4. ocp cfops.monitoring reporting.guideline.2019.5

Document name:
CFOPS Monitoring & Reporting Guideline
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Monitoring & Reporting
Guideline
for
Critical Facilities Operations Framework

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Table of Content
1 About this guideline.......................................................................................................4
1.1 CFOPS Framework and Process in scope.............................................................4
1.2 Recommended Border list for the process.............................................................4
2 Guideline: Monitoring & Reporting..............................................................................6
2.1 Operational level Governance Meetings and Reporting ........................................6
2.1.1 Matters for decision and agenda ................................................................6
2.1.2 Frequency....................................................................................................7
2.1.3 Participants..................................................................................................7
2.1.4 Meeting responsibilities...............................................................................7
2.2 Service Levels.........................................................................................................9
2.3 Availability KPIs.......................................................................................................9
2.3.1 Uptime Percentage .....................................................................................9
2.3.2 Building Construction ................................................................................10
2.3.3 Power Distribution.....................................................................................12
2.3.4 Environmental Control...............................................................................12
2.3.5 Telecom Cabling Infrastructure.................................................................12
2.3.6 Security Systems.......................................................................................13
2.3.7 Other Availability KPIs...............................................................................13
2.4 Resource & Energy KPIs......................................................................................13
2.4.1 PUE (Power Usage Efficency)..................................................................14
2.4.2 ERE (Energy Re-use Efficiency)...............................................................14
2.4.3 REF (Renewable Energy Factor)..............................................................14
2.4.4 CUE (Carbon Usage Effectiveness) .........................................................14
2.4.5 WUE (Water Usage Effectiveness)...........................................................15
2.4.6 Other Resource & Energy KPIs ................................................................15
2.5 Financial KPIs .......................................................................................................15
2.5.1 Cost Report (demand)...............................................................................15
2.5.2 Other Financial KPIs .................................................................................16
2.6 Risk KPIs...............................................................................................................16
2.6.1 Risk register / Risk Heat Map ...................................................................18
2.6.2 Other Risk KPIs.........................................................................................18
2.7 Quality KPIs ..........................................................................................................19
2.7.1 On-site Services........................................................................................19
2.7.2 Deviations & Complaints...........................................................................20
2.7.3 Customer Satisfaction...............................................................................21
2.7.4 Other Quality KPIs ....................................................................................21
3 Appendix: Defining Key Performance Indicators.....................................................22
3.1 Purpose.................................................................................................................22
3.2 Not SMART, but SMARTER.................................................................................22

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Revisions
Version Date Author Approved Event
1.0 2020-06-09 L Cardholm G Svensson Rev to match OCP CFOPSv1.4
0.5 2020-02-18 L Cardholm G Svensson Typos/fine-tuning for OCPv1.3
0.4 2019-10-28 L Cardholm G Svensson Reviewed
0.3 2019-05-06 L Cardholm Further elaborated for review
0.2 2019-04-30 G Svensson First QA review
0.1 2019-04-23 L Cardholm First draft

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1 About this guideline
It is based on the OCP CFOPS framework1
and current best practices identified by the
Operations community in delivering Site Management and Site Operations services.
The OCP CFOPS is licensed under the Creative Commons Attribution-ShareAlike 4.0
International License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/4.0/ or send a letter to Creative Commons, PO
Box 1866, Mountain View, CA 94042, USA.
1.1 CFOPS Framework and Process in scope
 CFOPS Framework: OCP CFOPS Framework 2019 version 1.4
 Process in scope: Monitoring & Reporting
1.2 Recommended Border list for the process
The general recommendation for the process border list follows below. However, the Site
Owner and the suppliers need to agree on site specific accountabilities and responsibilities
for the process and its sub-processes and activities.
Sub-process / Activity Site Owner
Site Management
Function
On-site Service
Providers
Operational Meetings & Reporting C A / R C
Service Levels I A / R C
Availability KPIs I A / R C
Resource & Energy KPIs C A / R C
Financial KPIs A R C
Risk KPIs A R I
Quality KPIs I A / R C
The approach used for defining process accountabilityis the commonlyused RACImodel:
 Responsible (also Recommender)
Those who do the work to achieve the task,delegation to assistin the work required is possible.
 Accountable (also Approver or final approving authority)
An accountable mustsign off(approve) work that responsible provides.There mustbe only one
accountable specified for each task or deliverable.
 Consulted (sometimes Consultantor counsel)
Those whose opinions are sought,typically subjectmatter experts; and with whom there is two-way
communication.
1 https://www.opencompute.org/wiki/Data_Center_Facility/CFOPS

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 Informed (also Informee)
Those who are kept up-to-date on progress,often only on completion ofthe task or deliverable; and with
whom there is justone-way communication.

