encounters, phone calls, e-mails, and even non-verbal signals (pressing the bell button at a reception desk).
Regardless of its type of notification, a service request identifies one or more desired services that the requestor expects to be included in the scope of an existing service agreement. These requests are often generated over time by customers and service recipients as their needs develop. In this sense, service requests are triggering events that cause service delivery to occur.
To fulfil a request, processes such as capacity management. problem management and change management might need to he invoked. A service request which is deemed to represent a change relative to the original intent and scope of the service agreement is out of the scope of this document.EN 17371-3-2020 pdf download.

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