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A Quality Measurement Framework for IT Services

Article · March 2011

DOI: 10.1109/SRII.2011.84

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 2011 Annual SRII Global Conference
A Quality Measurement Framework for IT Services
Marion Lepmets, Eric Ras, Alain Renault
Service Science and Innovation
Public Research Centre Henri Tudor
Luxembourg, Luxembourg
e-mail: Marion.Lepmets, Eric.Ras, Alain.Renault@tudor.lu
Abstract— Our research aims to evaluate the impact of process
improvement on IT service quality by conducting a series of
studies in industry. In order to do that we first establish a
framework for IT service quality measures and indicators.
Stemming from the fact that you cannot improve what you
cannot measure, this paper proposes IT service quality
measures. We adapt two widely known quality measurement
frameworks of software engineering to IT services. We apply
the software product quality model described in ISO/IEC
25010 and the quality measurement framework of Practical
Software and Systems Measurement to the IT service quality
attributes, which are derived from ITIL, ISO/IEC 20000 and
SERVQUAL. As a result of the study, we will have IT service
quality measures that industry can collect in order to evaluate
their progress.
Keywords-IT service quality; quality measurement
framework; IT service quality measures; SQuaRE; PSM; ITIL;
ISO/IEC 20000; SERVQUAL
I. INTRODUCTION
Service Science is the emerging integration of multiple
methods and approaches from different disciplines related to
understanding, designing, improving, and scaling service
systems >1@. Although many IT organizations have
understood the importance of IT Service Management, most
of them are still far from mastering their IT service
processes at the same level as their engineering processes.
While services have become the largest part of most
industrialized nations’ economies, there is still no widely
accepted definition of service; and service productivity,
quality, and innovation remain hard to measure.
Process improvement is about improving the current state
of practices and is based on the evaluation of these practices,
also referred to as process assessment. Process improvement
aims to increase efficiency and performance of
organizations. Successful process improvement is one that
supports the achievement of organizational and operational
goals. Process assessment helps organizations improve
themselves by identifying their critical problems and
establishing improvement priorities. There is a large number
of process assessment and improvement models available but
there is little research conducted to evaluate the impact of
these models on organizational performance in industry.
There is also an extensive amount of literature about the key
success factors of process improvement but still a lot of
978-0-7695-4371-0/11 $26.00 © 2011 IEEE
DOI 10.1109/SRII.2011.84
improvements are not implemented or their benefits not
quantified.
The main research question of our research work is to
evaluate the impact of process improvement on IT service
quality. Our research extends on various works describing
different approaches to measure process improvement and
innovation and their impact on organizational performance.
The study is carried out in the area of IT Service
Management, and focuses on IT service management
models, IT service process improvement and innovation and
their impact on IT service quality. In order to address the
research question, we will first identify the IT service quality
measures.
Little has been published on measuring the quality of IT
services although there is an overall agreement on the
importance of this topic. This paper describes the first phase
of our study proposing a theoretical framework for
measuring IT service quality. The framework is based on the
relevant related literature to the subject at hand from IT
service management and software engineering areas.
Software engineering is a domain where measurement and
process improvement have played a key role in research as
well as in practice and we aim to transfer this insight into IT
service management domain.
The paper is structured as follows: we will first provide
the overview of the related literature on IT service quality.
Related works also include the description of measurement
frameworks from software engineering that we aim to apply
to measuring the quality of IT services. We then map IT
service quality characteristics to the measurement framework
in order to propose IT service quality measures that will be
used in our further studies.
II. RELATED LITERATURE ON IT SERVICE QUALITY AND
QUALITY MEASUREMENT
This paper relates to two different topics: On the one hand it
is related to IT service quality and quality attributes and on
the other hand it is related to quality measurement
frameworks that illustrate software and systems quality
concepts and measurement approaches.
A. IT Service Quality
Quality of service refers to the extent to which the service
fulfills the requirements and expectations of the customer
(including users) >2@. To be able to provide quality, the
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supplier should continuously assess how the service is being
