 IT KPIs List

• User Support – Number of existing users supported.
• Percentage of Maintenance & Enhancement (M&E) Cost – Percentage of expenses devoted to Maintenance and Enhancement of existing architecture compared to total IT expenses.
• Break Fix Expenditures to Enhancements (%) – Cost of program repairs divided by cost of improvements (as percentage).
• Life Cycle Total Cost of Ownership (TCO) – Total cost of proprietorship for the IT software development life span.
• M&E Requests Approval – Percentage of requests that conform to the benchmark for M&E.
• Planned Updates per Thousand Users – Average number of scheduled updates to the hardware platforms and system software for every thousand end users.
• Ratio of M&E Internal Staff to New Development – Number of current FTEs for repairs and improvements divided by the number of employees for new development.
• Lines of Code per M&E FTE – Average number of lines of code completed for each M&E FTE.
• Programs per M&E FTE – Average number of software for each M&E FTE.
• Lines of Code by Platform – Average lines of codes each year for each FTE.
• Hardware Use for Development/Testing – Percentage of hardware being utilized for improvement/testing.
• Ratio of Infrastructure FTEs to Applications FTEs – Number of current infrastructure FTEs divided by the number of software FTEs.
• Number of Programs by Platform – Number of applications necessary for every type of system platform.
• Response to M&E User Requests (Days) – Average number of days needed to handle significant M&E user request.
• Projects on Time and within Budget – Percentage of projects accomplished within the appointed schedule and estimated expenses.
• M&E Project Cycle Time – Average number of days needed to finish M&E projects.
• Cycle Time: Application Development – The average amount of time needed to create an application, starting from fact-finding and requirements gathering until the application is introduced.
• Effective Project Completion – Number of projects accomplished within a standard term divided by the total number of projects (percentage).
• Speed of Systems Retirement – Average time needed to deactivate legacy systems after the demand for cancellation is approved.
• Platform-Specific Spending on Application Development Tools – Percentage of expenses dedicated to application development instruments by system platform compared to the total application development costs.
• Planned Upgrades – Percentage of system upgrades scheduled for completion by interval.
• Ratio of Application Development Costs to Total IT Budget – Percentage of total IT expenses devoted to applicated development.
• Application Development Cost per FTE – Average annual application development expenses divided by the total number of FTE in the whole firm.
• Application Support Expense as a Percentage of IT Expense – Percentage of expenses related to application development divided by the scheduled IT costs over the same term.
• Application Development Expense per User – The total expenses related to application or system development incurred by the IT unit divided by the total number of end users.
• Application Development Costs per Thousand Users – Average internal and outsourced development expense for every thousand users.
• Platform-Specific Application Development Training Costs – Expenses associated with IT platform-specific application training.
• Training Cost per IT FTE – Average yearly training costs for every IT FTE.
• Application Development Training Cost – Total expenditure for application development training divided by the overall IT budget.
• New Application Development Cost Percentage – Total expenditure for application development divided by the overall IT budget.
• Platforms Used for Development/Testing – Number of unique platforms used for development/testing.
• Platform-Specific Distribution of FTEs – Specifies the number and percentage of FTEs devoted per system platform.
• Average Cost per Project – Average expense per application development program.
• Outsourcing Costs – Expense related to jobs contracted out.
• Cost of User Support – Yearly expenses related to support for every thousand users.
• Quarterly Project Cost – Total expense for application development programs per quarter.
• Cycle Time: Application Support User Request Response – Average yearly expense related to the use of external advisors and  agents.
• Number of Defects per Product Life Cycle – The total number of irregularities recognized for merchandise throughout its life span from introduction to abortion.
• Percentage of Application Development Time Devoted to Testing – Total percentage of time dedicated to the application testing procedure compared to the development time.
• Support Expense per User (by Application) – Total expenses incurred by the IT division related to application support over a specific term divided by the total number of users.
• Unit Cost: Application Project – The total expenses of application development programs divided by the total number of application development programs accomplished over a specific term.
• Fault Slip Through – The percentage of failures or errors overlooked by quality assurance staff and are declared by end users after application rollout.

