Integrated Measurement - KPIs and Metrics for ITSM E-Book

Daniel McLean

• Herausgeber: Packt Publishing
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Veröffentlichungsjahr: 2025

Beschreibung

This book is a comprehensive guide to understanding and utilizing Key Performance Indicators (KPIs) and metrics in IT Service Management (ITSM). It starts by breaking down complex concepts into easy-to-understand ideas, ensuring even beginners can grasp the essentials of measuring IT service performance. Early chapters introduce foundational principles, helping readers recognize why KPIs matter and how they contribute to operational success.
As the book progresses, it delves into the application of these metrics to optimize ITSM processes, offering strategies to tackle challenges in data collection and analysis. The text emphasizes how to identify meaningful data amidst the noise and use it to drive informed decisions. Each chapter builds on practical insights, guiding professionals through the nuances of ITSM measurement and performance enhancement.
By the end, readers will have a clear understanding of how to leverage KPIs to achieve measurable improvements, create data-driven strategies, and foster a culture of continuous improvement in their organizations. With real-world examples and actionable advice, this book equips IT professionals with the tools necessary to measure success and elevate their IT service management practices.

Leseprobe

Integrated Measurement –KPIs and Metrics for ITSM

A narrative account

Integrated Measurement –KPIs and Metrics for ITSM

A narrative account

DANIEL McLEAN

Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publisher and the author cannot accept responsibility for any errors or omissions, however caused. Any opinions expressed in this book are those of the author, not the publisher. Websites identified are for reference only, not endorsement, and any website visits are at the reader’s own risk. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the publisher or the author.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form, or by any means, with the prior permission in writing of the publisher or, in the case of reprographic reproduction, in accordance with the terms of licenses issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers at the following address:

IT Governance Publishing

IT Governance Limited

Unit 3, Clive Court

Bartholomew’s Walk

Cambridgeshire Business Park

Ely

Cambridgeshire

CB7 4EA

United Kingdom

www.itgovernance.co.uk

© Daniel McLean 2013

The author has asserted the rights of the author under the Copyright, Designs, and Patents Act, 1988, to be identified as the author of this work.

First published in the United Kingdom in 2013by IT Governance Publishing

ISBN 978-1-84928-487-5

PREFACE

Companies are continually looking for ways to better understand their performance, and identify opportunities for improvement.

Key Performance Indicators (KPIs) are measures which identify performance in achieving specific business strategies and objectives. People believe these are simple measurements that are easy to create. The mere act of measurement will cause people to change their behavior, without a lot of intervention.

Few companies realize how little value they get from their efforts to create KPIs.

Some organizations consult best practices. As best practices are designed to be applicable to a large number of companies, in many different environments, they often identify only themost common KPIs; the ones easiest to measure. Using only best practice recommendations, without adapting them to your particular environment, leaves you at risk of developing inappropriate measures, misinterpreting alerts, or taking the wrong road to remediation. KPIs are contextual and unique to each organization. One size does not fit all, and definitely not over time. You need to get down to the operational level to succeed.

Implementing a KPI process is all about changing behavior. The words in the phrase, People – Process – Tools, are in that order for a reason. If People don’t embrace the activity, then the Process and Tools won’t matter. Changing people’s behavior is one of the hardest things we do in business, and somethingIT people find most difficult.

This is one in a series of books designed to help you understand,at an operational level,how to implement new processes, and make the necessary changesto people’s behavior. This volume shows you how others have implemented effective KPI management systems in a business environment similar to that you face every day. It is a practical look at what worked, what failed, and the traps to avoid at the operational level.

Learn from their lessons and avoid their mistakes.

ABOUT THE AUTHOR

Mr McLean is a consultant who has designed, implemented and operated processes supporting ITSM for over 10 years. He has worked in IT for over 20 years. He was a peer reviewer during development of the OGC ITIL®1 v3 Service Strategy Best Practice. He has developed and delivered ITSM courseware customized to company-specific operational practices and needs. He has worked in the US and the Middle East.

Mr McLean is the author of The ITSM Iron Triangle: Incidents, Changes and Problems, and No One of Us Is As Strong As All of Us: Services, Catalogs and Portfolios.

Mr McLean’s consultancy focuses on fusing best practices from multiple ITSM relevant standards, into practical operational processes optimized for each organization’s particular environment and needs. He provides this support at the design, implementation and daily operation levels.

Among other honors, Mr McLean holds an ITIL Manager’s Certificate in IT Service Management, an ISO20000 Consultant Manager Certificate, and an ISO20000 Professional: Management and Improvement of ITSM Processes Certificate.

Mr McLean holds both Bachelor’s and Master’s degrees from Cornell University.

Mr McLean resides in Chicago, Illinois, US.

1 ITIL® is a Registered Trade Mark of the Cabinet Office.

ACKNOWLEDGEMENTS

I wish to thank the following people, without whom none of this would have been possible.