experienced and what the customer expects in the future.
A customer will be dissatisfied with a service provider
who occasionally exceeds the expectations but who
disappoints at other times. Providing constant quality is one
of the most important but also one of the most difficult
aspects of the service industry >2@.
Although service quality is agreed between the service
provider and its customer, commonly accepted attributes of
service quality are the following >2@, >3@, >4@, >5@:
x Availability – IS (information system) is available to
users at agreed time and place
x Capacity – all capacity related issues regarding IS and
IT in general
x Performance – speed of information processing, viewed
from user’s position. Performance of a component is not
of a direct interest of customer/user: the user
experiences the “consolidated output” of the
performances of all IS components.
x Security – is always covered in IT service agreements
x Confidentiality – as a part of security, is playing an
important role depending on customer’s business
x Scalability – service provider should ensure growth at
required speed and without disturbing the business
x Adjustability – provider has to choose his development
methods, his infrastructure architecture and anything
else that supports the adjustability of IS
x Portability – important for customers who want to
change providers, whether frequently or in view of
dealing with early or planned end of contract.
Brooks proposes several measures in >6@ for measuring
progress in IT service processes on three levels – strategic,
tactical, and operational levels depending on the type of
goals: short term (operational), medium term (tactical), and
long term (strategic). Each process has a process goal and
each process goal has one or more metrics related to it. Many
processes are internal processes of the IT service
organization: there is no direct interaction with the users of
the IT services. In these cases the customers are internal as
well, either management or another process. Since there is
always at least one stakeholder for each process, each
process has a customer satisfaction metric.
Parasuraman and his colleagues suggest that service
quality can be assessed by measuring customer’s
expectations and perceptions of performance levels for a
range of service attributes. Parasuraman et al. worked on an
instrument called SERVQUAL for assessing the gap
between customer expectations and perceptions of service
quality in service and retailing organizations. They argue that
SERVQUAL’s items measure the core criteria of service
quality >7@. They assert it transcends specific functions,
companies, and industry. It has been debated and applied on
several studies described in >8@. The study of Pitt et al. >9@
provides further evidence that SERVQUAL can be used as a
measure of information systems’ (IS) success and in
measuring the progress of IS service quality.
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The five dimensions of service quality and the related
attributes of SERVQUAL described in >10@ are illustrated in
Table 1 below.
TABLE I. SERVICE QUALITY DIMENSION AND ATTRIBUTES OF
SERVQUAL
Service Quality Service Quality Attributes
Dimensions
Tangibles Modern equipment
Visually appealing facilities
Employees who have a neat, professional
appearance
Visually appealing materials associated with the
service
Reliability Providing service as promised
Dependability in handing customers’ service
problems
Performing services right the first time
Providing services at the promised time
Maintaining error-free records
Responsiveness Keeping customers informed about when services
will be performed
Prompt service to customers
Willingness to help customers
Readiness to respond to customer’s requests
Assurance Employees who instill confidence in customers
Making customers feel safe in their transactions
Employees who are consistently courteous
Employees who have the knowledge to answer
customer questions
Empathy Giving customers individual attention
Employees who deal with customers in a caring
fashion
Having the customer’s best interest at heart
Employees who understand the needs of their
customers
Convenient business hours
Each SERVQUAL dimension consists of four or more
attributes (Table 1) that are also related to the service quality
attributes of capacity, availability, adjustability, security, and
confidentiality suggested in the previous list of commonly
accepted IT service quality attributes. The major difference
between these two quality attributes lists is that SERVQUAL
addresses primarily the issue of how a service can be
provided better, i.e., the provider’s attitude and empathy that
influences directly the overall customer satisfaction.
B. Quality Measurement Frameworks
Effective management has become increasingly
important to the success of both government and commercial
enterprises. Measurement has long been of high importance
in engineering disciplines and should also become a primary
tool of IT service managers to ensure that the delivered IT
service meets the defined objectives. >6@
There are various quality measurement frameworks
applied in software engineering. Probably the two best-