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• IT Security Issues Resolved – Percentage of IT security problems settled within schedule.
• Electronic Transactions and Information Exchanges – Percentage of electronic activities and information sharing that are documented in a non-repudiation directory.
• Core Modules – Percentage of recyclable core modules.
• Databases Shared per Thousand Users – Average number of directories shared for every thousand clients.
• Applications Supporting Document-Level Entitlement – Percentage of applications that allow document-level access.
• Applications Supporting Role-Based Entitlement – Percentage of applications that allow role-based access.
• Reusable Modules – Total percentage of recyclable modules.
• Reusable Components – Total percentage of recyclable segments.
• Legacy Systems – Percentage of applications unified with legacy systems.

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• IT Security Support – Percentage of IT security problems settled within schedule.
• Total Expense: IT Security – The total cost incurred by the IT security office over a specific term.
• IT Security Cost per Supported Employee (Company-Wide) – The expenses of IT security procedures for each company-wide employee.
• Security Standards – Total number of yearly amendments to security guidelines.
• Percentage of System Downtime Related to Security Issue – The percentage of network, system, or application interruption that is associated in particular to a security concern.
• IT Security Audits – Total number of yearly IT security checks.
• Employee per IT Security Audit – Number of agents needed for IT security checks for every thousand users.
• Maximum Encryption for Web-Based Transactions – Maximum number of encryption levels devoted to online activities over a specific term.
• Minimum Encryption for Web-Based Transactions – Minimum number of encryption levels devoted to online activities over a specific term.
• Corporate Data Encryption – Percentage of enterprise data encrypted for each level.
• Detection Systems – Percentage of network access points protected by breach detection systems.
• Intrusion Incidents Detected – Average percentage of breach cases immediately exposed by the breach detection systems.
• Cycle Time: Non-Automatic Intrusion Resolution – The average number of minutes needed to address security issues that are not immediately detected, from the time the breach happens until it is exposed.
• Virus Updates – Number of virus updates.
• Percentage of Systems Covered with Anti-Virus Software – Percentage of company-owned computers that are presently carrying an up to date antivirus application compared to the total number of computers owned by the firm.
• Percentage of IT Security Issues Resolved on Time – The percentage of issues associated to IT security handled during a specific term that were promptly completed.
• Compliance of Security Standards – Percentage of field improvement activities in conformity with enterprise security requirements at the submission.
• Percentage of Customer Breach Claims.
• Passwords Required per User  – Average number of security codes needed per user.

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• Mean Time Between Failures (MTBF) – The typical amount of time passed between network/system/application glitches or breakdown.
• Mean Time to Repair (MTTR) – The average amount of time needed to fix the system, software, or network after service interruption is disclosed.
• Network Performance Reporting Frequency – The usual number of days between network performance report creation.
• Network Availability – The percentage of time that the firm’s system is functioning.
• Network Support Staff – Average number of network support agents to number of users assisted.
• Network Long Distance Cost per User – Total network long-distance rate for every thousand users.

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• Projects Active per Project Manager – Total number of operative IT programs over at a specific date divided by the total number of IT project administrators.
• IT Project Cost Variance – The percent difference between projected and actual expenses for IT-related programs.
• IT Expense as a Percentage of Total Expense – Total expenditure by the IT office divided by the total, company-wide operational costs over the same term, as percentage.
• IT Expense per Employee.

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• Time Associated with Testing Process – Percentage of time spent on testing period compared to the total development time.
• Test Frequency – Number of evaluations authorized for other users.
• Number of Tests Performed by Test Lab Staff – Total number of evaluations executed by the test lab team in a certain term.
• Test Lab Support/Maintenance – Human resources and expenses related to current test lab support and maintenance.

