Developing Metrics for Better ITSM
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This document discusses developing metrics to measure IT service management (ITSM) performance. It outlines a framework for defining metrics that align with business objectives and critical success factors. Key aspects of the framework include establishing a vision and goals, then defining key performance indicators and specific metrics to measure progress. Metrics should be implemented at various levels from business outcomes to individual service components. Challenges in deploying ITSM metrics include selecting the right metrics, collecting reliable data, and ensuring metrics encourage desired behaviors.
Developing Metrics for Better ITSM
- 1. Developing Metricsforbetter itsmAhmed Al-Hadidi1
- 2. About MeMaster of International Business Administration (MIBA) – ESLSCAProfessional Certificate in Information Technology Management - AUCB.Sc. in Electronics Engineering – Al-Mansoura UniversityITIL V3 FoundationPRINCE2 FoundationSix Sigma Green BeltEAITSM Member since 2009
- 3. AgendaIntroductionWhy Measure?Measurement Framework/Process/LifecycleLevels of MeasurementsBalanced ScorecardsTips and Challenges of MetricsConclusion
- 4. Why Measure?If You Can’t MEASURE it, You Can’t MANAGE itIf You Can’t MEASURE it, You Can’t IMPROVE itIf You Can’t MEASURE it, You Probably DON’T CARE About itIf You Can’t INFLUENCE it, You Don’t Need to MEASURE it
- 5. ITSM CSI ApproachWhat is the vision?High Level Business ObjectivesWhere are we now?AssessmentsMeasurable TargetsWhere do we want to be?How do we keep theMomentum going?Process ImprovementHow to we get there?Measurements and MetricsHow do we know we havearrived?
- 7. From Vision to MetricsVision and MissionWe will become the IT service provider of choiceGoals and ObjectivesOur service will meet business defined SLAsCritical Success FactorsResolve Incidents QuicklyKey Performance IndicatorsReduction in time to respond to a callMetricReduce Service Desk ATA during business hours
- 9. Measurement LifecycleDefine what you should measureDefine what you can measureImplement corrective actionGather the dataPresent and use the informationProcess the dataAnalyze the data
- 10. Measurement Lifecycle and Six SigmaADMCI Gather the data
- 11. Define what you should measure
- 12. Define what you can measure
- 13. Present and use the information
- 14. Implement corrective action
- 15. Process the data
- 16. Analyze the dataLevels of MeasurementsBusiness MeasurementITScorecardServiceScorecardServiceDashboardService MeasurementService MeasureComponent MeasurementComponent 1MeasureComponent 2MeasureComponent 3Measure
- 17. Dashboards
- 18. Scorecards
- 20. The “IT” Balanced ScorecardFinancial Control IT Costs to the Business
- 21. Economy of IT Provision
- 22. IT Contracts ManagementCustomerAvailability of IT Services
- 23. Quality of IT Services
- 24. Reliability of IT InfrastructureVisionandStrategyInternal Processes Service-Oriented Culture
- 25. Efficiency of IT Services Provision
- 26. Skilled and Experienced IT Staff
- 27. Support and Delivery ProcessesLearning and Growth Knowledge Transfer
- 28. Introducing New TechnologyThe “Service Desk” Balanced ScorecardFinancial Control Service Desk Costs
- 29. Economy of Service Desk
- 30. Value of Service DeskCustomerAvailability of Service Desk
- 31. Quality of Service Desk
- 32. Reliability of Service DeskVisionandStrategyInternal ProcessesService-Oriented Culture
- 33. Skilled and Experienced IT Staff
- 34. Meeting SLALearning and GrowthKnowledge Base
- 35. Introducing New TechnologyMetrics Should Be
- 36. Creating Metrics that MatterAlign with Vital Business Functions
- 37. Use Metrics as Indicators
- 38. Keep it Simple
- 39. A Few Good Metrics
- 40. Good Enough is PerfectChallenges with Deploying ITSM MetricsWhich Metrics?
- 41. Data Challenges
- 42. Manual Processes
- 43. Metrics can Lie
- 44. Wrong BehaviorThe Philosophy of ITSMIT is the BusinessANDBusiness is the IT
- 45. Questions