known ones are described in the international standard for
Software Product Quality Requirements ISO/IEC 25020,
also known as SQuaRE >12@ and the Practical Software and
Systems Measurement (PSM) >13@.
 SQuaRE is an international standard and it describes the
relationship between a quality model, its associated quality
characteristics and software product attributes with the
corresponding software quality measures, measurement
functions, quality measure elements, and measurement
methods >11@. SQuaRE >12@ describes eight software quality
attributes either for a software product or a computer system:
x Functional suitability
x Reliability
x Usability
x Performance efficiency
x Maintainability
x Portability
x Security
x Compatibility
Software product quality can be evaluated by measuring
internal attributes (typically static measures or intermediate
products), external attributes (typically by measuring the
behavior of the code when executed), or by measuring
quality in use attributes (when the product is in real or
simulated use) >12@. The quality in use of a system
characterizes the impact that the product has on the
stakeholders: effectiveness, efficiency, satisfaction, safety,
and context comprehensiveness.
Improving process quality contributes to improving
product quality and product quality contributes to improving
system quality in use >12@. Therefore, assessing and
improving a process is a means to improve product quality.
Evaluating and improving product quality is one of the
means to improve system quality in use. The relationships
between the SQuaRE quality attributes are illustrated below
on Fig. 1.
Process Software product
influences Internal
influences
Process quality
quality attributes
depends on depends on
Process measures Internal measures
Figure 1. Quality in lifecycle
The Practical Software and Systems Measurement (PSM)
initiative began as an effort by the US Department of
Defense to improve the management of large software
acquisition projects. PSM was developed as the result of an
unusual collaborative effort among industry, government and
academic organizations >13@. It represents the best
measurement practices used within the software and system
acquisition and engineering communities >14@. Many of the
basic concepts of PSM have been formalized in ISO/IEC
Standard 15939 – Software Measurement Process and are
closely related to other measurement approaches, like
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Goal/Question/Metric approach >15@, still popular among
researchers. PSM has rapidly become the most widely
practiced approach to the management of software projects
>13@.
The goal of PSM is to provide project and technical
managers with the quantitative information required to make
informed decisions that impact project cost, schedule, and
technical performance objectives. The PSM describes
measurement as a systematic, but flexible process that can be
applied to both software and system engineering, as well as
management activities. The PSM measurement process is
based on a proven set of principles derived from actual
experience on government and industry projects.
The PSM organizes issues the managers can use for
decision-making into seven classes or categories that are
further decomposed into measurable concepts:
x Schedule and progress
x Resources and cost
x Product size and stability
x Product quality
x Process performance
x Technology effectiveness
x Customer satisfaction
Project success depends on achieving the defined
objectives. Measurements provide insight for making
decisions that help to achieve these objectives and to assure
project success. An effective measurement process helps
project managers to identify and manage problems or risks
that could adversely impact the project. The PSM is an issue-
driven measurement process, where these obstacles are
referred to as issues that must be managed to achieve project
success (Fig. 2). The PSM measurement specification
guidance is designed to simplify the mapping of project
Effect of software product
External
influences
quality Quality in
attributes use attributes
depends on
External measures Quality in use
measures
issues to applicable measures. A project manager requires a
lot of information from the project to make informed
decisions and effective communication throughout the
project organization. The PSM process is adapted to meet
these information needs. Issue areas are derived from
management information needs of a project. Issues are areas
of concern that may impact the achievement of a project
objective. An indicator is a measure or combination of
measures that provides insight into an issue or concept. Most
indicators compare actual values with baselines.
Measurement categories define groups of related measures.
A measure is the quantification of a characteristic of a
process or a product.
p measures, external IT service measures, and customer
Figure 2. PSM measurement process elements
Each indicator in the PSM is related to a common issue
area, measurement category, and measure. An indicator is a
combination of measures that provide insight into one or
more issues or concepts. Table 2 (for better readability, the
tables are in the end of the paper) illustrates a fragment of the