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2 Guideline:Monitoring& Reporting
Description of process in Framework:
Monitoring is implemented for detection of current status and failures. Gaps and inaccurate
data can lead to wrong decisions and affect the effectiveness of all other site management
processes.
Monitoring can be done via remote data collection, or on-site, either via automated data
collection or manual assessments.
Reporting is made via different channels, e.g. operational level governance meetings,
automated KPI reports and reviews.
The monitoring and reporting process is aligned and integrated with the customer to ensure
management reporting requirements and site needs for normal operation.
2.1 Operational level Governance Meetings and Reporting
The Operational Level Management Meeting primarily work with a time perspective of the
time present and 1-3 years ahead.
Decisions at the meetings require mutual consent, with exception of decisions in matters that
are a party’s own decision according to the agreed Border List and Governance policy.
Meeting Minutes and Decision Log shall be kept of the Meetings, at a minimum.
2.1.1 Matters for decision and agenda
The matters in scope for the Operational Level Management Meetings may vary, but
typically include three types of topics:
Performance reporting
 General status of Site(s) in scope
 SLA fulfilment since latest Operational meeting
o Potential penalties & other sanctions
o Near breaches
o Border list issues
 KPI reporting for infrastructure elements since latest Operational meeting
o Availability
o Resource & Energy
 Financial management
 Risk management
 Quality management
Information updates

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 Information that may affect the Delivery of Services
 Reference library; important updates, e.g. contact names or On-site work rules
Planning
 Follow-up of action list from previous Operational Meetings
 Service Requests (Type and Requested / Planned / Completed / Deferred)
 Service improvements (Type and Requested / Planned / Completed / Deferred)
Matters for resolution
 Change Requests to the Agreement: prepare for escalation
 Problems and issues identified for conflict resolution, and if required, escalate to
Tactical Level
Other Matters
 Other related topics agreed between the Parties when setting the agenda
2.1.2 Frequency
Operational Level Management Meetings are normally held eleven (11) times per calendar
year, but other frequency may be agreed
2.1.3 Participants
The following participants are considered core members for the Operational Level
Management Meetings:
 Site Owner, operational level representative
 Customer, operational level representative (unless Customer is the Site Owner)
 Primary Site Manager
 Site Engineer(s) if applicable
Binding decisions can only be made if participants from each party attend the meeting.
Substitutes or additional participants are decided by the Parties respectively;
2.1.4 Meeting responsibilities
The representatives hold different roles with different responsibilities at the meeting. These
roles may vary depending on the Governance Policy, but it is recommended that the
following is applied:
 Primary Site Manager

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o No later than ten (10) working days prior to each Meeting see to that all core
members are invited to the Operational Meeting (with location and draft
agenda)
o No later than five (5) working days prior to each Meeting see to that draft
agenda and decision materials are provided to the participants in the meeting
o Reporting according to the full agenda of the Meetings
o Keeping the minutes and decision log for the Meeting
o Distributing minutes and log within five (5) working days after each Meeting
 Site Owner representative
o Being the Chairperson at the Meeting
o Reporting according to the agenda of the Meetings, at a minimum:
 Planning
 Matters for resolution
o Review minutes and log within ten (10) working days after each Meeting
 Customer representative
o Participant representing the Customer at the Meeting
 Site Engineer(s)
o Participant representing the Site Operations at the Meeting
 Other participants
o Attending as subject matter expertise for specific topics at the Meeting

