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South Florida HDI Virtual Event South Florida HDI Chapter April 3, 2013 www.soflahdi.com
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South Florida HDI Virtual Event
South Florida HDI Chapter April 3, 2013
www.soflahdi.com
Agenda
• 12:00 Meeting Kickoff • 12:00 – 12:15 HDI News & Updates • 12:15 – 12:45 Bill Payne – Dell Computer • 12:45 – 12:55 Q & A • 12:55 – 1:00 Wrap up and Raffle $25 Amazon Gift Card
www.soflahdi.com
DOWNLOAD SOFTWARE SELECTION KIT http://go.cherwell.com/free-itsm-software-selection-kit
HDI 2013 Conference & Expo
• April 16–19, 2013, under the lights of Las Vegas at Mandalay Bay!
• Stay on the cutting edge of industry trends, gain topic-specific expertise, be inspired, and network with your peers
• Even better: As HDI members (gold and above), you save $200 on your HDI 2013 registrations! Alumni’s save an additional $100
Register at www.HDIConference.com
www.soflahdi.com
Continuing Certification
• HDI certifications are globally recognized credentials for technical support professionals
• To uphold the value that HDI certifications provide, HDI is introducing the HDI Continuing Certification program, which is a new set of requirements and processes for maintaining some HDI certifications.
• Complete details are available online:
www.ThinkHDI.com/ContinuingCertification
What’s coming in 2013
September 16, 2013 Malcolm Fry
Power of Quality Tour What You Will Learn • Balance quality, performance, and cost • Create sensible Service Acceptance processes; service pipeline, service catalog and
service retired • Build a quality improvement initiative • Delegate incidents rather than escalate incidents • Build a quality focused training plan • Work with other key ITSM units to improve quality; Service Desk, Problem, Incident,
Change, • Request and Asset Management
www.soflahdi.com
Local Chapter Membership
Focus Book Series and Annual Practice and Salary Report
$75 $240 Value
$79 $1000+ Online resources, webinars, Research Corner, whitepapers…
Conferences, events and Training discounts
$300+
$165 $100 (only for today)
Contact Tony Di Perna at [email protected]
CIO Value Prop: Creating Actionable Awareness Empowering informed decisions by sharing knowledge, relationships and experiences
RELATIONSHIPS
EXPERIENCES
KNOWLEDGE
Expand your network of peers and industry colleagues; take
advantage of others perspectives and experience.
Access to a substantial repository of information, best practices, the
latest industry trends (Yearly Practices & Salary) and training.
HDI Buyer’s Guide, aimed at helping guide products and services to the people who
need them.
Case Studies and timely topical discussions delivered through regular newsletters, meetings,
webinars and conferences.
Strengthen internal team collaboration through
membership and participation in a common organization
www.soflahdi.com
Bill Payne
Bill Payne is a results-driven IT leader with twenty-eight years of diverse professional experience. He is an expert in the design, delivery, and support of cost-effective IT solutions that deliver quantifiable business benefits. His previous roles have included data communications consulting, messaging systems analysis, infrastructure engineering team management, medical information systems deployment, retail and infrastructure systems management, and IT service management consulting.
IT ALIGNMENT AND VALUE NETWORK METRICS: A WAKE UP CALL
Are you an IT-metrics expert?
“An expert is someone who knows more and more about less and less until they know everything
about nothing.” • Most of us produce metrics, some of us use
metrics. “Things have to be used to be useful.”
• A lot of our “service delivery” metrics are not truly meaningful to our business clients.
• Service delivery teams can champion IT Alignment and IT Value through the structure of their metrics
The Challenge • It’s easy to fall SO HARD into the metrics-expert
trap … mostly by only measuring operational service delivery results.
• Operational service delivery results only measure performance against a pre-determined standard.
The Challenge • The strategic challenge is to leverage your
metrics to: – keep IT services closely aligned with business goals – communicate business value in meaningful
business terms
Meeting the Challenge • Alignment Metrics
– Provide useful tools for keeping IT services closely aligned with business goals
– Communicate facts regarding service performance to indicate workload, and capacity to meet demand
– The kinds of data analysis tools that help keep IT services aligned with business goals fulfill one or more of the following needs:
• to direct action, • to intervene and drive change, or • to measure, validate, or justify
– expenditures, – processes, and/or – system capabilities
• Value Network Metrics – Useful for planning and
operational decision-making – Value is generated through
exchange of knowledge, information, goods or Services
– A Value Network is a set of relationships between stakeholders based on value
– Value Network Metrics account for the value delivered to or from stakeholders in terms of:
• Productivity • Service Quality • Customer Satisfaction • Service Levels • Service Funding
PORTFOLIO MANAGEMENT
Problem Management Exceptions
“OPERATIONS COORDINATION BOARD”
Information Technology Alignment Metrics “help keep IT services closely aligned with business goals” … “How often, how well, for how many people
or business processes, with what features and at what costs?”
