IT Metrics that Matter to

Management

Panelists:

Connie Hoffman – Bryan Cave LLP

Barbara Schane Jackson – Sullivan & Cromwell LLP

Moderator:

Elizabeth Parker – Broad and Cassel

Session Description

Listen as C-level executives discuss IT metrics that are relevant to

senior management. Learn which metrics can help you position IT to

be perceived as partners with the business and which metrics help

demonstrate IT’s potential value to the firm’s bottom line.

Date: 8/29/2012

Time: 1:30 p.m.

Location: Maryland C

Typical Metrics

– Budget / spend metrics

• Dollars and cents

• FTE’s / headcount

• TY/LY/Plan

– Capacity & Performance metrics

• Storage

• Speed

• Downtime

– Project related metrics

• Timelines

• % Complete

• Budget to actual

• ROI

– Service metrics

• Help desk volume

• Response times

• Downtime metrics

• What type of “IT” metrics does your Chairman, Managing Partner,

Management Committee receive today? Likely examples:

Based on internal data

Typical Metrics

• Survey results

– Dollars and cents rankings

– Headcount / FTE rankings

– Quartile position against peers

• Highly likely that your management team is also looking closely at

external and comparative metrics. Examples:

Based on external data

Can we Really Learn from Metrics?

• What do all these people do?

• Do I really need all these people?

• Are these people focused on the right things?

• Lots of data, but how much insight?

• Where can we cut expenses?

• How can we be more competitive?

• What is our return on IT investment?

• Are we investing in the right places?

Address the Obvious

If the “typical” metrics raise a red flag, address

perceived problem areas.

Crucial for credibility

Eliminates distractions

Shift the Focus

• How do you shift this line of questioning to

focus on the alignment of the IT team’s

efforts to the goals of the firm?

– Really do need to know enough about firm

direction to be aligned

• Measure the alignment

– Demonstrate value, not just spend, headcount,

project level accomplishments.

• Measure the value

Demonstrate Value, examples

Use help desk to find hidden gems for improvement.

Work with practices and operations areas to make

maximum and optimal use of what you own.

Use metrics to demonstrate value

Real Life Example One

Help Desk Metrics to Monitor 3E

Rollout and Identify Next Areas for

Improvement

Going Live on Elite 3E

• Measured Performance Through Entire Project – Final data conversion completed 5 days earlier than fastest test

time

– Brought finance users worldwide live early, staging users to watch

for problem areas

• Began on Friday, April 13, 2012

• Almost all areas live by Thursday, April 19, 2012

– Brought 1600 users of customized Time Modify and approximately

200 partner secretary / partner support resources live on partner

billing process on April 23rd

Week 1

Billing

• More than ½ of the

tickets were DTE

questions

AP/GL

• Checks

• Imaging

• “How do I?”

System Access

• Secretaries and

other support staff

requesting access

to Time Modify /

user role mapping

for time modify

Open Help Desk Tickets

Open Help Desk Tickets Week 4

Open Help Desk Tickets Week 5 Week 5

Billing

• 27 Tickets Avg;

complex billing

questions

AP/GL

• 13 Tickets Avg;

many requests for

new features

Reports and Metrics

• 20 Tickets Avg;

How to questions

and requests for

new information

June Statistics

• As of end of day, Friday, June 22, 2012 (Live two

months)

– 66 Elite open incidents (includes enhancement requests)

– 116 open support tickets (S&C help desk system) including issues,

questions, new functionality requests

• 12 are Elite reported incidents

• 20 bill template enhancements with a target delivery dates now

through eom September

• 10 – 12 are requests for new reports / modifications to existing

reports

• Average help desk support tickets per day

– 4.7 tickets per day Including weekend days

– 6.5 tickets per day excluding weekends

The Result

• Commitment to implement new projects using

change management methodology that includes

constant measurement against goals

• Measures used to establish “phase two” objectives

– Time entry opportunity on the horizon – improve user

experience and improve user productivity

– Additional billing functionality rollout to key practice groups

Go on the Offensive

Dramatic opportunity to improve user

experience and productivity

Embrace a changing world

Increasing challenge of security

Conundrum of the Cloud

Real Life Example Two

Evaluating New Directions –

Viability of the Cloud

To The Cloud!

Firm owned &

managed

Private Network

Firm owned

Co-located /

Co-managed

Private Cloud

Vendor owned &

managed

Private Cloud

Vendor owned &

managed

Public Cloud

Less Customization – More Flexibility

Technology Services Cloud Candidacy

End-User Impact

Disruptive Transparent

Serv

ice C

hara

cte

risti

cs

Customized

Commodity

NOW

› Email Continuity

› SPAM Management

› Email Archive

› Lit. Support Case Tools

› Network Infrastructure

› Data Storage

› Application Servers

› Bus Dev Tools

› Document/Content Management

› Enterprise Search

› Office Telephone System

› Emailboxes

› Intake & Conflicts

› BI Apps

› Core App Suite

› Accounting Systems

› Time Entry

› HR Systems

› Intranet

SOON

MAYBENE

VER

SOON

Questions?