Switching Mind Sets from Traditional Reporting

Report
Switching Mind Sets from Traditional Reporting
Barry Brooks
ServiceNow Sr. Advisory Group
© 2014 ServiceNow All Rights Reserved
© 2014 ServiceNow All Rights Reserved
1
Agenda
• Reporting and Analytics
• Lagging and Leading
• Usage
• Practical Examples
• Behavioral Change
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2
Reporting vs. Analytics
Incident
Problem
Change
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Information
(Reporting)
Analysis
(Analytics)
Reporting
3
Reporting vs. Analytics
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© 2014 ServiceNow All Rights Reserved
4
Lagging vs. Leading
Incident
Problem
Change
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Information
(Reporting)
Analysis
(Analytics)
Reporting
5
Lagging vs. Leading
Output Based
Easy to Measure
Hard to Control
Analysis
(Analytics)
Reporting
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© 2014 ServiceNow All Rights Reserved
6
Lagging vs. Leading
Output Based
Input Based
Easy to Measure
Hard to Measure
Hard to Control
Easy to Control
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© 2014 ServiceNow All Rights Reserved
7
Reporting vs. Analytics
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8
Organization
Information Need
CIO
Board
Exec Team
Exceptions
Role-Based KPIs
Targets & Thresholds
Performance
Analytics
IT Strategy
Reporting
IT Management
Project Managers
Process Managers
Service Managers
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Operational Reporting
Ad-hoc Reports
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The Service Model Defined
Five pillars of Enterprise Service Management
REQUESTER
Service
Service
Service
Service
Service
Taxonomy
Experience
Delivery
Assurance
Analytics
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PROVIDER
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Positioning PA Internally
1. Cost savings
2. Time savings
3. Improved performance
4. Decreased risk
5. Improved communication
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© 2014 ServiceNow All Rights Reserved
11
Positioning PA Internally
1. Cost savings
2. Time savings
3. Improved performance
4. Decreased risk
5. Improved communication
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© 2014 ServiceNow All Rights Reserved
Cost savings are found in the
implementation time. PA
solutions can be deployed in
weeks, while home-brew
solutions can take months to
deploy and need multiple
resources to develop and
maintain year by year.
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Positioning PA Internally
1. Cost savings
2. Time savings
3. Improved performance
4. Decreased risk
5. Improved communication
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© 2014 ServiceNow All Rights Reserved
Consider How much time is
spent in your organization on:
• Creation of weekly or
monthly management team
reports (Excel, PDF,
Powerpoint.)
• Creation of monthly SLA
reports for customers or
business lines.
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Positioning PA Internally
1. Cost savings
2. Time savings
3. Improved performance
4. Decreased risk
5. Improved communication
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Phase 1: Baseline measurement
At the starting point you need to
establish at least a trend with 20
data points for each KPI.
Phase 2: Reduce lost production
hours
Start focusing on improving the
customer perspective of IT and
to optimize the internal
workload.
Phase 3: Become Innovative
Reactive to Proactive activities
Phase 4: Raise the bar
New targets and CSI
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Positioning PA Internally
1. Cost savings
2. Time savings
3. Improved performance
4. Decreased risk
5. Improved communication
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© 2014 ServiceNow All Rights Reserved
A well functioning set of KPIs
with targets and thresholds can
help prevent an IT organization
from getting SLA penalties, get
an ever growing backlog or risk
poor data quality that prevents
you from delivering quality
reports to your customers. The
performance history for these
KPIs ensure that you are able to
set “realistic” targets and
implement the right thresholds
so you can implement
management by exception
techniques.
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Positioning PA Internally
1. Cost savings
2. Time savings
3. Improved performance
4. Decreased risk
5. Improved communication
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© 2014 ServiceNow All Rights Reserved
“Perception is everything” - IT
today is typically unable to
communicate performance
improvement effectively. Are
things getting better?
Having a clear set of KPIs and
performance history enables IT
organizations to change the
conversation with IT
stakeholders. It helps developing
stronger relations, boost moral
and create better partnerships.
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19
Steps for Performance Management are:
1. Identify the processes/activities/domains of
what needs to be managed
2. Articulate the goals to be met
3. Define the metrics/indicators that measures
if goals are being met
4. Collect the data for the indicators
5. Take improvement actions
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20
KPI Example #1:
% of closed incidents without a Configuration Item (CI)
Identify the processes/activities/domains of what needs to be
managed
Define the metrics/indicators that measures if goals are
being met
• Incident Management
• Number of closed incidents without a CI / Number of closed
Articulate the goals to be met
• An increasing trend of incidents being closed with being related to a
CI, whether component or Business Service, is critical for building a
history of ‘what’ the incidents are associated with
incidents * 100
Suggested improvement actions
• Although CI’s may not always be identifiable at ticket creation, set
• As a result of improving on this KPI, an IT organization will be capable •
of understanding and reporting on trends as they relate to CI’s –
which is a key input into the Problem Management process
configuration item field to be a mandatory field upon setting the
incident state to resolved or closed
Consider using coaching loops or weekly exception reporting to
identify undesired behavior in assigning CI’s to incidents
What do the ITIL books say?