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2.2 Service Levels
The service levels to meet are defined in the Service Level Agreement between the Site
Owner and the Site Management Function.
From a monitoring perspective, Service Levels are not different from any other Key
Performance Indicators. Instead, what separates Service Levels from other Key
Performance Indicators (KPIs) is that if Service Levels are breached, it leads to pre-defined
penalties with escalations.
KPIs, on the other hand, are parameters used to evaluate performance without pre-defined
penalties. However, they may very well trigger escalations or other actions to adjust the site
performance.
This means that any KPIs can form the base for a Service level, if agreed between the
parties, e.g. Performance of Planned Preventive Maintenance in a timely manner (Quality
KPI) or Measurable cost reductions in operating the site (Financial KPI)
2.3 Availability KPIs
Availability KPIs are used to record and measure availability of the resources of any
infrastructure element, e.g. Power distribution or Environmental Control.
Type of KPI Recommended KeyPerformance Indicators
Availability - Building Construction (Capacityuse, Available space, Floor Area Type, Documentation type)
- Power Distribution (Uptime,CapacityUse,MTBF, MTTR, Reduced resilience periods)
- Environmental Control (Uptime,CapacityUse,MTBF, MTTR, Reduced resilience periods)
- Telecom Cabling Infrastructure (Uptime,CapacityUse,MTBF, MTTR, Reduced resilience periods)
- Security Systems (Uptime,CapacityUse,MTBF, MTTR, Reduced resilience periods)
During on-site works, e.g. maintenance or incident resolution, the resilience of the Site may
be reduced. According to EN 50600-2-2 it can be assumed that during system maintenance
or repair, unless specified by the Site Owner, a degraded level of resilience is permitted (see
EN 50600-2-2:2014, 6.2.6.1).
It is recommended that availability KPIs include monitoring these events and record the time
needed to return to the desired availability resilience.
Site management should define which of the following resources are managed under the
process. However, to monitor the KPIs Power Distribution should be considered a minimum.
2.3.1 Uptime Percentage
In order to measure uptime percentage, several variables need to be defined. The defined
Service level being monitored is calculated as “Actual Availability” and may refer to any
infrastructure element, e.g. Power distribution or Environmental Control.
It is recommended that the Measurement Period is long enough to enable the Supplier to be
able to remove failures in case of breach, e.g. full time 00-24 every day of the calendar
quarter, measured in minutes. If the period is too short, it means every breach will, in
practical terms, always reach the maximum penalty level.

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Availability: means the Site Service is available at current Measurement Points.
Measurement Period is the agreed period for measuring uptime percentage.
Measurement Points should specify where data is collected and what type of data is used
Agreed Availability indicates the agreed minimum Availability of Site Services measured in
percent per site or function during agreed Measurement Period.
Total Time refers to the time defined as Site Service time during the Measurement
Period minus the time during the period that Service was unavailable
due to circumstances under the responsibility of the Site Owner or
Customer.
Unavailable Time refers to the Total Time in a Measurement Period that the Site Service
has not been available due to faults in the Site Service.
Actual Availability indicates the actual availability of the Site Service in terms of percent
per agreed Measurement Period. The calculation uses the following
formula:
Actual Availability =
(Total time - Unavailable Time)
Total Time
2.3.2 Building Construction
It is recommended to use spatial definitions in EN 15221-6 (Space Management):
 Capacity use / Available Space with minimum specified load bearing capacity
o Building, ID and coordinates
o Floor Area Type; Net Floor Area or outside Net Floor Area
(e.g. Primary / Amenity / Circulation / Technical / Partition Wall)
o Amount sqm
o Documented in as-built drawing
Several other KPIs may be useful to ensure Site performance, some of these include:

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 Number of false alarms or incorrect KPI data during the Measurement Period

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2.3.3 Power Distribution
Uptime: As defined in section 2.3.1 Uptime Percentage, with the following clarification:
 Measurement Points should specify power, e.g. “Availability to be measured before
last breaker before outlet placed under the rack position” and “Parameters in range of
230V +/- 10V; 50 Hz +/- 2 Hz”.
Other recommended KPIs, as defined in EN 50600-3-1:2016:
 MTBF (Mean Time Between Failure)
 MTTR (Mean Time To Repair)
 Periods of reduced resilience per availability class.
 Capacity use of infrastructure element (%)
2.3.4 Environmental Control
 Measurement Points should specify ranges, e.g. “Availability to be within the
recommended limits of ASHRAE environmental class A3 (meeting Technical
Committee 9.9 Thermal Guidelines, 2011) at the agreed measurement coordinates”.
2.3.5 Telecom Cabling Infrastructure
 Measurement Points should specify connectivity, e.g. “dark fiber connectivity to
access point A in MMR01”.

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2.3.6 Security Systems
Recommended KPIs, as defined in EN 50600-3-1:2016:
2.3.7 Other Availability KPIs
 Critical spare parts (per site system)
o Available on-site
o Available off-site, specified with guaranteed delivery time
2.4 Resource & Energy KPIs
Resource KPIs are used to record and measure usage and re-use of resources of a site and
to enable minimization of environmental impact of site operations.
Energy KPIs are used to record and measure the energy efficiency of the site.

