04 mod04 csi methodsandtechniques c.02
Post on 03-Jun-2018
216 Views
Preview:
TRANSCRIPT
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
1/89
Copyright 2013 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice.
CSI Methods and
Techniques
Module 4HF441S C.02
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
2/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.2
Continual service improvement methods and
techniques
Assessments Gap analysis
Benchmarking Service measurement
Metrics
Balanced Scorecard, SWOT Analysis Return on investment
Service reporting
CSI and other service management processesAvailability management techniques
Capacity management techniques
Consideration for ITSCM requirements
Problem management
Knowledge management
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
3/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.3
Assessments
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
4/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.4
Assessments
Assessments are the formal mechanism for comparing the
operational process environment to the performance standards for
the purpose of measuring improved process capability and/or to
identify potential shortcomings that could be addressed
Provide an approach to sample particular elements of a process of
the process organization (effectiveness and efficiency) Covers people, process and technology
Based on a defined or selected maturity model (e.g. CMMI, COBIT
or ISO20000)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
5/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.5
When to assess
Assessments can be carried out at any time
Assessment timing is in line with the improvement lifecycle
Plan (project initiation): Assess the targeted processes at the
inception of process introduction to form the basis for a process
improvement project
Plan (project midstream) A check during implementation orimprovement activities serves as validation that process project
objectives are being met and provide tangible evidence
Do/check (process in place) Upon the conclusion of a processproject, it is important to validate the maturation of process and
the process organization through the efforts of the project team
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
6/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.6
What
Process only
People, process and technology
Full assessment
How
Self assessment
External organization
What to assess and how
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
7/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.7
What Process only
People, process and technology
Full assessment How
Self assessment
External organization
Using external resources for assessments
Pro: Objectivity; expert ITIL knowledge; broadexposure to multiple IT organizations; analyticalskills; credibility; minimal impact to operations
Con: Cost; risk of acceptance; limitedknowledge of existing environments;improper preparation affects effectiveness
Performing self-assessmentsPro: No expensive consultants; self-assessmentsavailable for free; promotes internal cooperation andcommunication; good place to get started; internalknowledge of environment
Con: Lack of objectivity (internalagendas); little acceptance of findings;internal politics; ;limited knowledge orskills; resource intensive
What to assess and how
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
8/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.8
Advantages
An objective perspective of the current operational process state
A useful management process in measuring progress over time
Compares company process maturity to industry benchmarks
Risks
Provides only a snapshot in time of the current processenvironment
Vendor-generated models used in outsourced assessments maymake comparisons with industry standards difficult
Assessment can become an end in itself
Having the right level of resources to conduct the assessment
Assessment results are subject to the opinion of the assessors
Advantages and risks of assessments
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
9/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.9
The relationship of services, processes and systems
Business process
IT service IT serviceIT service
IT system IT system
ITcomponent
ITcomponent
ITcomponent
ITcomponent
ITcomponent
ITcomponent
ITcomponent
IT processes
Logical
Physical
Crown Copyright2011. Reproduced under licencefrom the Cabinet Office.
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
10/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.10
Value of processes versus maturity of processes
Additional considerations
Added business value
Quick gains
Costs Resources
Competing projects
Culture
Etc.
Largely overdoing ITin relation to thelow value of IT to
the business
Area where thebusiness runs
high risks
Value ofIT processes
to the
business
1 2 3 4 5
CAP
AM
SLM
Lowvalue
Low Maturity of IT processes High
RISK!
Crown Copyright2011. Reproduced under licencefrom the Cabinet Office.
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
11/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.11
Gap analysis
It is a business assessment tool enabling an organization tocompare where it is currently and where it wants to go in the future
It can be conducted from different perspectives:
Organization
Business direction
Business processes
Information technology
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
12/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.12
Benchmarking
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
13/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.13
Benchmarking
It is a specific type of assessment
A process of evaluating an organizations processes in relation to
best practice.