My clients, users, and customers, for allowing me to learn and improve by serving them.

My managers and leaders, for trusting me with opportunities that made me grow.

My peers, for challenging my habits and making me continually assess and improve my deliverables.

My manuscript reviewers: Dave Jones, Pink Elephant and H.L. (Maarten) Souw RE, Enterprise Risk and QA Manager, UWV,for their insightful and constructive guidance.

My editors, proofreaders, publishing, marketing and other associates at IT Governance Publishing, for their patience and tireless support, especially Vicki Utting, the Publishing Production Manager.

My teachers and mentors, for their tolerance of my ignorance, persistence in their instruction, and patience with my endless questions.

My employees, students and mentees, for allowing me to grow by helping them learn.

My family, for tolerating my single-minded focus.

And my wife, Patricia, for being my rock and constant companion.

CONTENTS

Introduction

Chapter 1: So Easy Even a Child Could Do It

Chapter 2: I’d Thought Things Were Going Rather Well

Chapter 3: Try to Get it Right this Time

Chapter 4: The Trivial Many Versus the Meaningful Few

Chapter 5: Teaching Old Dogs New Tricks

Chapter 6: Every Journey Begins with a Destination

Chapter 7: Friend or Foe?

Chapter 8: Hunters and Gatherers

Chapter 9: Whispers in the Halls

Chapter 10: What’s the Use?

Chapter 11: Bringing in the Data

Chapter 12: The Signal Amongst the Noise

Chapter 13: Knowledge wants to be Free

Chapter 14: Long Goodbyes

ITG Resources

INTRODUCTION

IT organizations love measurement. People in IT have a quantitative mindset, and are comfortable comparing things on a numerical basis. Most can rattle off a long series of what they believe to be Key Performance Indicators (KPIs). They see KPIs as simple calculations best left to machines, or preconfigured in vendor tool sets.

Unfortunately, developing KPIs that meet the needs of IT and our business partners, is more complicated than that. It doesn’t have to be hard or arcane, however, it does need to be thoughtful. It needs integrated goals, meaningful measures, data with integrity, and specialized reporting that examines essential outcomes rather than milestones.

This narrative story provides a collection of lessons from real-world experiences in building these critical processes,while overcoming the challenge of changing people’s behavior to support them.

You may have already met some of the characters in the book.

Do you know leaders whose support for you constantly vacillates? Ever had peers who only support you if it stymies their rivals? What about people who are deceptive and distort critical data, based on goals unrelated to yours?

These are some of the behavior challenges best practices don’t address, yet you must overcome in order to succeed.

Please remember this story, while based on actual events, has been fictionalized. All persons, places, organizations and events appearing in this work are fictitious. Any resemblance to real people, living or dead, is entirely coincidental. Any resemblance to actual places, organizations or events, is entirely coincidental.

CHAPTER 1: SO EASY EVEN A CHILD COULD DO IT

I sat quietly in our CIO’s office, trying to adopt the appearance of being present, yet still not eavesdropping – and it wasn’t easy. Across the desk, Jessica, the CIO, carried on a phone conversation unrelated to our meeting. At least I hoped it was unrelated. Based on the side of the conversation I couldn’t ignore, it was not one where you wanted to be the subject of the discussion.

It was striking how plain and functional her office appeared. With its standard size and furniture, it displayed that corporate neutral, impersonal space guaranteed to offend no one. Yet by comparison to those belonging to other senior leaders, it was positively austere. Although Lee, my last manager, had reported to her, he’d filled his much larger office with personality, decorated with antiques and special order equipment that were all designed to demonstrate he was special and superior.

I was glad that Lee had been shipped back out to the field. He was a self-centered jerk, whose parting gift had been to tag me with a phony, bad performance review, and force me onto a 90-day performance improvement plan (PIP). Being on a PIP meant that if you didn’t remedy the deficiencies laid out within 90days, you would be summarily dismissed, and left with bad references regarding your time at the company.

Lee had done it just to demonstrate to me, and anyone watching, that he was powerful and in charge. It didn’t matter to him that he’d left me in a situation where if I made one tiny mistake at any time in the next three months, I would be out the door and struggling again to find a decent job in a lousy economy. The only thing Lee ever cared about was himself and his own advancement. The idea of teamwork – that No One of Us Is As Strong As All of Us, was totally foreign to him. The fact that he’d been promoted because of all I had accomplished,made me even angrier.

Regardless that the PIP was unjustified, human resources, HR, had been a willing co-conspirator with Lee. Employees sometimes make the mistake of thinking HR is on their side in conflicts with management. They forget that it is called “human resources” because it is about helping leaders maximize the benefits of the company’sinvestment in people. Those in HR were mostly good peoplestuck doing the job management defined for them.

