Metrics and the Service Lifecycle
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Agendage da
Designing meaningful metricsDesigning meaningful metricsUsing metrics to
Underpin business goals and objectivesIntegrate your service management processesContinually improve your service management processes
Understanding the metrics lifecycle
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Service Reporting PracticesSe ce epo t g act ces
Common practiceCommon practiceMeasure what you canManually produce reportsManually produce reports Focus on operational performance
B t tiBest practiceImplement a service reporting processAutomate metrics monitoring and reportingUse metrics to measure
What you should measureService management capabilities
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Process interfaces
What should you measure?What should you measure?
Vision • Corporate vision, mission, goals and objectives• IT vision mission goals and objectives• Corporate vision, mission, goals and objectives• IT vision mission goals and objectivesIT vision, mission, goals and objectivesIT vision, mission, goals and objectives
CSFs • Critical Success Factors• Critical Success FactorsCritical Success Factors• What must happen to achieve success
Critical Success Factors• What must happen to achieve success
KPIs • Key Performance Indicators• Key metrics used to manage performance• Key Performance Indicators• Key metrics used to manage performance
Metrics• Measures used to manage performance• Measures used to manage performance
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Monitoring KPIs and Metricso to g s a d et cs
Ch b TChanges by Type
3000Emergency changes linked to incidents Emergency changes linked to projectsStandard (pre-approved) changes Normal changes
2000
2500
nges
1000
1500
# of
cha
n
500
1000
0
Jan
05
Feb
05
Mar
05
Apr
05
May
05
Jun
05
Jul 0
5
Aug
05
Sep
05
Oct
05
Nov
05
Dec
05
Jan
06
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Designing Measurement Systems d M t iand Metrics
Important metrics to collect includeImportant metrics to collect includeBusiness and IT metrics Service metrics Component metrics pProcess metrics
ProgressProgressCompliancePerformancePerformance
M hi h d hi h h
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Measure things that matter and things that can change
The Process Maturity Frameworke ocess atu ty a e o
Optimized Institutionalized process – strategic objectives are aligned with business goals
Managed Well-defined process and process interfaces –objectives and targets are based on business goals
Defined Documented process – agreed objectives and targets
Repeatable Recognized process – no clear objectives or formal targetstargets
Initial No defined process – some procedures – few results retained
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retained
The Metrics Lifecycle – Initiale et cs ecyc e t a
Few predictive activities are occurringFew predictive activities are occurringData collection activities are seen as taking too much time – little (if any) knowledge is captured ( y) g pProcess ownership is unclear – accountability is lowObjectives are unclear – few results are retainedjLittle information is available for continuous improvement – what information is available is received as criticismCosts are high (due to inefficiencies) and not fully understoodCustomer needs are ignored – satisfaction is low
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Publish standards, gather data, measure data accuracy
The Metrics Lifecycle – Definede et cs ecyc e e ed
Trend analysis is occurring – activities are anticipated Trend analysis is occurring activities are anticipated Data collection activities are recognized as valuable –knowledge is capturedg pProcess ownership is clearly defined – accountability is negotiatedObjectives are understood – metrics are a motivatorInformation is made available for continuous improvement – received and recognized as valuableCosts are being managed and more fully understoodCustomer needs are recognized – satisfaction is increasing
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Measure process improvement
The Metrics Lifecycle – Optimizede et cs ecyc e Opt ed
Activities are predicted or preventedActivities are predicted or preventedData collection activities are automated where possible Process owners manage by exception – accountabilityProcess owners manage by exception accountability is highObjectives are being met – continual improvement is a j g pway of lifeInformation capture and dissemination is a way of life –reports are used to make all decisionsCosts have been minimized and can be predicted Customer self-sufficiency is enhanced – satisfaction is high
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Measure process integration
Measuring Process Integrationg g
Incident Managementnt
sIncident Management
Change ManagementProblem Management
Inci
den
Availability, Capacity, Security, Continuity Management
Release Management
# of
I Release Management
Process MaturityProcess MaturityAre “expected” incidents occurring?
Is incident duration increasing? decreasing?
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Is incident duration increasing? decreasing?Is first line resolution % increasing? decreasing?
Communicating PerformanceCo u cat g e o a ce
Go for Go for Go for the Goldthe Goldthe Gold
ITIT P t ti D hb dITIT
Themes
Presentations Dashboards
Themes
NewslettersR t Portals/Intranets
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NewslettersReports Portals/Intranets
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