indicator examples in the PSM.
III. MAPPING IT SERVICE QUALITY ATTRIBUTES TO
QUALITY MEASUREMENT FRAMEWORKS
Based on >16@, a service is a means of delivering value to
customers by facilitating outcomes customers want to
achieve without the ownership of specific costs and risks. An
IT service, according to >2@, is an output of an IT
organization. Both customers and users use the service but
the users don’t necessarily buy it. In our study, we talk only
about customers combining all the users as we aim to
measure the quality based on the feedback of all who use the
service.
IT Service processes Information System
influences
Process IS quality
quality attributes
depends on
Process Internal measures
performance
measures
Figure 3. IT Service quality measures
In our research we focus on IT service quality attributes
and will use the fragment of indicator examples derived from
PSM and shown in Table 2 as the basis for defining IT
service quality attributes. Relating to different levels of IT
service process metrics described in >6@, we focus only on
process measures on operational and tactical levels, as the
processes on strategic level are dealing less with operational
IT services and more with the management of the IT service
organizations themselves. We also adapt the SQuaRE
approach to group the IT service quality attributes into four
groups of measures: process measures, internal IT service
satisfaction measures. Process measures are related to
process performance evaluated with the process assessment
standards. Internal quality measures are related to the quality
of the information system that the IT service is built upon.
The external quality measures are related to the quality of the
IT service provided to the customer. Customer satisfaction is
related to the perception and expectations of the customer
about the IT service and is based on the customer feedback
to the IT service. The adopted SQuaRE approach to IT
service quality has been illustrated below on Fig. 3.
We now present the mapping of IT service quality
attributes to the PSM framework by common issue areas in
the tables. Common issue areas are derived from SQuaRe
and the PSM and target process, internal, external, and
customer satisfaction measures. Indicators for the measures
are derived primarily from ITIL.
We first describe the external measures of IT service
quality in (Table 3) that support the stability of the IT
service. These measures are directly related to the customer
experience of the IT service but are measured and improved
by the IT service provider. Based on ITIL >16@, IT service
stability is related to attributes that aim to provide IT service
continuously in the way agreed with the customer.
Availability means that the delivered IT service availability
matches or exceeds current and future agreed needs of
business. IT service continuity addresses the IT service
continuity and recovery in agreed time, and the management
of risks of the IT service continuity. IT service capacity
relates to the performance and capacity of the operational IT
services. The speed of information processing is very critical
for the IT service customers and is addressed in IT service
performance measurement category. Information security
means that information is available to those who have the
IT Service Effect of IT Service
IT service
influences influences
quality Customer
attributes satisfaction
depends on depends on
External measures Customer survey
measures
rights (confidentiality), that information is complete,
protected and accurate (integrity), and that information is
available and usable when the customer requires it
(availability). IT service dependability is related to the
provider’s ability to handle customers’ service problems
>10@.
Next we illustrate in (Table 4) the quality measures that
were called Product Quality in the PSM. Product Quality can
be viewed in IT service management as the internal quality
of the IT services, i.e., the quality of the Information System.
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IS Quality relates to the system’s ability to support the IT
services delivered. Based on the PSM, ISO/IEC 20000 and
ITIL, the internal measurement categories are: functional
correctness, usability, availability/reliability/maintainability/,
component availability, component capacity, scalability,
adjustability and portability. Functional correctness is
related to the functional defects of the system. Portability
stands for the system’s compliance with the standards.
Usability is related to the problem prevention and resolution
of the problems. The availability of components at agreed
time and the time it takes to have the system working after
the failure both support the reliability of the system.
Component capacity is the power to store and process data,
and absorb changes in the required time. Scalability focuses
on the provider’s ability to ensure growth at the required
speed, without disturbing the business. Adjustability of an
information system relates to the development method,
architecture and infrastructure that can support adjustments
according to the needs of the customer organization.
We illustrate the process performance measures in (Table
