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Management of an IT Organization Requires Teamwork, Planning & Oversight
CustomerRequirements
ChangeMgt
ConfigurationMgt
Service DeskFunction
IncidentMgt
ProblemMgt
Service LevelMgt
CapacityMgt
AvailabilityMgt
IT FinancialMgt
IT ServiceContinuity Mgt
IT SecurityMgt
ServiceDevelopment
To achieve the goal requires a proper framework of metrics that recognizes that IT, customers and management may have different reporting requirements that must be recognized and met.
• They must clearly support attainment of the goal• Do not generate metrics just because you can• Do not spend more collecting and creating the metrics than
what they are worth– Don’t spend $20 to report on something that amounts to only $1
• They must be desired by management – beware of the 10-100 page management report!!!– Understand what they need– Keep it concise! 1-2 pages – not 5, 10, 20, etc.– Use a communication medium and format that works for them
• Select metrics that capture impacts to the organization – not just IT– What is the value of the 99.99% availability metric by itself if the
business lost $1 million during that 0.01% of downtime?
During each stage of the process adoption lifecycle you may need to emphasize certain behaviors over others and that will affect the metrics you select.
• Number of changes submitted• Number of changes in process (meaning the backlog)• Number of changes rejected• Number of changes implemented• Number of emergency changes• Number of unauthorized changes• Number of changes that exceeded the allowed change window time• Number of failed changes that did not have a backout plan• Lost units of the goal associated with failed changes (“We lost $100,000 in sales due to the
outage associated with that failed change.”)• Number of changes implemented on schedule• Number of SLAs breached due to a failed change• Number of changes that failed during installation• Number of changes that caused an incident• Number of changes that caused a problem
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get agreement on what is used to
• Number of inaccurate Configuration Items (CIs)– Where the production CI doesn’t match the CI record
• Number of failed changes due to inaccurate CIs• Number of incidents caused by inaccurate CIs• Amount of unplanned work caused by inaccurate CIs• Number of unused licenses (could be + or -)
– We worry about this because license management is one of the frequent large ROI components for doing Configuration Mgt
• Number of unauthorized CIs (entered without a RFC)
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Number of releases that conformed to the organization’s Release Policy
• Number of releases implemented according to schedule• Number of releases implemented late• Number of unauthorized CIs in the Definitive Software Library
(DSL)• Number of releases that were not tested according to plan• Number of emergency releases
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Number of calls to the SD– Calls = Phone, FAX, email and WWW
• Number of calls handed by agent• Number of service requests• Number of incidents• Number of calls handled within SLA targets• Number of calls handled that exceeded SLA targets• Number of tickets addressed during the first contact• Number of tickets escalated due to timing• Number of tickets escalated due to skills required• Average time the caller waits in queue
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Number of incidents• Number of incidents resolved within SLA targets for each level of
priority• Number of incidents escalated to each level of support• Average time to resolve incidents by priority• Number of incidents incorrectly recorded (Priority, Category, Etc.)• Number of incidents incorrectly assigned to the wrong resources
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Number of services covered by SLAs• Number of SLAs that do not have required Operating Level Agreements and/or
Underpinning Contracts• Number of SLA breaches• Number of SLA targets at risk• Business impact of breaches• Number of Service Complaints
– From Customers– From Users
• Number of Service Reviews conducted• Number of Service Reviews past due• Number of Service Improvement Plans (SIPs) Opened• Number of open tasks from SIPs• Number of SIPs closed
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get agreement on what is
• Service availability expressed using an agreed upon measure– Too basic: Availability = Uptime / Time Possible– What metric or combination would be meaningful to the organization?
• Mean time to detect• Mean time to repair (MTTR)• Mean Time Between Service Incidents (MTBSI)• Business Impact of outages• Number of services where availability targets were met
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Number of services with a continuity plan• Number of services without a continuity plan• Number of continuity plans tested• Number of continuity plans not tested according to schedule (the
backlog)• Number of open issues raised by testing• Number of plans deemed “at risk”• Number of plans deemed “ineffective”
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Actual expenses relative to budget– This can be broken down many ways– Number of services with a known costs– Number of services reviewed per schedule
• Charge back– Amount of IT costs absorbed– Profitability (if applicable)– Number of Services with a model in testing– Number of Services with a model implemented
• Customer Satisfaction• “Number” could be an actual count or a ratio. If it’s a ratio, get
• Understand objectives and goals• Understand what stakeholders need• Keep reports focused on what the reader needs• Periodically review the metrics to see if changes are