Allows an organization to develop plans to bridge the gap
Could be one time but usually continuous process
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
14/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.14
Benchmarking
It is a specific type of assessment
A process of evaluating an organizations processes in relation to
best practice.Allows an organization to develop plans to bridge the gap
Could be one time but usually continuous process
Need to:Ensure senior management support
Take external view
Compare processes not outputsInvolve process owners
Create benchmarking teams
Acquire new skills
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
15/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.15
Benchmarking procedure
Identify problem areas through:
Informal conversations
Focus groups
Marketing research
Quantitative research
SurveysQuestionnaires
Re-engineering analysis
Process mappingQuality control variance reports
Financial ratio analysis
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
16/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.16
Benchmarking costs
Benchmarking is a moderately expensive process, but most
organizations find that it more than pays for itself. The three main
types of costs are:Visit costs
Time costs
Benchmarking database costs
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
17/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.17
Value of benchmarking
A benchmark is the basis for:
Profiling quality in the market
Boost staff morale
Building customer trust
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
18/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.18
Value of benchmarking
A benchmark is the basis for:
Profiling quality in the market
Boost staff moraleBuilding customer trust
Benchmarking as a lever
Helps overcome paradigm blindness (always did it this way)Opens organizations to new methods, ideas and tools
Benchmarking as a steering instrument
Management technique to improve performanceOngoing method of measuring and improving
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
19/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.19
Benchmarking categories
Internal benchmarks
Comparison to industry norms
Direct comparisons with similar organizations Comparison with other systems or departments (within same
company)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
20/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.20
Benefits
Economy lower prices, higher productivity
Efficiency comparing cost of IT with other organizations
Effectiveness business objectives realized
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
21/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.21
Who is involved
Internally:
Customer
Consumer Internal service provider
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
22/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.22
Who is involved
Internally:
Customer
Consumer Internal service provider
Externally: External service provider
The public
Benchmarking partners
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
23/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.23
What to benchmark?
Differences in benchmarks between organizations are normal
There are intangible but influential factors that cannot be
measured, such as growth, goodwill, image and culture Direct comparison with similar organizations is most effective if
there is a group of organizations with similar characteristics.
Comparison with other groups in the same organization normallyallows a detailed examination of the features being compared
Apply the 7-step improvement process to benchmarking (more
detail on the next slides)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
24/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.24
Benchmarking stages
Four basic stages Planning
AnalysisAction
Review
Alternatively apply seven-step improvement process
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
25/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.25
Benchmarking and the 7 step improvement process
1. Identify the strategy for improvement
2. Define what you will measure (should or can measure)
Select the broad service or service management process orfunction to benchmark in relation to stakeholder needs
Draw up a preliminary list of potential benchmarking partners
Identify possible sources of information and methods of collectionto confirm the suitability of potential partners
Within that process, define the activities to be benchmarked
Identify the resources required for the study.
Confirm the KPIs to measure the activitys performance
Document the way the activities are currently completed
Agree the plan and its implementation
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
26/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.26
Benchmarking and the 7 step improvement process
3. Gathering
Collect information to identify the most likely potential
benchmarking partner to contact
4. Process the information
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
27/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.27
Benchmarking and the 7 step improvement process
3. Gathering
Collect information to identify the most likely potential
benchmarking partner to contact
4. Process the information
5. Analyzing
Confirm the best potential benchmarking partner and make a
preliminary assessment of the performance gapEstablish contacts and visit to validate and substantiate the
information
Compare the existing process with that of the benchmarkingpartner to identify differences and innovations
Agree targets for improvement that are expected as a result of
adopting the benchmarking partners ways of doing things
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
28/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.28
Benchmarking and the 7 step improvement process
6. Presenting and using
Communicate the results of the study throughout the relevant parts
of the organization and to the benchmarking partner
Plan how to achieve the improvements
7. Implement improvement (corrective action)
Review performance when the changes have been embedded in
the organizationIdentify and rectify anything which may have caused the
organization to fall short of its target
Communicate the results of the changes implemented to theorganization and the benchmarking partner
Consider benchmarking again to continue the improvement
process
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
29/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.29
ITIL best practice
Core publications
Consulting and professional expertise
Process maturity comparison and CMMI
0 Non existent Nothing present
1 Initial Concrete evidence of development
2 Repeatable Some process documentation but someerrors likely
3 Defined Standardized and documented
4 Managed Monitored for compliance
5 Optimized Processes are considered best practicethrough improvement
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Finance 2.67
Incident/SD 2.49
Continuity 2.42
Release 2.36
Change 2.26
Capacity 2.02
Availability 1.97
Service Level 1.96
Problem 1.83
Configuration 1.66
Comparison with industry norms (1 of 2)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
30/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.30
Comparison with industry norms (2 of 2)
Total cost of ownership (TCO)
Developed by Gartner, has become a key measurement of the
effectiveness and the efficiency of servicesDefined as all the costs involved in design, introduction,
operation and improvement of services from inception to
retirementOften measured relating to hardware components
CSI needs to consider TCO as part of any improvement plans
Often used to benchmark specific services in IT against other
organizations, i.e. managed service providers
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
31/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.31
Benchmark approach (1 of 2)
Benchmarking establishes the extent of an organizations existing
maturity with best practice and help in understanding how that
organization compares with industry normsAn internal benchmark
Completed internally using resources from within the organization
to assess the maturity of the service management processesagainst a reference framework
An external benchmark
This would be completed by an external third party. Most of
these have their own proprietary models for the assessment of
service management process maturity
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
32/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.32
Benchmark approach (2 of 2)
Helps to answer:
How does IT spend compare to other organizations?