• Relating incidents to CI’s is essential for quality reporting
• Measuring MTBF, MTTR, and MTBSI are all dependent on being
able to correlate incidents being logged against devices/services
(CIs)
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© 2014 ServiceNow All Rights Reserved
21
KPI Example #1:
% of closed incidents without a Configuration Item (CI)
Identify the processes/activities/domains of what needs to be
managed
Define the metrics/indicators that measures if goals are
being met
• Incident Management
• Number of closed incidents without a CI / Number of closed
Articulate the goals to be met
• An increasing trend of incidents being closed with being related to a
CI, whether component or Business Service, is critical for building a
history of ‘what’ the incidents are associated with
incidents * 100
Suggested improvement actions
• Although CI’s may not always be identifiable at ticket creation, set
• As a result of improving on this KPI, an IT organization will be capable •
of understanding and reporting on trends as they relate to CI’s –
which is a key input into the Problem Management process
configuration item field to be a mandatory field upon setting the
incident state to resolved or closed
Consider using coaching loops or weekly exception reporting to
identify undesired behavior in assigning CI’s to incidents
What do the ITIL books say?
• Relating incidents to CI’s is essential for quality reporting
• Measuring MTBF, MTTR, and MTBSI are all dependent on being
able to correlate incidents being logged against devices/services
(CIs)
© 2014 ServiceNow All Rights Reserved
© 2014 ServiceNow All Rights Reserved
22
KPI Example #1:
% of closed incidents without a Configuration Item (CI)
Identify the processes/activities/domains of what needs to be
managed
Define the metrics/indicators that measures if goals are
being met
• Incident Management
• Number of closed incidents without a CI / Number of closed
Articulate the goals to be met
• An increasing trend of incidents being closed with being related to a
CI, whether component or Business Service, is critical for building a
history of ‘what’ the incidents are associated with
incidents * 100
Suggested improvement actions
• Although CI’s may not always be identifiable at ticket creation, set
• As a result of improving on this KPI, an IT organization will be capable •
of understanding and reporting on trends as they relate to CI’s –
which is a key input into the Problem Management process
configuration item field to be a mandatory field upon setting the
incident state to resolved or closed
Consider using coaching loops or weekly exception reporting to
identify undesired behavior in assigning CI’s to incidents
What do the ITIL books say?
• Relating incidents to CI’s is essential for quality reporting
• Measuring MTBF, MTTR, and MTBSI are all dependent on being
able to correlate incidents being logged against devices/services
(CIs)
© 2014 ServiceNow All Rights Reserved
© 2014 ServiceNow All Rights Reserved
23
KPI Example #1:
% of closed incidents without a Configuration Item (CI)
Identify the processes/activities/domains of what needs to be
managed
Define the metrics/indicators that measures if goals are
being met
• Incident Management
• Number of closed incidents without a CI / Number of closed
Articulate the goals to be met
• An increasing trend of incidents being closed with being related to a
CI, whether component or Business Service, is critical for building a
history of ‘what’ the incidents are associated with
incidents * 100
Suggested improvement actions
• Although CI’s may not always be identifiable at ticket creation, set
• As a result of improving on this KPI, an IT organization will be capable •
of understanding and reporting on trends as they relate to CI’s –
which is a key input into the Problem Management process
configuration item field to be a mandatory field upon setting the
incident state to resolved or closed
Consider using coaching loops or weekly exception reporting to
identify undesired behavior in assigning CI’s to incidents
What do the ITIL books say?
• Relating incidents to CI’s is essential for quality reporting
• Measuring MTBF, MTTR, and MTBSI are all dependent on being
able to correlate incidents being logged against devices/services
(CIs)
© 2014 ServiceNow All Rights Reserved
© 2014 ServiceNow All Rights Reserved
24
KPI Example #1:
% of closed incidents without a Configuration Item (CI)
Identify the processes/activities/domains of what needs to be
managed
Define the metrics/indicators that measures if goals are
being met
• Incident Management
• Number of closed incidents without a CI / Number of closed
Articulate the goals to be met
• An increasing trend of incidents being closed with being related to a
CI, whether component or Business Service, is critical for building a
history of ‘what’ the incidents are associated with
incidents * 100
Suggested improvement actions
• Although CI’s may not always be identifiable at ticket creation, set
• As a result of improving on this KPI, an IT organization will be capable •
of understanding and reporting on trends as they relate to CI’s –
which is a key input into the Problem Management process
configuration item field to be a mandatory field upon setting the
incident state to resolved or closed
Consider using coaching loops or weekly exception reporting to
identify undesired behavior in assigning CI’s to incidents
What do the ITIL books say?
• Relating incidents to CI’s is essential for quality reporting
• Measuring MTBF, MTTR, and MTBSI are all dependent on being
able to correlate incidents being logged against devices/services
(CIs)
© 2014 ServiceNow All Rights Reserved
© 2014 ServiceNow All Rights Reserved
25
More Information
Public KPI Library
ServiceNow Community
Barry Brooks
Sr. Advisory SC
630.688.3616
[email protected]
LinkedIn - barrybrooks55
Twitter - @barry_brooks
© 2014 ServiceNow All Rights Reserved
© 2014 ServiceNow All Rights Reserved
26

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