Transcript Document

Webcast
HowTitle
to Leverage Metrics to Support ITIL Processes
How to Leverage Metrics to Support ITIL
Processes
August 2, 2006
2:00pm EDT, 11:00am PDT
Speaker:
George Spafford, Principal Consultant, Pepperweed
Consulting
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
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© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Main Presentation
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Agenda
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Overall metric selection considerations
That metric selections must have value
Metrics and Behavior
Potential metrics for each process
This Powerpoint file will be shared and can be obtained by emailing either
Jupitermedia ([email protected]) or myself
([email protected]).
© 2006 Jupitermedia Corporation
Webcast
HowTitle
to Leverage Metrics to Support ITIL Processes
So, what is your goal?
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
IT Enables the Attainment of Objectives and Goals
Accounting
Manufacturing
Organizational Goal
Human Resources
Sales
Customer Service
Note, functional areas have objectives that they must achieve in
order to support the organization attain its goals
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How to Leverage Metrics to Support ITIL Processes
What are your constraints?
Order Entry
Logistics
Service Desk can’t
effectively support service X
due to lack of training and
scripts
Poor Change Management
on this Service is causing
huge amounts of unplanned
work and availability issues.
This is resulting in a
resource drain from planned
work (projects) and is priority
one.
Profitability
A capacity constraint is
causing incidents during
peak seasons
Customer Service
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Marketing
Human Resources
How to Leverage Metrics to Support ITIL Processes
Management of an IT Organization Requires Teamwork,
Planning & Oversight
IT Security
Mgt
Problem
Mgt
Incident
Mgt
Service Desk Configuration
Function
Mgt
Change
Mgt
Customer
Requirements
Service
Development
IT Service
Continuity Mgt
IT Financial
Mgt
Availability
Mgt
Capacity
Mgt
Service Level
Mgt
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.
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
A Process
Task 1
• Is a series of tasks with a goal
– “Why are we doing this?”
• If there isn’t a goal, then you do not
have a process
Task 2
– You can say the same for a company
• Metrics are used to measure the health
of the process
– Movement towards the goal
– Productivity is just that – movement towards
a goal
• Metrics can also be used to measure
the overall health of IT … to an extent
© 2006 Jupitermedia Corporation
Task 3
Task 4
Goal!
How to Leverage Metrics to Support ITIL Processes
Metrics & Deming
• Dr. Deming is misquoted as saying “If you can’t
measure it you can’t manage it”
• He did believe in collecting and using data as part
of decision making
• He also cautioned as one of his Seven Deadly
Sins to avoid basing decisions solely on “visible
numbers”
• Deming felt that not everything was visible or
“knowable” and thus not measurable
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Metrics Must Have Value
• 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 10100 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?
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How to Leverage Metrics to Support ITIL Processes
Metrics & Causality
• Each metric only tells part of the story
• Increasing the metrics judiciously may explain more (then
again they may not)
• A metric can often change for reasons other than what you
suspect
• Consider if it is possible to use several metrics and perhaps
some qualitative/subjective factors that can validate
observations if something is important enough
• Use absolute measures and ratios
– 100% of 1 is very different than 100% of 10,000
• Invest your time and resources where they matter!
© 2006 Jupitermedia Corporation
Webcast
HowTitle
to Leverage Metrics to Support ITIL Processes
“Tell me how you will measure me and I will tell you
how I will behave.” -- Dr. Eliyahu Goldratt
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
What behavior do you need?
Innovators
Early Adopters
Early
Majority
Late
Majority
Laggards
"The Chasm"
Metrics:
Compliance
Effectiveness
Economy
Efficiency
Equality
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.
© 2006 Jupitermedia Corporation
Webcast
HowTitle
to Leverage Metrics to Support ITIL Processes
Always ask “What negative behavior may this
metric create?”
You may want to measure a metric thinking it will drive
positive behavior only to find the reverse!!!
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
ITIL is a Systemic Approach
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The power of ITIL lies in its
systemic integration of processes
areas – not simply piecemeal
adoption
Any single process in isolation
will reach a level of diminishing
returns
As Goldratt has taught us, to
optimize the throughput of a
system requires optimization of
the system – not just one area
The metrics selected for use must
reflect a systemic approach
Change
Management
Service Level
Management
Availability
Management
Incident
Management
Problem
Management
Configuration
Management
IT Financial
Management
IT Service
Continuity
Management
Service Desk
Function
Capacity
Management
IT Security
Management
Service Support, Service Delivery and Security
© 2006 Jupitermedia Corporation
Webcast
HowTitle
to Leverage Metrics to Support ITIL Processes
The following metrics are for consideration and
judicious selection…
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Change Management
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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 compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Configuration Management
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Number of inaccurate Configuration Items (CIs)
– Where the production CI doesn’t match the CI record
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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
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Number of unauthorized CIs (entered without a RFC)
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Customer Satisfaction
“Number” could be an actual count or a ratio. If it’s a ratio, get
agreement on what is used to compute the ratio
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How to Leverage Metrics to Support ITIL Processes
Release Management
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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
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
The Service Desk
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Number of calls to the SD
– Calls = Phone, FAX, email and WWW
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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
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Customer Satisfaction
“Number” could be an actual count or a ratio. If it’s a ratio, get
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Incident Management
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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
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Problem Management
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Number of problems
Number of known errors
Number of known errors resolved
Number of RFCs raised by Problem Management
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Customer Satisfaction
“Number” could be an actual count or a ratio. If it’s a ratio, get
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Service Level Management
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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 used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Availability Management
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Service availability expressed using an agreed upon measure
– Too basic: Availability = Uptime / Time Possible
– What metric or combination would be meaningful to the organization?
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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
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Customer Satisfaction
“Number” could be an actual count or a ratio. If it’s a ratio, get
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Capacity Management
• Number of services with unknown capacity requirements
• Unplanned capacity purchases
• Accuracy of capacity plan
– Capacity Purchases vs Budgeted Amounts
• Number of CIs with performance monitoring
• Customer Satisfaction
• “Number” could be an actual count or a ratio. If it’s a ratio,
get agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
IT Service Continuity Management
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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
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
IT Financial Management
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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
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Charge back
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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
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Security Management
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Number of security incidents opened by severity
Number of security incidents closed by security
Number of services that have had security reviews
Number of security reviews pending
Number of risks identified
Number of risks mitigated to an acceptable level
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Customer Satisfaction
“Number” could be an actual count or a ratio. If it’s a ratio, get
agreement on what is used to compute the ratio
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Food For Thought
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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 needed
Only select and use metrics that matter
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Additional Resources
• There are metrics to be found in each process chapter of
the OGC ITIL books
• The “Planning to Implement Service Management” volume
is especially rich with metrics for consideration
• The itSMF’s new “Metrics for IT Service Management” is an
excellent resource
• The last two items provide a tremendous wealth of metrics
for consideration
© 2006 Jupitermedia Corporation
Webcast
HowTitle
to Leverage Metrics to Support ITIL Processes
Thank you!
George Spafford
[email protected]
http://www.pepperweed.com
Daily News Subscription Information and Archive (it’s a free newsletter covering
technology business, regulatory compliance, security and process improvement)
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© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Questions?
© 2006 Jupitermedia Corporation
How to Leverage Metrics to Support ITIL Processes
Thank you for attending
If you have any further questions, e-mail
[email protected]
© 2006 Jupitermedia Corporation