How does IT compare to similar functions internal and ext?
How does IT compare across business units?How does IT compare across locations or technologies?
How effective is IT service delivery?
Which is the most appropriate sourcing option?
Is the value of long term sourcing agreements maintained?
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
33/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.33
Benchmark approach (2 of 2)
Helps to answer:
How does IT spend compare to other organizations?
How does IT compare to similar functions internal and ext?
How does IT compare across business units?How does IT compare across locations or technologies?
How effective is IT service delivery?
Which is the most appropriate sourcing option?
Is the value of long term sourcing agreements maintained?
IT benchmarking types available separately or in combination:
Cost and performance for internal service providers
Price and performance for external service providersProcess performance against industry best practice
Financial performance of high-level IT costs against industry or peers
Effectiveness considering satisfaction ratings and business alignment
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
34/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.34
Organizational profile key components
Company information profile (landscape of an organization)Company size, industry type, geographic location, types of users
Current assets
IT asset mix (production IT, desktop and mobile clients, peripherals, network andserver assets
Current best practices Policies, procedures and/or tools to improve returns and their maturity and degree
of usage Complexity
Information about end-user community, type and quantities of varied technologies
in use and how managed
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
35/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.35
Service measurement
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
36/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.36
Service measurement
It is no longer sufficient to measure and report against the
performance of an individual component such as a server or
application. IT must now be able to measure and report against
an end-to-end service
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
37/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.37
Service measurement basic measurements
Basic measurementsAvailability of the service
Reliability of the service Performance of the service
Measurement should not be to protect oneself or point blame
Component level measurement necessary but must go further
Service measurement must include individual measurements andcombine them to provide a view of the customer experience
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
38/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.38
Design and develop a service measurement framework
Challenge for IT to create a Service Measurement Framework that
leads to value added reporting
As much an art as a science Service management is not an end in itself
First understand business processes and identify those critical for
value Past and future focus
Steps to a successful service measurement framework: Origins
Building the framework and choosing measures Critical elements of a service management framework
Performance measures
Defined roles and responsibilities
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
39/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.39
Different levels of measurement and reporting
Creating a service measurement framework will require the ability
to build upon different metrics and measurements
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
40/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.40
End-to-end service measurement
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Technology Domain vs. Service Management
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
41/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.41
Point in time and Real time service measurement
Service Scorecard This provides a snapshot view of a particular service (point in time)
Service Dashboard
Can include the same measures as those reported on the scorecard but theseare real time measures that can be made available to IT and the business
through the intranet or some other portal mechanism
Crown Copyright2011. Reproduced under licencefrom the Cabinet Office.
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
42/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.42
Service management model
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Examples of KPIs that reflect value of service
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
43/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.43
pmanagement
KPI Service Management Process Comment
Improved availability (byservice/systems/applications)
Availability management
Capacity management
Incident management
Problem management
Change management
Service level management
Improved monitoring and reportingof service availability.