5) that can be collected from process assessment or
measuring the effectiveness or efficiency of the processes.
The performance of IT service processes can be measured in
three ways: process assessment is an evaluation of process
performance against process reference model requirements.
ISO/IEC 15504 conformant IT service process assessment
can be conducted based on TIPA methodology >17@. Process
effectiveness in software engineering is measured by the
absence of defects in its outputs and process efficiency by the
increase of software productivity. IT service process
effectiveness is measured through the defects discovered and
rework required after the IT service design phase.
Finally, we illustrate the measures about the perceptions
of the IT service from the customer viewpoint in (Table 6).
SERVQUAL method suggests measuring the gap between
the expectation and perception of the IT service user.
Customer satisfaction survey results provide the most
important insight into how well the IT services have been
provided and received by the customer. A customer
satisfaction survey should include SERVQUAL quality
indicators about the service provider’s attitude and empathy
from the customer’s viewpoint. Customer satisfaction is in
fact the sum of how good the IT service is and how well the
IT service is provided. We should therefore gather customer
feedback also on IT service quality from the users and IS
quality from the customers who are internal to the IT service
providing organization. Customer support is the point of
contact for IT service users on a day-to-day basis known as
the service desk.
IV. CONCLUSIONS
This paper describes the first step in our research work
on the impact of process improvement in IT service
management. The aim of this paper was to identify IT
service quality measures with the help of quality
measurement frameworks of SQuaRE and PSM from
software engineering domain. These frameworks were
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applied to IT service quality attributes described in ITIL,
ISO/IEC 20000 and SERVQUAL.
As a result of the study we have identified IT service
quality measures and indicators grouped into four common
issue areas: IT service quality, IS quality, process
performance and customer satisfaction measures. These
indicators could assist industry to evaluate their progress of
providing better IT service and providing the IT service
better. These indicators will also be used in our further
studies for data gathering from industry as we aim to
evaluate the impact of process performance on the IT service
and IS quality.
ACKNOWLEDGMENT
The present project is supported by the National
Research Fund, Luxembourg and cofounded under the Marie
Curie Actions of the European Commission (FP7-
COFUND).
REFERENCES
[1] J. Spohrer, P. P. Maglio, et al. "Steps toward a science of service
systems." Computer 40(1): 71pp. (2007).
[2] S. Polter, et al., ISO/IEC 20000 - An Introduction, First Edition ed.
Zaltbommel: Van Haren Publishing, 2008.
[3] L. Shu-Ping, et al., "What is the valuable service quality gap for
improving customer satisfaction?," in 6th International Conference on
Service Systems and Service Management, 2009, pp. 242-247.
[4] I. MacDonald, “A simple, low cost but innovative approach to end-to-
end service reporting”, itSMF Whitepaper, 2009
[5] T. Barroero, et al., "Aligning IT Service Levels and Business
Performance: A Case Study," in IEEE International Conference on
Services Computing (SCC), 2010, pp. 570-577.
[6] P. Brooks, Metrics for IT Service Management, First edition ed.
Zaltbommel: Van Haren Publishing, 2006.
[7] A. Parasuraman, et al., "Refinement and Reassessment of the
SERVQUAL Scale," Journal of Retailing, vol. 67, pp. 420-450, 1991.
[8] R. T. Watson, et al., "Measuring information systems service quality:
Lessons from two longitudinal case studies," Mis Quarterly, vol. 22,
pp. 61-79, Mar 1998
[9] L. F. Pitt, et al., "Service Quality - A Measure of Information Systems
Effectiveness," MIS Quarterly, vol. 19, pp. 173-187, Jun 1995
[10] V. Zeithaml, et al., Delivering quality service: balancing customer
perceptions and expectations: Free Press, 1990, Chapter 2
[11] ISO/IEC JTC1 SC7, "ISO/IEC 25020, Software engineering -
Software product Quality Requirements and Evaluation (SQuaRE) -
Measurement reference model and guide," 2007
[12] ISO/IEC JTC1 SC7, "ISO/IEC FCD 25010, Systems and software
engineering - System and software product Quality Requirements and
Evaluation (SQuaRE) - System and software models," 2009
[13] D. N. Card and C. L. Jones. “Status report: practical software
measurement.” Proceedings of Third International Conference on
Quality Software, 2003.
[14] "Practical Software and Systems Measurement: A Foundation for
Objective Project Management, v. 4.0b1”, www.psmsc.com, 2000
[15] R. V. Basili and G. Caldiera, et al. “The Goal Question Metric
Approach”. Encyclopedia of Software Engineering. Ed: J. J.
Marciniak. New York, John Wiley & Sons, Inc., 1994, pp. 528-532.
[16] V. Lloyd and C. Rudd, "ITIL Service Design," OGC, London, 2007
[17] B. Barafort, et al., ITSM Process Assessment Supporting ITIL.
Amersfoort: Van Haren Publishing, 2009
 TABLE II. INDICATOR EXAMPLES OF PSM (PSM)