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• User Support – Number of users the IT office provides assistance for.
• Workflow Budget – Budget for workflow tools as a percentage of overall IT budget.
• Frequency of Tracking Customer Satisfaction – Number of surveys and formal feedback’s that are documented.
• Time to Answer Telephone Calls – Average amount of time to respond to telephone calls associated with support and service matters.
• Call Abandonment Rate – Average percentage of drop out calls.
• System Backup – Shows the frequency of systems support.
• Customer Support/Resolution – Percentage of clients who declare a breach.
• User Support and Services Cost Comparison – Average rate per call or incident reported in user assistance and services section.
• Data Warehouse Use per Thousand Users – Total number of distribution center reports for every thousand users.
• Support Calls Resolved per Employee – Average number of service calls settled for every FTE per month.
• Number of Complaints Received per Thousand Users – Number of support complaints served for every thousand users in a particular period.
• Problem Resolution Time – Amount of time consumed to fix an issue.
• Customer Compliance – Percentage of clients who adhere to security control.
• Percentage of Customers Reporting Full Use of Applications – Percentage of users declaring full availability of all active application functions.
• First Call Resolution – Percentage of resolutions occurred on initial call.
• Resolution Target Success – Resolution Target Accomplishment.
• Training/Education Cost by Platform – Training expenses by platform.
• Help Desk Calls – Total number of calls accepted by the help desk for every thousand users assisted.
• Problems or Incident Reports per Period – Total number of issues or incident reports for every thousand users for every term.
• IT Support Planning Function – Employee rate dedicated to current support and services on FTE basis.
• Unfulfilled Service Request – Incomplete service request for every thousand users.
• Length of Calls – Average duration of calls for every incident reported.
• Incidents Workload – Total number of incidents for every full-time user support agent.
• Warehouse Use Questions – Number of warehouse inquiries submitted for every thousand users to learn about warehouse utilization.
• Help Desk Support Coverage – Ratio of support desk personnel to the number of users assisted.
• Support Deployment – Percentage of delivery expense by technology platform. (image, document automation, communication, office automation).
• IT Personnel Credential – Percentage of personnel officially trained (accredited).
• Escalation of Failures Defects – Number of malfunctions and outages referred to technicians for every thousand users.
• Warehouse Query Response Time – Average feedback time for distribution center inquiries.
• Support Cost per Support Employee – Percentage of delivery expense by technology platform. (image, document automation, communication, office automation).
• Legacy Systems – Percentage of computers using outdated systems.
• Support and Services Employee Turnover Rate – Quarterly percentage of technical assistance and services personnel/administration turnover.
• IT Training Budget – Percentage of IT budget dedicated to human resource training and development.
• User Support & Services Cost – Total cost of assistance and services divided by total number of users supported.
• Employee Cross-Training – Percentage of managers/technicians who received cross-training.
• Workstation Delivery Cycle Time – Average workstation delivery cycle time within a specified term.
• Workstation Repair Cycle Time – Average workstation delivery cycle time within a specified term.
• Backlog of Support Calls – Typical number of days for service calls in backlog at any period in time.
• System Access Rights Cycle Time – Average time needed to release or deny systems access rights to staff members and contractors.
• Monthly Support Calls – Average number of support calls per month for after-sales service for every thousand users.
• Desktop Software Delivery Cost – Average expenses spent on software on each desktop.
• Desktop Support to Device Ratio – Ratio of help desk staff to total supported devices.
• Remote Access Support – Number of remote access support personnel dedicated for every thousand users.
• Passwords Required per User – Average number of passcodes needed for every user.
• IT Support Directory – Percentage of personnel and contractors in the central user list.

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• % of time spent fixing bugs – Total number of man-hours consumed on resolving a computer glitch versus the number of man-hours consumed on developing new features.
• The ability of the developer to understand project requirements – Capacity to understand client specifications, product, and process prerequisites.
• Understanding the full lifecycle of application development – Understanding the software/program cycle and the sequence in which those stages are performed.
• Debugging ability – Capacity to detect and fix glitches promptly.
• Object-oriented design and analysis (OOA and OOD) – Capacity to use the standard technical procedures for analyzing and designing a program, system, or business by employing the object-oriented principle and visual design all through the development life cycle to promote better customer communication and product quality.
• Ability to create reusable modules – Efficient reuse of previous methods and producing reusable modules that can aid in time and cost savings in subsequent projects.

