The following key issues are covered in this chapter.
- Performance management involves reconciling the levels of service delivered to end-users against agreed standards and targets set out in service specifications and service level agreements (SLAs).
- A distinction between quality and performance might need to be drawn for some services – for example, catering and maintenance – where they include tangible products as distinct from the physical performance of tasks alone.
- Performance should be reviewed from a number of perspectives, including end-users, operations, finance, human resources and regulatory compliance. Performance review meetings should be held on a regular basis, usually not less than monthly.
- The correction of discrepancies and the updating of service specifications and SLAs require the joint participation of the organization and those delivering the services.
- The organization should describe its performance requirements in terms of critical success factors for service delivery. Performance indicators can then be defined and used to measure actual achievement, as well as any deviation from specifications and SLAs. The most significant are referred to as key performance indicators (KPIs).
- Performance reporting needs ICT to handle the wealth of information and data that are now routinely gathered and analysed. This has led to the emergence of the facility management dashboard, where performance in key areas can be ...