Expanded incident lifecycle,removing errors from the
infrastructure, reduction of failedchanges; improved understandingof business requirements and ITcapability proactive planning
Reduction in service level breaches(by service/systems/applications)
Availability management
Capacity management
Incident management
Problem management
Change management
Service level management
Improved monitoring of services.Priority model, incident ownership,
monitoring and tracking; removal oferrors from the infrastructure,reduction of failed changes; explicitService Level Agreements
Reduction in mean time to repair(this should be measured by prioritylevel, and not in a cumulative basis)
Incident Management
Event Management
Problem Management
Improved escalations, improvedknowledge, improved prioritisation.Priority model and OperationalLevel Agreements
Examples of KPIs that reflect value of service
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
44/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.44
pmanagement
KPI Service Management Process Comment
Reduce percentage of urgent andemergency changes (by businessunit)
Change management
Service level management
Creating lead time policies
Improved planning and schedulingreduces the need for urgent andemergency changes
Communicating change lead timesto the business
Reduction of major incidents Problem management
Incident management
Change management
Service level management
Capacity management
Availability management
Access management
Improved monitoring of services.Priority model, incident ownership,
monitoring and tracking; removal oferrors from the infrastructure,reduction of failed changes; explicitService Level Agreements
C i f k id
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
45/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.45
Define what to measure at process activity level
These should support process KPIs
KPIs need to support higher level goals
Example of high-level goals and KPIs
High-levelgoal
KPI KPI category Measurement Target How and who
Manageavailabilityandreliability ofa service
Percentageimprovement inoverall end-to-end availabilityof services
Value Quality End-to-end serviceavailability based onthe componentavailability that makesup the service AS400availability, networkavailability, applicationavailability
99.995% TechnicalManagers,Technical Analyst,Service LevelManagement
Creating a measurement framework grid
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
46/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.46
Metrics
T f t i Office Space = TPS Reports
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
47/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.47
Types of metrics
Technology metrics component and application based (e.g.performance, availability)
Process metrics critical success factors (CSFs), KPIs and activity
metrics Service metrics
end-to-end service performance
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Office Space = TPS Reports
C iti l f t (CSF ) d K f
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
48/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.48
Critical success factors (CSFs) and Key performance
indicators (KPIs) Identify 2 to 5 CSFs for service or process
Identify 2 to 5 KPIs per CSFs (KPIs change over time)
Crucial to apply a set of metrics to each goal to meet Types of KPIs
Qualitative
Quantitative
Ensure KPIs are fit for useWhat does KPI tell us about goal achievement?
How easy is it to interpret the KPI?
When do we need the information, how often, how rapidly available?
How stable/accurate, sensitive to external, uncontrollable influences?
How easy to change the KPI itself?
To what extent can it be measured now?
T i t i
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
49/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.49
Tension metrics
Effort from any support team is a balancing act of three elements Resources people and money
Functionality the product or service and its quality The schedule
Delivered product or service represents a balanced trade-off
Prevent focus on one element only
Tool to create shared responsibilities between team members/roles
Goals and metrics
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
50/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.50
Goals and metrics
Each stage of the service lifecycle requires very specificcontributions from the key roles identified
Each stage has very specific goals to meet Quality of the service will be determined by
how well each role meets its goals
how well those sometimes conflicting goals are managed along the way Important to measure performance by applying a set of metrics toeach goal
Breaking down goals and metrics
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
51/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.51
Breaking down goals and metrics
Most IT service organizations do not use more detailedperformance measures that are in line with key business drivers
Key business drivers were translated into service level requirements
(SLRs) and operations level requirements (process, skills andtechnology)
Requirements for IT services and IT components would determinehow processes in the lifecycle are measured and managed, andthus how the performance and growth of professionals should bemeasured
Metrics can be classified into three categories:
financial metrics (e.g. expenses/total percentage of hours spent on projects ormaintenance)
learning and growth metrics (e.g. contribution to knowledge management)
organizational or process effectiveness metrics
Using organizational metrics
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
52/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.52
Using organizational metrics
Measurements and metrics should be woven through the completeorganization (strategic and tactical level)
The IT services manager needs to know what and how well eachpart of the organization contributes to the final success
Measurements must focus on results and not on efforts
Focus on the organizational output and try to get clear what thecontribution is
Goals and metrics can be defined for each role in the processes ofthe lifecycle
Interpreting and using metrics
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
53/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.53
Interpreting and using metrics
Do the results make sense?
Do the numbers add up?
If not-
e.g., Service Desk reporting more first contact resolutions than actualcalls logged - investigate before taking action on the results
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
54/89
Interpreting metrics
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
55/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.55
Interpreting metrics
Simply looking at some results anddeclaring a trend is dangerous
The figure shows a trend that the ServiceDesk is opening fewer incident tickets
over the last few months
Crown Copyright 2011. Reproduced under licence from the Cabinet Office
Are there fewer incidents?