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Resource and
Energy
- PUE (Power Usage Effectiveness)
- ERE (Energy Re-use Efficiency)
- REF (Renewable EnergyFactor)
- CUE (Carbon Usage Effectiveness)
- WUE (Water Usage Effectiveness)
Site management should define which of the following resources are managed under the
process. However, to monitor the KPI PUE should be considered a minimum.
It is recommended to align activities with EN50600-3-1 (Resource mgmt and Energy mgmt).
For the process to be effective, at minimum energy efficiency enablement granularity level 2
(see EN 50600-1) should be chosen in all areas:
 Monitoring: Meter and sensor readings shall be collected for all resource monitors on
a regular basis.
 Accounting: All meter and sensor readings are validated, and errors reported. Meter
readings are transformed into Resource & Energy use. Aggregation of data are
carried out and accounted to Site Supply systems, where applicable.
 Controlling: Resource & Energy use is related to parameters like IT energy use or
external temperature. KPI are calculated from conclusive data, unexpected
deviations are reported.
It is recommended to report the KPIs on a 12-month rolling basis to visualize trends.
2.4.1 PUE (Power Usage Efficency)
As defined in EN 50600-3-1:2016.
2.4.2 ERE (Energy Re-use Efficiency)
2.4.3 REF (Renewable Energy Factor)
2.4.4 CUE (Carbon Usage Effectiveness)

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2.4.5 WUE (Water Usage Effectiveness)
2.4.6 Other Resource & Energy KPIs
 Energy Used during Measurement Period
o Total Site Load
o Equipment Load
 Highest Instantaneous Power within the Measurement Period
o Total Site
o Equipment
2.5 Financial KPIs
Financial KPIs are used to record and measure accrued costs and enable financial
forecasting of site operations.
Financial - CostReport
- Site Investments (Recommended,Approved, Planned,Declined, WIP, Completed)
- Invoices (Received,Approved, Rejected, Being processed,Paid,Delayed)
It is recommended to report the KPIs on a monthly, quarterly and 12-month rolling basis to
visualize trends and enable forecasting.
2.5.1 Cost Report (demand)
Site management should demand access to cost reports or cost statements with supporting
documentation, i.e. specifications and copies of invoices.
It is recommended to perform activities as follows:
 Monitoring: financial reports should be collected on a regular basis.
 Accounting: All data is validated, and errors reported. Aggregation of data are carried
out and accounted in accordance with the Cost Distribution Model for the Site.
 Controlling: Accounted costs are related to the Cost Distribution Model, annual
budget and latest financial forecast parameters; e.g. Spend per Site Supply system /
Supplier.
KPI are calculated from conclusive data, unexpected deviations are reported.

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2.5.2 Other Financial KPIs
 Site Investments during the Measurement Period:
o Recommended: Number of / Business Case Value if Completed
o Approved: Number of / Business Case Value if Completed
o Planned: Number of / Timeline / Business Case Value if Completed
o Declined: Number of / Business Case Value if Completed
o Work in Progress: Number of / Timeline/ Current Value
o Completed: Number of / Final Value
 Invoices during the Measurement Period:
o Received: Number of / Cost Type / Supplier / Value
o Approved: Number of / Cost Type / Supplier / Value
o Rejected: Number of / Cost Type / Supplier / Value / Reason to reject
o Being processed: Number of / Cost Type / Supplier / Value
o Paid: Number of / Cost Type / Supplier / Value
o Delayed: Number of / Cost Type / Supplier / Value / Reason for delay
2.6 Risk KPIs
The risks for a Site can be monitored by a selection of KPIs of the implemented processes;
both on-site and off-site. The monitored service risks reflect the Site’s capabilities towards
the customer that rely on the Site being functional.
Risk - Risk Register (Risk Heatmap)
- Incidents (Reported,Open/Closed,Root-cause)
- Site access (Approved accesses,Authorized persons;Changes/Total)
- Audits & Compliance Reviews (Planned/Requested,Completed,Deferred)
It is recommended to set expected risk levels to match best practices or standards, e.g.
EN50600 Protection Classes, or ISO 27001, even if formal certification is not required.
A significant discrepancy between expected and actual risk levels should be avoided. Lower
risks than required normally leads to higher cost for infrastructure or organizational
resources, while higher risks increase probabilities for major incidents. Therefore, targets for
expected risk levels should be set and the discrepancy between expected and actual is a
KPI for risk reporting.

