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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