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• Effectively implementing SEO strategy – Execute SEO strategy by talking to customers, team, and management about strategy/project management, timetables, and outcomes.
• Understanding the clients business and making relevant suggestions – Probe into the competition and customers business model to discover areas where improvements are necessary.
• Ability to multitask – Capacity to efficiently multitask while complying to project due dates.
• Ability to use analytics and webmaster tools – Capacity to employ and design plans and steps for using analytics and webmaster tools.

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• Creativity in data storage and access – Capably normalize or denormalize according to the requirements of the project.
• The capability of troubleshooting common database issues – Capacity to employ an established methodology to determine and repair performance issues in databases.
• Ability to optimize complicated SQL statements – Adept improving sizable and sophisticated SQL statements.
• Plan migration to Big data – Draft data transfer for particular data sets that are not compatible with traditional RDBMS systems.

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• Understanding of keywords and meta tags – Utilization of keywords and meta tag description that support search engines direct users to customer websites while meeting their search criteria.
• Quality of content – Content should be directed towards helping to inform the reader while giving them sophisticated information in a manner that is easy to comprehend and remember.
• Timely delivery of assigned targets – Timely delivery of requested number of content.

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• Ability to learn new technologies and optimize design time – Continuous education is essential to excellent design, new technologies including WordPress, Magento, and Jscripting are vital for designers to understand.
• Imagination in the job – Capacity to envision a project before its initiation and inquire about imminent issues.
• Attention to detail – Deliberately check and improve every aspect of design, spelling, and alignment in all browsers/devices.
• Understanding of web programming and scripting languages – Interpreting the standard theories of programming language and scripting languages to manage the coding and other minor work individually.
• Working knowledge of the primary web design applications – Knowledge of utilizing client-server programs that the customer (or user interface) performs in a web browser.

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• Complete tasks within reasonable time – Successful completion of all duties designated within the specified time frame.
• Quality of bugs identified – A valuable testing procedure examines business philosophy followed by UI and then validations. This metric assesses the nature of the detected errors.
• Understanding of scope and clients business model – Testing is only as valuable as the understanding of the business design by the tester. With an excellent understanding of the system goals, testing becomes useful and valid.

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• Ability to finish projects on time – Capacity to produce specific project milestones and complete the project within the specified schedule.
• % of milestones missed – Percentage of components that did not satisfy the milestones in comparison to the components completed on schedule.
• Mentoring and implementation of best practices and processes – Capacity to coach the team and execute clear-cut techniques.

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• Ability to take responsibility for the allotted work – Being capable of working without supervision and the capacity to perform efficiently.
• Communication ability that includes both verbal and written – Capacity to communicate in a confident and powerful way and the ability to write clearly and in a concise manner.
• Effective listening skills – Capacity to actively interpret the knowledge imparted by the speaker and correctly receive and understand messages.
• Compliance with documented process (SDLC) – Capacity to execute a series of steps or stages mentioned in SDLC.
• Email and Skype efficiency – Timely and compelling replies to emails or Skype messages.
• Ability to ask for assistance or questions at the right time – Effective working techniques where queries are asked promptly and help is requested as necessary to conduct work.

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• Attendance and punctuality policy compliance. – An employee’s capability to be always on time and accomplish their designated tasks on schedule.
• Leave policy compliance. – Adherence to the firm’s attendance and punctuality guidelines which includes regularly arriving at the office on time.
• Process improvement initiatives. – Efforts to impart information and request policy amendments (Process ineffectiveness).
• Personal presentation and grooming meet corporate standards. – Capacity of a staff member to be presentable in daily situations which include positive characteristics such as confidence, verbal skills, personal appearance, and time management.