Are customers going elsewhere? Has self-help been introduced?
Further investigation is required?
Using measurement and metrics (1 of 3)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
56/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.56
Using measurement and metrics (1 of 3)
Metrics can be used to:Validate - are we supporting the strategy and vision?
Justify do we have the right targets and metrics? Direct based on the factual data, people can be guided to change behavior
Intervene take corrective actions such as identifying improvement opportunities
Using measurement and metrics (2 of 3)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
57/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.57
Using measurement and metrics (2 of 3)
Another key use of measurements and metrics is for comparison
purposes:
Comparison against the baseline Comparison against a target or goal
Comparison with other organizations
Comparison over time
Comparison between different business units Comparison between different services
Using measurement and metrics (3 of 3)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
58/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.58
Using measurement and metrics (3 of 3)
Some types of metrics are often more activity based than volume
based, but are valuable in a operational perspective:
The services usedMapping of customers to services
Frequency of use of services
Times of day services used
The way each service is usedPerformance of components used to provide the service
Availability of components used to provide the service
Creating scorecards and reports
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
59/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.59
g p
Service measurement information used for three reasons: Report on the service to interested parties
Compare against targets
Identify improvement opportunities
3 distinct audiences for reporting purposes The business
IT management IT operational/technical managers
Creating scorecards that align to strategies
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
60/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.60
g g g
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Creating reports (1 of 2)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
61/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.61
g p ( )
Before starting its design it is important to know:Who is the target audience of the report?
What will the report be used for?
Who is responsible for creating the report
How will the report be created?
How frequently will the report be created?
What information will be produced, shared or exchanged?
Example of a summary report format:Report for the month of:
Monthly overview This is a summary of the service measurement for the month and discusses anytrends over the past few months. This section can also provide input into..
Results This section outlines the key results for the month
What led to the results Are there any issues/activities that contributed to the results for this month?
Actions to take What action have you taken or would like to take to correct any undesirableresults? Major deficiencies may require CSI involvement and the creation of a SIP
Predicting the future Define what you think the future results will be
Creating reports (2 of 2)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
62/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.62
g p ( )
Reports can be set up to show the following: Results for a service supporting reports would be the individual measurements
on components
Health of a service management process this report will have certain process
KPI results
Functional reports such as telephony reports for the Service Desk
Reported outage minutes
Total outages
Outages caused by
changes
5,000
4,000
3,000
2,000
1,000
0
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Setting targets
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
63/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.63
g g
Quantified objectives to be obtained
Express aims of service or process and help identify problems and
improvement opportunities Driven by Service Level Management
SLM needs to understand business requirements and ITs ability to
meet these requirements
Targets should be SMART (Specific, Measurable, Achievable,
Relevant, Timely)
Targets can influence behavior
Baselines should be established
Measuring and reporting frameworks
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
64/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.64
Balanced Scorecard (1 of 2) Technique developed by Kaplan and Norton in the mid-1990s
Involves the definition and implementation of a measurement framework
covering four different perspectives
Complementary to ITIL
ITIL is a registered trade mark of theCabinet Office
Measuring and reporting frameworks
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
65/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.65
Balanced Scorecard (1 of 2) Technique developed by Kaplan and Norton in the mid-1990s
Involves the definition and implementation of a measurement framework
covering four different perspectives
Complementary to ITIL. Some of the links to IT include the following:
Client perspective IT as a service provider, primarily documented in
Service Level Agreements (SLAs)
Internal processes Operational excellence utilizing Incident, Problem,Change, Configuration and Release Management as well as other IT
processes; successful delivery of IT projects
Learning and growth Business productivity, flexibility of IT, investments
in software, professional learning and developmentFinancial Align IT with the business objectives, manage costs, manage
risks, deliver value; IT Financial Management is the process used to
allocate costs and calculate ROI
Balanced Scorecard (2 of 2)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
66/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.66
The 4 perspectives are focused around the questions:
Internal
What must our IT providers(internally) excel at?
Financial
As customers how do we view the costsof IT provision?
Availability of IT services
Quality of IT services
Performance of IT services
Value for money IT services
Reliability of the IT infrastructure
Support of hands-on IT users
Service-oriented culture
Skilled staff. And IT expertise
Efficiency of IT service provisionService delivery times
Processing capacity
Security
Accountability of IT provision
Flexibility of the IT infrastructure
Ability to control changes to IT services
and the IT infrastructure
Adaptability of the IT infrastructure to
changing demand in the business
Communication and knowledge transfer
Business productivity in relation to IT costs
Harnessing (new) technology
Customer
What do we as customersexpect of IT provision?