KTLO Innovation Enterprise Operations Commercial General & Administration Research & Development
LEVEL 2 Month 1 Month 2 Month 3 Month 4 Yield Resolution Span
LEVEL 1 Month 1 Month 2 Month 3 Month 4 Yield Resolution Span
INNOVATION Month 1 Month 2 Month 3 Month 4 Yield Resolution Span
KTLO Month 1 Month 2 Month 3 Month 4 Yield Resolution Span
Labor Costs TIME TRACKING SYSTEM
Standard Services and Break/Fix
SERVICE REQUESTS
Changes Planned Expedited Emergency
Labor Costs Costs for and relationship between the KTLO and Innovation services
Lagging indicator in support of business-IT alignment and resource planning
Keep The Lights On Ability to meet Operational Demand at what relative cost
Analyze for applications at risk
Innovations New Business Value that has been added
Manage for continued delivery of business benefits
Business-IT Alignment Alignment, Prioritization, Resource Planning, Scheduling
Continually manage the warranty and utility of services for support of business processes
REQUESTS FOR CHANGE
APPLICATION COORDINATION BOARD
Prioritized and Sequenced Innovations
IT Service (value stream) 1
2
3
3.1
2.1
4
Financial Management Investment Management Fiscal Management
Capital and Expense Cost Management
PERSONNEL MANAGEMENT
DATA QUALITY NOTES
Business Service associated with Configuration Item in Change Orders and Service Requests
Default Change Orders and Customized Change Orders
Innovation or KTLO determined by change Category
Incidents or Requests for break/fix standard/defined services
Level (relative costs) determined by Group assignment in Service Requests
Innovation or KTLO labor tracked in via specific labor tracking codes
1
2
2.1
3
3.1
4
OPE
RATI
ON
S SE
RVIC
ES
BRM
SER
VICE
S
BUSI
NES
S EN
GAG
EMEN
T
SERVICE MANAGEMENT
CHANGE MANAGEMENT
Project Management
PROJECT SCORECARDS
CHANGE ORDERS
IT Alignment Metrics • An IT Value Stream is what the business “hired” IT to
do: – Send and receive messages NOT “maintain MS Exchange
2010 platform” – Facilitate customer relationship management NOT
“provide Siebel CRM version 6.2 with 99.999% uptime” • Value streams should align with your Service Portfolio
(ITIL Service Strategy) • Useful in a “portal” view to keep the Business / IT
alignment conversation going. • Steal ideas from: http://www.itdashboard.gov/ - you
already paid for it!!!
Value Network Metrics
Business Unit Customer / User
Service Provider
Productivity
Service Funding
Service Levels
Customer Satisfaction Service
Quality
Stakeholders
Services or Value
Value Network Metrics Value Description Source
Stakeholder (from)
Receiving Stakeholder (to)
Productivity The value of IT services in terms that are meaningful to the business.
Customer / User Business Unit
Service Quality The ability of a product, service, or process to provide the intended value.
Service Provider Customer / End User
Customer Satisfaction
The perception of a product or service relative to expectations in the areas of process and outcome.
Customer / User Service Provider
Service Levels Measured and reported achievement against one or more service level targets.
Service Provider Business Unit
Service Funding The funding for lifecycle costs of owning and operating a configuration item, or of providing a service.
Business Unit Service Provider
Value Network Metrics Example
Business Unit Customer / User
Service Provider
Productivity
Service Funding
Service Levels Customer
Satisfaction
Service Quality
# of VPN Connections
Average Connection Duration /
Bytes Transferred
Traffic Analysis by
Source / Destination
System
Average Connection
Speed
Percentage of Normal
vs. Dropped Connections
Incident & Request
Resolution Times, Uptime
Customer Satisfaction Rates
TCO Data Incl.
Labor Costs
Value Network Metrics Example Value Network Metric Description Example(s) Source
Productivity Measures that demonstrate the value of IT services in terms that are meaningful to the business.
# of VPN Connections; Avg. duration of connections; Avg. bytes transferred; Unique users; Traffic Analysis by Application
System Logs and Reports
Service Quality The ability of a product, service, or process to provide the intended value.
Avg. connection speed; Percentage of normally ended sessions versus dropped connections; Uptime
System Logs and Reports, Service Management System Problem Tickets
Customer Satisfaction Measures of the perception of a product or service relative to expectations in the areas of process and outcome.
Customer Satisfaction “Level” or “Percentage”.
Transactional and Periodic Surveys
Service Levels Measured and reported achievement against one or more service level targets.
Service Level Target success rate (Avg. Incident & Request Resolution Times)
Service Management System Incident and Request Tickets
Service Funding The lifecycle costs of owning and operating a configuration item, or of providing a service.
Maintenance and licensing costs, labor costs, activity-based costing, etc …
Financial management tools and reports
Business Value Context
Description Example(s) Service Management Task
Relationship to Trends Each Value Network Metric’s relationship to a historical trend for the same metric (more, less, same, etc …)
Last month’s # of VPN Connections versus the last 6 month’s average.
Regular Actionable Analysis
Macro Correlation to Differences to Trends and Averages
Underlying reason or event that has driven any differences in the current measure versus the historical measures.
Uptick in VPN Connections trend corresponding to holiday break or business event such as regulatory inspection preparation.
Cross Functional IT Value Intelligence
Value Network Metrics
• Value Network Metrics measure and portray the tangible and intangible value of an IT service, with a focus on the Productivity delivered to the Business.
• Useful in planning and operational decision making about IT value streams.
• Of particular value to the Product Manager role, and therefore also the Business Relationship Manager role (ITIL Service Strategy).
Challenge Re-stated – A Call to Action
• Integrate your Portfolio Management and Financial Management services with your alignment and value metrics.
Things have to be used to be useful. • Build an IT Alignment portal and use it keep the
Business / IT alignment conversation going • Cross-link your metrics into Value Networks and
use the results for planning and operational decision-making about IT value streams
IT Alignment and Value Network Metrics: A Wake Up Call
Thank you for attending this session. Don’t forget to complete an evaluation form!
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Wrap Up
• Raffle Winner of a $25 gift card is… – John Baldwin from Barry University
• Next Meeting May 2, 2013 at 5 PM • IT Support Services: Mobility Creates
Transparency and Increases Business Value – Matt Neigh - Cherwell Software’s technology evangelist
• Please complete our Survey