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• Quality of process failure discussions – Efficiently discussing relevant points of issues or problems during training periods.
• Annual attrition in the team – Number of staff members who leave the group.
• Job satisfaction in the team – Number of staff members who are happy with their duties in the group.
• Managing project risks and change requests – Efficiently confront any incidents that might have an effect on the project’s outputs, inputs, phases, or goals.
• Process compliance in the team – Capacity to prompt people into compliance with predetermined processes.
• Creativity and efficiency index, usage of components and tools – Capacity to look for newer ways to minimize work and enhance quality by employing both online and offline tools.
• Preempting problems and timely execution – Preventing issues within projects and prompt completion of duties so that the work proceeds seamlessly.
• Preparing a second line leader – To cultivate other leaders and therefore establish organization potential for the present and the future.
• Displaying Enthusiasm/Motivation/Creativity for assignment – A positive and passionate attitude for effectively performing tasks.

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• Ability to complete testing for all contracted items within determined time – Capacity to understand the specifications of the project, plan out activities, assignments and also accomplish within the specified time.
• Ability to provide creative solutions to business problems – Capacity to view issues from an innovative mindset and recommend original solutions.
• Quality of the test plan being executed – Efficiently prepare for specific goals, target market, internal testing team and processes for a particular beta test designed for software or hardware product.

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• Understanding & identifying client and system requirement – Capacity to interpret customer needs and system specifications and collaborate with users to look for more requirements and innovations.
• Communication with team related to document creation or suggestions – Exceptional communication skills and recommendations for process improvement.

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• Ability to integrate multiple data Sources – Capacity to unify various data sources and directories into a single system.
• Identify bottlenecks and bugs – Pinpoint obstacles and glitches, and create answers to these issues.
• Project understanding and business logic planning – Capacity to know project specifications and understand business logic preparation.

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• Create an environment oriented to trust, open communication, creative thinking, and cohesive team effort.
• Encourage creativity, risk-taking, and constant improvement.
• Ensure discussions and decisions lead toward closure.
• Facilitate problem solving and collaboration.
• Lead by setting a good example (role model) – behavior consistent with words.
• Maintain healthy group dynamics.
• Motivate and inspire team members.
• Provide team leadership and coaching.
• Provide the team with a vision of the project objectives.
• Recognize and celebrate team and team member accomplishments and exceptional performance.
• Strive for team consensus and win-win agreements.

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• Managing support tickets efficiently In and outside business hours including weekends. – Ability to interpret customer inquiry and immediate feedback.
• Promotion on relevant avenues – Look for advertising channels on HR-related site, discuss requirements for posting a blog about AssessTEAM, the idea would be regular feedback employee assessments associated with project profitability and utilizing Social Media for PR opportunities.
• Product demonstration – Give routine merchandise demos twice a day.
• Competitor analysis – Market survey to determine the competitor for product development and recommendations.
• Posting help articles – Posting 10 unique help articles per week regarding the merchandise to aid in product advertising.
• Contact with existing customers for proactive support – Communicate with clients and individuals who have opened tickets to assist them in enjoy their purchases to the fullest.

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• Employing industry and design best practice through website build process.
• Ensuring website function and stability across devices i.e. desktop, mobile, tablet.
• Optimizing sites for maximum speed and scalability.
• Providing internal support and external customer service throughout the build and launch process of the website.
• Working with marketing and research teams to incorporate brand elements and relevant market research findings into website.

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• Designing and implementing new network solutions and/or improving the efficiency of current networks.
• Installing, configuring and supporting network equipment including routers, proxy servers, switches, WAN accelerators, DNS and DHCP.
• Investigating faults in the network.
• Maximizing network performance through ongoing monitoring and troubleshooting.
• Procuring network equipment and managing subcontractors involved with network installation.
• Updating network equipment to the latest firmware releases.