Understanding IT costs to the business
Ability to control IT costs to the business
Economy of IT provision
Return on IT infrastructure investments
IT contracts management
Innovation
Does our IT infrastructure enable us tocontinue to improve the business?
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
Service Desk Balanced Scorecard example
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
67/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.67
Financial Goal Performance indicator Customer Goal Performance indicator
Ability to control ServiceDesk costs
Economy of Service Desk
Value of Service Desk
Accuracy of Service Deskcost forecasts
Competitiveness of service
Costs of Service Desk
Quality of Service Deskservices
Reliability of Service Desk
Performance of Service
DeskSupport of hands-on users
Availability of ServiceDesk (in IT usersperception)
Compliance to SLAs
Restoration of serviceOn-time service delivery
Number of registered usercomplaints about IT
Innovation Goal Performance Indicator Internal Goal Performance indicatorBusiness productivity
Service culture
Flexibility
Minimize MTRS
Improvement in businessturnover
Reduction in business costs
ascribable to the ServiceDesk
New ways to improveservice
Incident resolution
Elapsed time for incidents
Meeting SLAs
Professionalism
Percentage of first-time-right incident resolution
Time spent on resolution
Incidents resolved within
SLAsTreating customers withrespect
SWOT analysis
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
68/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.68
Strengths, Weaknesses, Opportunities and Threats Internal Strengths and Weaknesses
External Opportunities and Threats
SWOT analysis
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
69/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.69
Strengths, Weaknesses, Opportunities and Threats Internal Strengths and Weaknesses
External Opportunities and Threats
Analysis should help identify actions to: Develop, exploit and capitalize on the organizations strengths
Reduce, minimize or remove weaknesses
Take maximum advantage of opportunities Manage, mitigate and eliminate threats
Performed at various levels Individual, departmental, divisional or corporate
Common pitfalls Conducting SWOT before defining desired end state
Confusing opportunities with strengths (keep them separate)
Confusing opportunities with possible strategies
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
70/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.70
Return on investmentService Reporting
Creating a return on investment
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
71/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.71
Important to know all of the following Costs of:
Downtime, rework, doing redundant work, non-value added projects, latedelivery of applications, escalations, different employee levels
Approaches include measuring:
Impact of minutes lost
Impact by business transaction
The true cost of downtime that has been agreed on
Establishing the business case (1 of 3)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
72/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.72
The reason for undertaking a service or process improvement
initiative
Should provide data and evidence relating to costs and expectedbenefits
Be aware that: Process redesign activities are complex and cost might be difficult to predict
Organizational change impact often underestimated Changed process usually requires changed competencies and tools more
expense
Focus should consider value on investment (VOI)
Establishing the business case (2 of 3)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
73/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.73
How does IT process improvement add value to the organization?
Examples of business value measures:
Time to market Customer retention
Inventory carrying cost
Market share
ITs contribution can be captured as:
Gaining agility
Managing knowledge
Enhancing knowledge
Reducing costs
Reducing risk
Establishing the business case (3 of 3)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
74/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.74
Tendency for IT to overemphasize technology and tools Important to help the business understand the business value
Show as is and to be states
Consider lost value by notundertaking improvement activities
Ensure success criteria are clearly defined
As is To bePeople Operating in silos, no common language,
focus and no seamless handoffs betweengroups
Common language, integrated matrixapproach and common focus
Process Lacks common processes, not consistent andrepeatable
Seamless process framework, end-to-endservice delivery, consistent and repeatable
Technology Multiple redundant tools, no-tools, domainbased tools not integrated with people andprocesses
Integrated suite of tools which enable ITservice modelling, process integration andshared data access.
Expectations Whats in it for me?
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
75/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.75
Business:What are the benefits of ITIL process improvements?
How does it impact my business?
Revenue increase Cost reduction
Value on investment
CFO:What is the ROI?
Payback time?