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It is recommended to report the KPIs at least on an annual basis.

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2.6.1 Risk register / Risk Heat Map
It is recommended to align with the following approach:
 Monitoring: risk assessments and risk analyses should be collected on a regular
basis.
 Accounting: reported risks, threats and vulnerabilities are aggregated and structured;
o Risk register – risks listed, ranked and presented for decision on mitigations
o Risk Heat Map – risks ranked and mapped in for prioritization according to
RAG (Red-Amber-Green)
 Controlling: Reported risks are related to the expected risk levels per topic; e.g. per
Site Supply system / Process / Supplier, etc.
KPI are calculated from conclusive data, unexpected deviations are reported.
2.6.2 Other Risk KPIs
Several other KPIs may be useful to ensure Site performance or alignment with EN50600-3-
1 (Security management), some of these include:
 Incidents during the Measurement Period:
o Number of Reported, including relevant data, e.g. type / source
o Number of Open / Closed, including relevant data, e.g. type, Deemed
Acceptable / Mitigated / Escalated
o Summary of Root-cause Analyses
 Site Access during the Measurement Period:
o Number of approved accesses
o Number of authorized persons; Changes / Total
 Audit & Compliance Reviews:
o Planned: Type and Number of Planned / Completed / Deferred
o Requested: Type and Number of Requested / Completed / Deferred

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2.7 Quality KPIs
The service quality of a Site can be monitored by a selection of KPIs of the implemented
processes; both on-site and off-site. The monitored service quality reflects the Site’s
capabilities towards the customer that rely on the Site being functional.
Quality - On-site works (Response,Reaction,Planned/Requested/Call-outs,Completed,Deferred)
- Time to report Incident (Planned/Requested/Expected,Completed,Deferred)
- Deviations & Complaints (Reported,Open/Closed)
- Audits & Compliance findings (Reported,Open/Closed)
- Customer satisfaction (NetPromoter Score)
- Annual Plans (Type, For Approval/Approved/Declined)
- Certifications (Planned,Completed,Deferred)
A significant discrepancy between expected and actual service quality should be avoided –
in both directions: too low service quality and too high service quality.
Higher service quality than required normally leads to higher cost for infrastructure or
organizational resources while lower service quality may lead to increased risks of reduced
resilience or incidents. Therefore, targets for expected quality levels should be set and the
discrepancy between expected and actual service quality is a KPI for quality reporting.
It is recommended to report the KPIs on a 12-month rolling basis to visualize trends.
2.7.1 On-site Services
Quality of On-site Services is measured and reported in completed assignments that have
met the set standards for completion, often in terms of time measurement.
2.7.1.1 Service request: Response time
Response Time is calculated from the time an authorized caller reaches out to the Supplier’s
Service Desk by telephone and the call is answered.
Recommended minimum limit to respond within a hundred and eighty (180) seconds.
2.7.1.2 Service Request: Reaction time
For unmanned sites: Reaction Time is calculated from the time the Supplier’s Service Desk
logs a call-out and is deemed to be achieved when the Technician is given access to the site
and it is recorded on the Site security system. The access may be on-site or remotely.
For manned sites: Reaction Time is calculated from the time the Supplier’s Service Desk
logs a call-out and is deemed to be achieved when the Technician is present at the reported
room or has gained access remotely to start corrective work.
It is recommended to ensure all stakeholders agree on which Service Desk to measure and
that it is possible to monitor the Reaction time in a reasonable manner.

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2.7.1.3 Planned on-site works
Quality of On-site Services is measured and reported in completed assignments that have
met the set standards for completion, i.e. according to the Quality Plan for the Site.
The KPIs follows planned and scheduled works, Service Requests and urgent call-outs
made during the Measurement Period, and how well these have been addressed, as follows:
 Planned: Number of Planned / Completed / Deferred works
 Service Requests: Number of Requested / Completed / Deferred works
 Urgent / Unplanned: Number of call-outs / Completed / Deferred works
2.7.1.4 Time to report Incident
Having a KPI to produce Incident Reports in a timely manner is a way to ensure Problem
Management is triggered accordingly, requiring root-cause analysis and continuous
improvements to the services.
Time to produce an Incident Report is calculated to start from the time a Technician is
present at the reported room or has gained access remotely to start corrective work and is
deemed to be achieved when an Incident Report has been submitted to the Site Owner.
Recommended minimum limit to produce an initial Incident Report is within a twenty-four
(24) office hours, with forty-eight (48) hours being considered good practice.
It is recommended to ensure all stakeholders agree on how to measure the Incident Report
time in a reasonable manner, e.g. by allowing the Deviations & Complaints tool to be used
for initial reporting, or another simple template. This allows for the Incident Management
process to be completed before the final Incident Report, including root-cause analysis etc.,
is submitted.
2.7.2 Deviations & Complaints
The KPIs follows reported deviations and complaints as well as findings made in Audits &
Compliance reviews during the Measurement Period, and how well these have been
addressed, as follows:
 Deviations & Complaints:
 Findings in Audit & Compliance Reviews:

