Dates 

Begun in earnest 7/28/2009.  Let's get "it" done by the end of the first week of August, the 7th.

Goals 

Goal 1: reduce the number of Quarterly Reporting measures to approximately five.  But five that the HD really believes in.

Goal 2: accomodate the changing nature of the tools being used and the metrics they can easily support.  Namely, RT-on-the-web to RT-via-the-Warehouse.

Goal 3: organize measures into the natural scheme that Barb like to promote -- People, Process, Product.

People

Rob, Barb, Barbara

Analyzingwhat we have been able to do and what we can still do going forward, and what we could do that's new. 

Issues:

a.) the warehouse does not easily report on custom field values per ticket, certainly not in the easy row-by-row manner that Casetracker and RT did.  This affects "Method", "Software", "Hardware", "OS", etc.  It may be necessary to pull separate reports for each of these variables.  (Which can be easily done in Brio.)

b.) the warehouse ticket_detail table does not keep track of the requestor for a ticket if the requestor does not have an MIT ID.  User@gmail.com, say, or more than one user become lost to the reporting tool.  I need to escalate that to tooltime and the warehouse team.  To retain the original requestor field text.

 c.)

Inventory of Measures in FY09.

(until the wiki upgrade to version 3 this weekend, I will leave this tabular data in a separate Excel sheet.)

Guiding Concepts for Moving Forward 

Definitions... 

Metric -- a dimension along with the success of the Service Desk will be measured.  Client Satisfaction, say.

Measures -- one or more readings of variables that inform a metric. 

Our approach is to choose a few key metrics, that are each supported by a cluster of measures that contribute to the context and understanding of the current state of the metric.

Benefits

Metrics, when used effectively within the measurement framework, help to:

 

Provide the instrumentation for management control

 

Make it easier to concentrate what’s important

 

Make it easier to spot danger in time to correct it

 

Improve moral in an organization by recognizing successes

 

Stimulate healthy competition between process owners

 

Align IT with the business goals and objectives

 

Drive cost efficiencies and effectiveness

 

Improve service levels and quality of service increasing satisfaction.


Realizing the Value in these things...

Majority of IT organizations produce management reports, facts and figures.  But there are three key questions to ask:
1. who receives existing reports?
2. what is done with them?
3. to what degree do they support goals?

Goals and Objectives Alignment

Align IT objectives with the customer.  Develop the critical success factors required to meet those objectives, then build KPIs to monitor improvement and progress.
Align metrics to support goals.  Ask: "what actions are required?" and "how will actions be verified?"

Are service levels at or above expectations?
-- if not what actions are required to improve service levels?  How will actions be verified?  (How can we prove we did something)
-- cycle back after improvement attempts and see if it helped. 
The performance measurement lifecycle provides a basis for continual improvement. 
1. define what you should measure
2. define what you can measure
3. gather the data -- who? how? what? do we believe the data?
4. process the data -- frequency? format? system? accuracy?
5. analyze the data -- relations? trends? targets met? causes? corrective action?
6. present and use information, assessment, summary, action plans, etc.
7. implement corrective action

Anatomy of Measurements

What are the core attributes of basic measurements?

  • Current -- current temperature
  • Previous -- yesterday's temp.
  • Trend -- up or down
  • Polarity -- which direction is better? (up or down)
  • Threshold -- at what level should you consider intervening?
  • Banding -- seasonal range?  inherent variation? (statistical process control...)
  • Period -- "daily" "weekly" "monthly", etc.
  • Timestamp -- when do you measure
  • Frequency -- how often
  • Target -- optimatl setting
  • Baseline -- last year's temp
  • Benchmark -- high/low/average

Key Performance Metrics (KPMs)

Metrics can br grouped or classified by themes to create key performance metrics. -- "Effectiveness", "Utilization", "Efficiency", etc.

Key Performance Indicator (KPIs)

Key performance metrics can be aggregated together to create a key performance indicator.  Metrics can be aggregated or classified to create KPIs.  LIke:
Efficiency Indicators: Revenue/TCO, Days/AR, IT Staff/Users, TCO/User
Effectiveness Indicators: Managers/IT Staff
Quality Measures: MTBC, MTTC, Call Abandon Rate
Benefits Realized: Return on Total Assets, Revenue/Headcount

Techniques for Reporting Metrics

Role-based dashboards help link to overall objectives.  Line managers would see process parameter DBs, managers would see staff/$/process dashboards, Directors would see something more summary and oriented to the bottom line
Process Mapping -- provides the instrumentation necessary to control and improve the process.
Cost Distribution maps pinpoint potential cost effectiveness improvement opportunities

Interpreting the Data

Balanced Scorecard methodology translates the organization's strategy into performance objectives, measures, targets and initiatives.  (1. Financial, 2. User Community, 3. Internal Processes 4. Learning and Growth)

Administration of Metrics Data

Objective: to document, record and administer the metrics data in a central repository.
Description: data needs to be stored in a metrics data base, MDB.  A central repository is preferred.

More Stuff fro Micromation

IT benchmarking -- http://www.micromationinc.com/TCO007.htm

Outputs: performance-based reports.  Trend analysis.  Exception reporting.  Process Initiative Status.  Benefits realized.  Production of the measurement reports.

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