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• Identifying areas for modification in existing programs and subsequently developing these modifications.
• Knowledge and interest in computer systems and the latest technologies.
• Maintaining and upgrading existing systems.
• Researching, designing, implementing and managing software programs.
• Testing and evaluating new programs.
• The ability to communicate complex procedures to other colleagues.
• The ability to learn new technologies quickly.
• Training users.
• Working closely with other developers, UX designers, business and systems analysts Software Developer job qualifications and requirements.
• Writing and implementing efficient code.

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• Improve intrusion attempts metric – Intrusion detection is the method of monitoring and preventing the unauthorized intrusion of a network by a bad actor. This metric measures the number of times a cyber threat actor (CTA) attempts to gain unauthorized access to the organization’s network.
• Improve security incidents metric – The security incidents metric measures the number of times your company network has been breached by an intruder and prevents the loss of sensitive data. Compromised data leads to the loss of billions of private records, the loss of income, and the loss of the company’s reputation.
• Improve Mean Time to Detect (MTTD) metrics – The Mean Time to Detect (MTTD) metric measures the length of time that security threats or Indicators of Compromise (IOCs) go unnoticed in a network. Indicators of Compromise are pieces of forensic data like network traffic, system files, or system log entries that identify possible malicious network activity.
• Improve Mean Time to Resolve (MTTR) metrics – The Mean Time to Resolve (MTTR) metric measures the average response time for the network team to respond to a cyber breach or attack once they are aware of it. The aim is to implement a robust incident response plan that provides the means to deal with this cyber attack.
• Improve Mean Time to Contain (MTTC) metric – The Mean Time to Contain (MTTC) metric measures the length of time it takes to close identified attack vectors from the time that the vector has been identified.
• Improve first-party security ratings – First-party cybersecurity ratings are an objective, dynamic, and data-driven measurement of a company’s collective cybersecurity status for all hardware and software on the company’s network. These ratings are an objective cybersecurity performance indicator and are the simplest way to indicate “cybersecurity readiness” to non-technical colleagues and management.
• Improve average vendor security rating – Your organization’s threat landscape stretches beyond its borders. And its security performance metrics must extend along with the threat landscape, including third-party vendor software and hardware that your company uses as part of its cybersecurity framework. Vendor risk management is important to reduce your organization’s cyber risk profile.
• Improve the patching cadence metric – The process of the validation and enforcement of the regular patching of network endpoints, gateways, and servers are essential to the organization’s cybersecurity model. The time delay between a patch being released and the practical application of the patch must be reduced so that this time delay is not exploited.
• Improve the access management metric – Access management determines the optimal number of system users with administrative privileges. Access control and the system of least privilege are a manageable and cost-effective methodology to reducing privilege escalation attacks.
• Improve company versus peer performance metric – The company versus peer performance metric is the top metrical that applies to board-level reporting. Essentially, C-Suite managers and above want to know how your organization’s cybersecurity compares to industry peers. Therefore, this metric must be measured and improved upon to satisfy senior management.
• Increase vendor patching cadence metric – The vendor patching cadence metric is an essential measurement because it measures the cybersecurity risk that your organization’s vendor has reported. It also measures how many of these critical vulnerabilities have patches and how many still need to be remediated.
• Improve the meantime for vendors to respond to security incidents metric – A cybersecurity incident is an attempted intrusion or breach of the organization’s network system. This intrusion does not have to be successful for it to be a security incident. The attempt signifies that your organization is a potential target and a response is required to put additional protections in place.
• Improve the “protect the enterprise” metric – The “protect the enterprise” cybersecurity metric measures to what extent the organization’s on-premise and cloud-based assets and infrastructure are protected from outside threats due to unauthorized devices and endpoints attached to the network. The greater the number of unauthorized endpoints, the higher the cybersecurity risk.
• Improve the “optimize cybersecurity” metric – This metric measures low-value cybersecurity activities, increases current efficiencies, and reinvests the available budget in innovative technologies designed to improve existing protective measures. The cybersecurity industry is moving towards AI, data analytics, and automation processes to increase cybersecurity efficiencies. But misconfigured tools must be avoided to prevent security breaches.
• Improve the enable growth metric – Successful cybersecurity implementations are a key success factor for the business organization. This metric forms part of the digital transformations that organizations must implement. Cybersecurity is becoming and must become, an essential part of the organization’s corporate strategy as a measure of digital transformation success.
• Improve the identity and access management metric – The identity and access management metric is designed to measure the time taken to deactivate user credentials, review the number of users with excessive permissions or entitlements, and monitor third-party vendor access. The percentage of employees with super-user or privileged access shows whether too many people have unlimited network access.
• Improve the configuration management metric – The configuration management metric determines the percentage of organizational servers and devices that are compliant to the ever-hardening standards. Juxtapositionally, configuration drift is a risk as IT environments can undergo rapid changes daily, making it difficult for IT staff to keep up with the continual device and server cybersecurity requirements.
• Increase the security awareness metric – Increasing security awareness amongst all company employees is an essential part of the successful company-wide business model. If employees don’t understand the need to implement cybersecurity best practices, the organization runs the risk of cyber breaches and attacks from inside the network and firewalls.
• Improve the security incidents metric – The security incidents metric measures the number of attempted and actual security incidents that have occurred within a specific time frame. The higher the number of incidents, the poorer the implementation of cybersecurity best practices as well as the timeous application of third-party vendor patches.
• Improve the compliance metric – As the number and severity of cyberattacks increases, industry-standard cybersecurity compliance requirements change. Employees tasked with ensuring cybersecurity compliance must ensure that, not only do they keep the organization’s networks up to date with the latest compliance regulations, but that they stay ahead of these continually evolving requirements.
• Improve the data leak prevention metric – The data leak prevention metric is designed to measure the number of devices, endpoints, databases, and file shares with sensitive data and no cybersecurity controls. These are vulnerable to data theft and must be identified, their vulnerabilities patched to ensure that sensitive data is not stolen or hacked.
• Improve the vulnerability and patching metric – The vulnerability and patching metric is designed to measure the extent to which third-party vendor cybersecurity software is kept up to date by installing released patches to reduce vulnerabilities. If this software is not patched in time, the risk of cyber intrusions and attempted attacks grows exponentially.

