Paul, the IT Director in charge of five IT support staff who provide the first line of support to a company of 150 people, received a number complaints from other departments about the performance of IT support. Some complaints were about slow response, and some irrelevant/unclear responses to the IT issues raised. Shocked by the feedback, Paul decided to investigate. He talked to the five staff. Below was the info. He gathered. Staff 1: The workload was overwhelming. I could barely have time to breath. A lot of issues were complex and took time to investigate, so couldn't respond in time. Staff 2: I just started my work. There wasn't much training, so it took me a while to find my way around. I felt that everyone was busy with their own stuff, I could barely find any support for my work. It was very stressful to work here. Staff 3: Some issues reported by business users were unclear, so I needed time to investigate. There wasn't a system to support issue or ticket tracking. It was difficult for me to track every ticket and issues reported. I used an Excel, but it was only me. Others noted things down on a piece of paper. Staff 4: Each department had its own applications, which I was not familiar with. We were not notified of their new applications, so it made it difficult to trouble shoot. Staff 5: There were some common issues that kept occurring. But I forgot the solution to these issues, so had to start from scratch. It was frustrating. Based on the description above, identify three process performance measures for the IT support process and justify how the measures would help the IT department achieve the goals of reducing operating budget and improving quality of the client-centric services. Create a table with three columns: the name of the process performance measure, a clear definition (description) for each measure, and justification for recommending the measure.