Common Issue Area Measurement Category Measure Indicator

Product size and stability Physical size and stability Interfaces Interface stability
Lines of Code x Software size – by lines of code
x Software size – lines of code
Physical dimensions Electrical power budget
Functional size and stability Requirements x Requirements stability
x Requirements stability by type of
change
Functional change workload x Multiple indicators by change
requests
x Change requests by priority
Product quality Functional correctness Defects Defect density, etc.
Supportability – Maintainability Time to Restore x System failures
x Mean Time to Restore System, etc.
Cyclomatic Complexity x Software complexity
x Software units complexity
Efficiency Timing x Response time – on-line functions
x Response time during test
Portability Standards compliance Interface compliance validation
Usability Operator errors x Problem reports by type of
problem data
x Operator error distribution by
reason
x Device complexity distribution
Dependability - Reliability Failures x MTBF ranges based on historical
data
x Reliability growth tracked with
mean time to failure
Process performance Process compliance Reference model rating Reference model level
Process audit findings Process audit findings
Process efficiency Productivity x Software Productivity – Historical
vs Proposal
x Evaluating options using software
productivity
Process effectiveness Defect containment Requirements defects discovered after
requirements phase
Rework x Rework effort
x Development effort by
activity – compared to total
rework effort
Customer satisfaction Customer feedback Survey results Customer Satisfaction Survey
Performance rating Performance Award Scores
Customer support Requests for support x Total calls per month by priority
x Mean response time by priority

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 TABLE III. IT SERVICE QUALITY ATTRIBTUES – EXTERNAL MEASURES

Common Issue Area Measurement Category Measure Indicator

IT Service Stability IT Service Availability Maintainability MTRS – mean time to restore IT service
after failure
IT Service Continuity Business Impact Analysis x Business impact on the loss of IT
(BIA) service (financial)
x Mean time to recovery
x Incidents related to IT service
continuity
x Changes related to IT service
continuity
Management of Risks x Number of identified risks and
(M_o_R) threats
x Weighted average of the impact of
aggregated risks
IT Service Capacity Capacity of operational x Incidents related to IT service
services capacity
x Changes related to IT service
capacity
IT Service Performance Speed of information x Incidents related to IT service
processing performance
x Changes related to IT service
performance
Information Security Confidentiality x Incidents related to information
confidentiality
x Changes related to information
confidentiality
Integrity x Incidents related to information
integrity
x Changes related to information
integrity
Availability x Incidents related to information
availability
x Changes related to information
availability
IT Service Reliability Dependability x Incidents, RFCs and problems
handled daily
x Mean time to achieve incident
resolution

TABLE IV. IS QUALITY ATTRIBUTES – INTERNAL MEASURES

Common Issue Area Measurement Category Measure Indicator
IS Quality Functional Correctness Defects Defect density
Portability Standards Compliance Interface compliance validation
Usability Problems and Errors x Number of prevented problems daily
x Number of incidents related to problems
daily
Availability – reliability – Time to Restore x MTBSI – mean time between system
maintainability incidents
x MTBF – mean time between system
failures
x MTRS – mean time to restore system
x Number of incidents resolved out of all
incidents daily
Component capacity Performance of Number of system failures related to
technical components component performance
Capacity of technical Number of system failures related to
components component capacity
Scalability Growth without Incidents related to the speed of growth
business disturbance
Adjustability Complexity System complexity

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 TABLE V. IT SERVICE PROCESS PERFORMANCE

Common Issue Area Measurement Category Measure Indicator

Performance of IT service Process Compliance
processes
Process Efficiency
Process Effectiveness
Reference Model Rating
Process Audit Findings
Productivity
Defect Containment
Reword
Process Assessment Results
Process Audit Results
Historical vs proposed and actual
Requirements defects discovered
after design phase
Rework effort

TABLE VI. CUSTOMER SATISFACTION MEASURES OF IT SERVICES

Common Issue Area Measurement Category Measure Indicator

Customer Satisfaction Customer Feedback Survey Results x Appearance of physical facilities,
equipment, personnel and
communications material
x IT service is provided dependably and
accurately
x IT service provider is willing to help
customers and provide prompt service
x IT service provider conveys trust and
confidence
x IT service provider provides caring,
individualized attention
x Perception of IT service stability
x Perception of IS quality
x Perception of IT service processes’
performance
Customer Support Requests for Support x Total call per day answered,
abandoned
x Average call response time
x Incidents handled daily by service
desk

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