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• Improve the critical bugs found versus the total bugs found – This KPI tracks and measures the ratio between the number of critical bugs found and the total number of bugs. Critical bugs are also known as “show-stoppers.” The higher this ratio, the lower the quality of the developer’s quality.
• Improve the quality of clear documented requirements before development work begins – This KPI tracks and measures whether there are any documented requirements before the development work begins and whether these documented requirements are explicitly set out, making it easy for the developer to create a product of the highest quality.
• Any clear plans to solve the issue – This KPI measures and tracks the extent to which the software developer has any clear plans to solve bugs. The higher this metric, the higher the quality output the developer will produce.
• Improve the documentation of solutions to issues – Issues are never unique. It is essential to document solutions to existing challenges to reduce the time taken to resolve similar future problems. This KPI measures and tracks the extent to which the developer writes the resolutions to issues.

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• Improve the delivery count – This KPI measures how many software applications the developer has completed and delivered within a predetermined timeframe. The greater this metric, the more productive the software developer.
• Improve the peer review count – Peer reviews form part of the quality control process. Code reviews produce software with fewer bugs. This KPI measures and tracks the number of peer reviews the software developer’s code receives as part of the quality control process.
• Any wiki documents created – Wiki documents form an essential part of documenting solutions to issues and documenting the completed software’s functionality. This KPI measures whether there have been any Wiki documents created. The greater the number of Wikis written, the greater the user’s and developer’s future productivity.
• Leading any training classes – Software development training classes are designed to improve software developer output and productivity. These classes are often held internally, led by a senior or lead developer. This metric measures whether the software developer has led any training classes within the time specified.