“I don’t care about that,” said Jessica to the person on the phone. She shook her head from side to side. With a note of frustration in her voice, she said, “Look, I’m not trying to be cruel or punitive, but it is wrong for us to drag this out. If someone is not able to do the work required for their role, and we have no other roles available for them, then it is time for us to part ways. It’s not fair to their peers who have to fill in for them; to our organization who needs that skill set; or to the company and stockholders who are not getting fair value for what they are paying.”

Jessica silently nodded up and down a few times before interjecting. “Yes, I know that, Helmut. But it is part of your role to help us deal with this, without disrupting the flow of business.”

So she was having someone fired. Helmut was the VP of Human Resources, and always played a role in these actions in IT. He made sure it was all done legal and proper, so there would be little risk of lawsuits, or other unfortunate incidents. I hoped she wasn’t pulling a “Lee,” and doing it to demonstrate her power. There was no question that with a single word she could have me out the door, carrying a box with my personal possessions.

“Look, Helmut,” said Jessica. “I honor the many years of service they gave to the company, and am grateful for all the times they went above and beyond to deliver results. And yes, I remember personally giving them an award for an outstanding contribution. But that was two years ago. You understand as well as I that we cannot afford to carry people based solely on what they did in the past. It’s nothing personal. This is a business.”

There were a few moments of silence before Jessica said, “Good. Then we’re aligned on this. So you will handle it such that it gets done by close of business today, yes? A quick, clean break is best for all. The sooner they get on with the next phase of their life, the better.” She nodded once more. “That’s great. No, don’t bother calling. I don’t need to speak with them when they go. Just text me before you do it, so I can make sure the appropriate members of my staff are aware. Let me know if you plan to send out a communication about it, and if you need any messaging from me.”

Jessica hung up the phone. “Sorry about the interruption, Chris, but the timing dictated I take that call. It was an important HR matter. Can I count on your discretion and confidentiality regarding the matters discussed”?

I nodded. “Actually, I wasn’t paying attention, so I’m not even sure what was said. I was thinking through some things I need to finish this afternoon. I’m focused on my work.”

Jessica smiled. “Good. Now back to where we were before the interruption. As I was starting to say, I’m concerned that ever since Lee, your manager, was promoted out to the field, it left you without day-to-day management support while you are under a performance improvement plan deadline. I’ve been worried you might lose your way, and not be able to recover. Under these conditions, even a single misstep could result in a permanent separation that I suspect you do not want. Unfortunately, we’ve been reorganizing IT, and the shortage of managers means there is no one for you to report to other than me at the moment.”

Jessica shifted in her chair and leaned across the desk, “Frankly, I don’t have the time to give you the support you really need...”

Jessica paused and looked at me silently. It only took an instant to realize what she was waiting for. It is never good form to imply your CIO is slacking off, regardless of whether or not it was true. C-level executives have egos too. Theirs are just bigger and hungrier than the average persons.

I sat up straight, and said what I knew was the mandatory response, “You are selling yourself short, Jessica. I know you’ll do everything you can to help me change to meet the goals of my performance improvement plan, subject to your other more critical responsibilities. I understand the work is on my shoulders, not yours.”

I tried hard not to choke as I said the words. I didn’t believe any of them, but I had learned early in my tenure at the company that sometimes the truth is situational.

“Jessica, you’ve always been much more generous with your time than you give yourself credit. I won’t need to meet with you about everything. I can learn how to improve simply by modeling my behavior after yours, and the other employees around me. If I needed someone to walk me through every step of my job every day, I’d clearly be unable to do the work required for my role, so it would be time for us to part ways.”

It wasn’t until the words were already out that I realized I’d recited, virtually, a direct quote of what Jessica had said to describe the person she wanted fired; the phone conversation that I wasn’t supposed to be listening in on. Jessica had seemed to be willing to give me a chance to succeed, or at least not try to get me fired as Lee did. Had my unthinking word choice just changed all that, so now she’d think I was making fun of her? There seemed no way to recover.

All I could do was to change the subject and keep talking. “When do you think I will have a new manager...someone at a level closer to mine, so that I will be less of a distraction to you and your work”?

Jessica grinned. “I think we are close to identifying a solution to this situation, but it would be inappropriate for me to say anything until everything is finalized. You’ll just have to wait in suspense like everyone else.”

Cover

Title

Copyright

Preface

About the Author

Acknowledgements

Contents

Introduction

Chapter 1: So Easy Even a Child Could Do It

Chapter 2: I’d Thought Things Were Going Rather Well

Chapter 3: Try to Get it Right this Time

Chapter 4: The Trivial Many Versus the Meaningful Few

Chapter 5: Teaching Old Dogs New Tricks

Chapter 6: Every Journey Begins with a Destination

Chapter 7: Friend or Foe?

Chapter 8: Hunters and Gatherers

Chapter 9: Whispers in the Halls

Chapter 10: What’s the Use?

Chapter 11: Bringing in the Data

Chapter 12: The Signal Amongst the Noise

Chapter 13: Knowledge wants to be Free

Chapter 14: Long Goodbyes

ITG Resources