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Example. XYZ Limited has grown rapidly from a single site to a multi-site environment and now employs 1,500 people

Developing a Service Measurement Framework | Different levels of measurement and reporting | Defining what to measure | Setting targets | Service management process measurement | Interpreting metrics | Creating scorecards that align to strategies | CSI policies | Return on Investment for CSI | Creating a Return on Investment |


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XYZ Limited has grown rapidly from a single site to a multi-site environment and now employs 1,500 people, up from 250 people two years ago. The IT group has struggled to match the business growth with growth in process consistency and service delivery. The business is demanding that the IT group do things better as the shortcomings in IT service are now impacting the business bottom-line.

The IT manager identifies that lack of consistent process and business focus are the roadblock to delivering better service to the business. She realizes that the staff are working very hard, but are often doing re-work or repairing self-inflicted error s. While good technicians, they are averse to documenting activities or outcomes.

Data and measurement are currently inconsistent. While she knows average business and IT staff salary costs, the costs of service outage etc. are not known nor can they be calculated using current data.

Rather than requesting funding to undertake process improvements, the IT manager requests funding for a pilot project to establish a rudimentary measurement framework to start capturing data in a standard fashion, using more-or-less existing processes. This pilot initiative after three months provides clear evidence that the true failure rate of changes is much higher than previously expected, and is a key contributor to business and IT loss of productivity.

Armed with this evidence, the IT manager prepares a Business Case detailing some of the current deficiencies and expected benefits/returns to be delivered from properly quantifying process gaps and undertaking appropriate process improvement.

Where organization s do establish a basic measurement and monitoring capability, some caution should be exercised regarding the quality of this data: be aware of limitations of new data. Even if the data doesn’t make any sense, this is reason enough to explore the opportunity for improvements.

It is important that once the decision to start capturing and reporting on data is made, that an initial baseline is created so that improvements can be measured against it.


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