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• Average handle time – The average handle time is the time it takes to close a support ticket in relation to the number of support tickets closed over time. This KPI tracks and measures the average handle time per IT support agent over a given period.
• New feature development – The new features developed KPI tracks and measures the number of new features added to a software application over a given period. The higher this metric, the more functionality the application will have, and the more attractive it will be to its target audience.
• Number of critical bugs – Critical software bugs are defined as flaws that prevent the software from functioning. Software developers usually find and fix them during the development and testing phase. This KPI measures and tracks the number of serious flaws found in a software application in production.
• Server downtime – Server downtime is defined as the length of time that a company’s computer servers are not operational. This KPI tracks and measures the server downtime. The shorter this time or, the lower this metric, the higher the company’s productivity levels.
• Mean time to repair – The mean time to repair KPI is a maintenance metric that tracks and measures the average time taken to troubleshoot and repair failed equipment. This metric demonstrates how quickly the IT department can respond to, and repair, unplanned breakdowns.
• Unresolved tickets per employee – This KPI tracks and measures individual employee effectiveness by calculating the number of unresolved support tickets per IT support agent. This ratio is calculated by dividing the total number of open support tickets by the total number of IT support agents over time.
• Reopened tickets – A reopened ticket is defined as a support ticket that was marked as closed or resolved but was opened again because the issue was not resolved. This KPI measures and tracks the number of reopened tickets in a given period.
• IT support employees per end-user – The ratio of IT support employees per end-user is a critical metric to track and measure. Too few support staff per user will reduce the company’s productivity and effectiveness because employees will have to wait for the IT support agents to attend to their issues.
• Accuracy of estimates – The accuracy of estimates ratio is defined as the estimated time needed to complete a task. The aim is to assess the time required as close to 100% as possible. This KPI tracks and measures the accuracy with which employees estimate the time needed to complete a given task.
• IT Return on Investment (ROI) – The IT Return on Investment (ROI) KPI tracks and measures the efficiency of an investment made by the IT department. The ROI metric attempts to measure the cost of return on an IT infrastructure investment, relative to the infrastructure’ purchase price.
• Break down of IT costs – The break down of IT costs is the systematic process of identifying the individual elements that make up the total cost of an IT expense. This KPI tracks and measures the IT department’s ability to break down and account for all the individual elements that make up the total expense.
• IT costs versus revenue – The IT costs versus revenue KPI tracks and measures the ratio between the IT department’s expenditure versus its revenue. It is calculated by dividing the operating expenses by the operating income generated during a given period: the lower this ratio, the greater the IT departments operational efficiencies and productivity metrics.
• Team attrition rate – The team attrition rate is the rate at which employees resign and leave the company over time. It is calculated by dividing the number of employees that resigned by the total number of employees for a given period. This KPI measures the rate at which employees leave the company.
• Service Level Agreements (SLAs) – Service Level Agreements (SLAs) are signed between suppliers and the IT department. This KPI tracks and measures the number and quality of the SLAs that are signed for IT services over time.
• Measuring Agility – Agility is the capacity to think, understand, and adapt to changes quickly, with very little fuss. The IT department’s agility is defined as the department’s ability to adapt to changes and face and resolve challenges quickly and efficiently. This KPI measures the IT department’s ability to remain agile over time.
• IT Showback and chargeback – IT Showback and chargeback are policies and procedures used by IT departments to allocate the IT costs incurred by employees in a particular department to the relevant department. This KPI tracks and measures the extent to which the IT department implements this policy.
• Prescribe actions to improve performance – This KPI tracks and measures the IT manager’s ability to prescribe actions to improve IT department performance. The higher this metric, the greater the IT department’s efficiencies and performance.
• Identify strengths and weaknesses in IT support – Measuring the IT support team’s strengths and weaknesses are necessary to improve employee performance, engagement, and productivity. This KPI tracks the IT support team’s strengths and weaknesses in relation to the team’s improvements over time.

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• Managing the end-to-end software development process for new applications or changes to existing systems.
• Developing and implementing IT policy and best practice guides for the organization.
• Overseeing and determining timeframes for major IT projects, including system upgrades, migrations, and outages.

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