How should performance metrics and SLAs be managed in contracts?

• A. Rely on subjective assessments without measurable targets
• B. Define measurable targets, monitor data, conduct periodic reviews, and apply penalties or incentives as defined
• C. Ignore data and skip reviews
• D. Use penalties only, never incentives.

Answer: (B)

Clear, measurable performance targets and a governance process are essential for contracts that expect reliable service delivery. When targets are specific and quantifiable, both sides know exactly what constitutes acceptable performance and can measure it objectively. Ongoing data monitoring keeps you informed about current levels and trends, so you can detect issues early rather than after they become big problems. Periodic reviews provide a formal forum to discuss results, investigate root causes, and agree on corrective actions or changes to targets as needs evolve. Including both penalties for underperformance and incentives for meeting or exceeding targets aligns the vendor's motivation with business outcomes, encouraging consistent delivery and continuous improvement. Without measurable targets, disputes arise over what ‘good performance’ means; without data and reviews, you lose visibility and accountability; relying only on penalties or ignoring incentives can skew behavior or hamper collaboration.