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2.7.3 Customer Satisfaction
The Customer satisfaction KPI may be assessed in several ways, where the most common
is through surveys on a regular basis to measure the level of satisfaction with the site
services.
Net Promoter Score (NPS) should be applied as a minimum:
1. Ask the question “On a scale of 0 to 10, how likely is it that you would recommend
the services to a friend or colleague?”
Based on the number a respondent chooses, they’re classified into one of the
following categories: “Detractors,” “Passives,” and “Promoters.”
Score breakdowns:
 0 – 6: Detractors
 7 – 8: Passives
 9-10: Promoters
2. Enter all the survey responses into an Excel spreadsheet and break down the
responses by Detractors, Passives, and Promoters.
3. Add up the total responses from each group and get the percentage for each group
by taking the group total and divide it by the total number of survey responses.
4. Finally, subtract the percentage total of Detractors from the percentage total of
Promoters—this is your NPS score.
5. NPS is never a percentage, but a whole number (ranging from -100 to +100)
Effective satisfaction surveys normally range from 5 to 10 questions, as shorter will not
provide enough insight, while longer will take too much of the customer’s time.
It is customary for effective satisfaction surveys to use rating scales – instead of asking only
simple “yes” or “no” questions, they rate their satisfaction with a specific process or aspect
on a scale. If the scale is made in even numbers, e.g. 10, this drives the respondents to
actively choose “below mid” or “above mid” which helps assess areas for improvement as
well as areas where operational excellence is established.
2.7.4 Other Quality KPIs
Several other KPIs may be useful to ensure quality performance, some of these include:
 Annual plans: Type and Status (For Approval / Approved / Declined)
 Quality plan: Compliance fulfillment during Measurement Period
 Certifications: Type and Status (Number of Planned / Completed / Deferred)

Document name:
Version:
1.0
Author:
L Cardholm
Date:
2020-06-09
Approved by:
Göran Svensson
Public
22 (22)
3 Appendix:Defining Key PerformanceIndicators
The use of KPIs can be a powerful tool for monitoring and reporting on site performance.
Using the collected and aggregated data for other processes, e.g. Capacity Management
and moving from reactive to proactive or predictive is a compelling case.
However, collecting data and reports and making them into nice looking graphs does not
help unless you have made your fundamental preparations.
3.1 Purpose
The fundamental criteria to meet (and document how) are the following:
1. What is the purpose of the KPI
2. Which process or processes will benefit from it?
3. What data needs to be monitored & reported for the KPI?
4. Will the KPI support one or several processes?
Each individual KPI need have all three criteria documented.
3.2 Not SMART, but SMARTER
When defining KPIs they need to be clear-cut and unambiguous. A well-known concept for
achieving this is the acronym “SMART”. SMART stands for = Specific, Measurable,
Attainable, Relevant, and Time-Bound. These are key ingredients for high-quality definitions
of Key Performance Indicators and their goals.
It is recommended to add “Explainable” and “Relative” to these ingredients, making it
SMARTER, as put forward by the https://kpilibrary.com
 Explainable: to ensure KPIs are easy to understand and that you can communicate
the KPI definition to all stakeholders involved and be assured that everybody
understands what is being measured.
 Relative: to ensure that your KPI definitions (and goals) still apply when your site
capacity or other volumes change. For example, you could take the number of open
service requests (per Measurement Period) as a KPI, but when your site capacity
increases with more load and more end-users require site assistance, it is only
natural that the number of open service requests grows. Therefore, the relative value
of open service requests against the number of total service requests (i.e. % open
service requests) allows comparison of KPI values through time, even if the volume
changes.

4. ocp cfops.monitoring reporting.guideline.2019.5

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4. ocp cfops.monitoring reporting.guideline.2019.5