IT: How do ITIL benefits translate to business benefits? Find 1-2compelling reasons why the organization should spend so muchtime and money
Business cases in data-poor environment
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
76/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.76
What if you have no existing processes in place and therefore no
data on which to initiate improvements? Establish basic measurement capabilities
Gather data
Establish a baseline
After an agreed period identify whether a need exists for a process
improvement initiative
Another approach is to undertake a process maturity assessment
against ITIL practices (although this assessment wouldnt provide
the data to justify spending money)
ITIL is a registered trade mark of theCabinet Office
Measuring benefits achieved
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
77/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.77
Were the envisaged improvements realized?
Were the benefits arising from the improvements achieved?
Was the target ROI achieved?Was the intended value-added actually achieved (VOI)?
Were the outcomes of the preceding points lead to further process
improvement actions being revaluated?
Has enough time passed before measuring the benefits? Some benefits will not be immediately apparent; and it is likely that benefits will
continue to change over time, as both ongoing costs and ongoing benefits
continue to move
Service reporting
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
78/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.78
Significant amounts of data collected by IT
Only a small subset of this of interest to the business
Business likes to see historical performance data but moreconcerned with historical events that continue to be a threat and
how IT intend to mitigate
Service reporting
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
79/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.79
Significant amounts of data collected by IT
Only a small subset of this of interest to the business
Business likes to see historical performance data but moreconcerned with historical events that continue to be a threat and
how IT intend to mitigate
IT needs to build and actionable approach on reporting that
focuses on: This is what happened
This is what we did
This is how we will ensure it doesnt impact you again
This is what we are doing to improve services in general
Reporting policy and rules
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
80/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.80
Determine and agree with the Business and Service Design: Targeted audience
What to measure and report on
Definition of all terms and boundaries
Basis of all calculations
Reporting schedules
Access to reports and medium
Review meeting schedules
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
81/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.81
CSI and other servicemanagement processes
Availability management techniques
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
82/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.82
Component failure impact analysis
Fault tree analysis
Service failure analysis Technical observation
Expanded incident lifecycle (next slide)
Expanded incident lifecycle
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
83/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.83
Uptime Uptime
Time
Incidentstart
Serviceavailable
Availability
Incidentstart
Uptime (availability)
Incidentstart
Serviceavailable
Serviceavailable
Downtime (time to restore)(MTRS) Downtime
Service unavailableService
unavailable
Availability
Diagnose Recover
Detect Repair Restore
Time between system incidents Time between failures (MTBF)
Crown Copyright 2011. Reproduced under licence from Cabinet Office.
Capacity management
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
84/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.84
Business, service and component capacity management
Workload management and demand management
Iterative activities of capacity management Trend analysis, modelling, analytical modelling, simulation modelling and
baseline models
Crown Copyright 2011. Reproduced under licence from the Cabinet Office.
BusinessProcess 1
BusinessProcess 4
BusinessProcess 7
S/W PeopleH/W DOC
BusinessCapacity
32
Marketing
SLAsSLAsSLAsSLAsSLRs
65
Sales
98
Finance
ComponentCapacity
ServiceCapacity Service CService BService A
IT service continuity management
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
85/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.85
Business continuity management, ITSCM and CSIAny CSI initiative to improve services needs to also have integration with ITSCM
as any changes to the service requirements, infrastructure etc.
Business continuity management (BCM) is concerned with managing risks toensure that an organization can continue operating to a predetermined
minimum level
ITSCM allows an IT organization to identify, assess and take responsibility for
managing its risks
Problem management
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
86/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.86
CSI and problem management are closely related as one of the
goals of problem management is to identify and remove errors
permanently that impact services from the infrastructure This directly supports CSI activities
Problem Management also supports CSI activities through trend analysis and
the targeting of preventive action
Problem management activities are generally conducted within thescope of Service Operation and CSI must take an active role in the
proactive aspects of problem management to identify and
recommend changes that will result in service improvements.
Post-implementation review
Knowledge management (1 of 2)
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
87/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.87
Effective knowledge management: enables a company to optimize
the benefits of these changes, while at the same time: Enhancing the organizations effectiveness through better decision-making
enabled by having the right information at the right time, and facilitating
enterprise learning through the exchange and development of ideas and
individuals
Enhancing customersupplier relationships through sharing information and
services to expand capabilities through collaborative efforts
Improving business processes through sharing lessons learned, results and best
practices across the organization
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
88/89
-
8/12/2019 04 Mod04 CSI MethodsAndTechniques c.02
89/89
HF441S C.02 2013 Hewlett-Packard Development Company, L.P.89
top related