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Service Management Art offers readily available training programs, enabling you to take action on changes now. These programs are designed with you, your people and your customer in mind - and will contribute to your bottom line. |
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Spreadsheets for IT decisions?
Study shows organizations rely on spreadsheets as the main platform for IT decision making...
'Trends in IT Performance Management', a global study on the current state of IT Performance Management, shows many businesses consider IT a black box. Organizations still use 'spreadsheets' as their main platform for managing IT performance, and best practices do not provide sufficient answers on how to measure IT performance.
The study shows IT managers clearly indicate that they are looking for help in terms of what to measure and how to measure.'Best Practices' such as ITIL and COBIT are looked at for support but are not providing the answers. In the tool space this kind of guidance is also not found and IT Managers state that Service Management solutions do not provide the required functionality.
As a result, 76% of IT organizations still use spreadsheets as their main platform for managing IT performance. Often collecting data from different sources and taking days to aggregate that into a holistic decision making picture. Only 6% of the IT managers say that they have access to an efficiently produced report with information on the performance of their organization.
In the last few years IT Performance Management appeared on the radar of IT organizations; almost half of the IT organizations have embedded programs to improve the management of IT performance. Drivers for these programs are: cost control, value delivery and managing compliance. Programs are still in their infancy though and IT Managers rate themselves as fairly immature. In fact 65% consider IT a black box that currently does not provide IT management with efficiently produced information on the performance of IT.
In total 99 IT managers and influential IT consultants from around the world where interviewed to present a snapshot of the current state of the market, including maturity, success factors, bottlenecks and lessons learned.
"Information that is valuable for all IT professionals interested in improving the management of IT performance", says Arjan Woertman, Metricus Product Manager in ITpreneurs.
The report 'Trends in IT Performance Management ' is freely available and can be downloaded from the Service Management Art website.
http://www.servicemanagementart.com/training/smartarchive_articles.html
About 'Trends in IT Performance Management'
'Trends in IT Performance Management' presents the IT service management and IT governance domains with a snapshot of the current state of IT Performance Management. 'Trends in IT Performance Management 2008/9' is one of the research projects that ITpreneurs executes in the area of IT Performance Management. This first study was conducted by candidates from the Rotterdam School of Management - MBA. Further studies are currently in progress with candidates from the Business School Netherlands as well as with the University of Goettingen in Germany. The purpose of the research projects is to share information with the market on IT Performance Management.
About Metricus
Metricus is a framework for the successful management of IT Performance. Metricus provides metrics that align with the IT best practices that organizations are familiar with (including ITIL and COBIT) and provides the toolkits, scorecards and dashboards to successfully measure performance. Metricus guides organizations to optimal IT performance using trending and analysis capabilities as well as benchmarking capabilities.
Using Metricus, organizations get a clear picture on their performance based on metrics that are relevant to their organization. Metricus provides template metrics for IT best practices as COBIT and ITIL and dashboards for various stakeholders in the organization. This includes a CIO dashboard, process management scorecards and industry benchmarking indications.
For more information visit
http://www.servicemanagementart.com/training/package1.html
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N E W S - SMArt Event - November 26, 2008
"The Big Three - Listen, look and learn".
3 Power Houses
3 Key Strategies
3 Winning Visions
that will get you more informed, more empowered and more successful as an IT Manager.
Location:
Art Gallery of Calgary
117 - 8 Ave SW
Calgary
Agenda:
4 pm - Opening
4.15 - 7 pm - Presentations
7 pm - 8 pm Networking and Reception
Register at:
http://www.servicemanagementart.com/training/calendar.php?event_id=92
Register by phone: 403 219 4195
For more information around the presentations go to:
http://www.servicemanagementart.com/training/news.html
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Peter's Power Play More external or internal staff on your improvement program?
IT Improvement programs often suffer from unclear (human) resourcing strategy. This is often an underestimated activity that is based on availability of internal and external resources, NOT on the strategy to build a high performing team. As an example: we had projects where external consultants were hired to staff the project. Although the external consultants delivered the promised results, due to lack of internal input the project did not deliver according to requirements for the organization. On the other hand we also have seen several examples where the whole project was executed by internal staff that did not have the right skills to develop new processes that would add value to the organization. The result? High costs and no real results. So what do you need to do? Start defining what kind of activities you are going to execute, for instance: · Process design · Template development · Technology selection and implementation · Communication planning · Etc. The internal project staff (resources) you have currently assigned to the project - what capabilities do they have? - Do they have the skills and experience to fulfill any of the activities in the project?
- Do they need training or education?
- Is it part of their career path?
- How much time can they spend on this project?
(Remember: 9 women pregnant for 1 month will not get you a baby, you will need continuity and the right amount of effort.)
After you have established the internal capabilities and competencies it is time to see how external consultants can enhance the capabilities to meet the strategy of the project. You could hire a coach for your staff that keeps them focused and makes them successful in the delivery of deliverables. Or you could hire a consultant that is focused on providing your staff with the knowledge they need to be successful. External consultants are not there to stay. You need to get the most benefit out of them in a short term and provide your staff with the knowledge they need. If they do not transfer their knowledge your project is doomed after they leave. It is not easy, but creating a resource and capability strategy for your ITSM program is going to help you in creating value to your customers. Remember: less involvement from external experienced staff can slow down your project. The acceptance by staff, benefits and value creation to your customers might be better, but it might take more time. Can you afford that? Or do you need results now? What is your strategy going to be: More internal staff or more external staff? Change is an art! Service Management Art Peter Lijnse |
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T R A I N I N G - C O U R S E S
Training that meets your needs!
ITIL courses in Calgary
ITIL v3 Foundation Dec 1 - 3, 2008
ITIL courses in Vancouver
Register today!
For more information call:
403 219 4195
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Bookstore
IT Governance - Weill/Ross
How Top Performers Manage IT for Superior Results
Seventy percent of all IT projects fail-and scores of books have attempted to help firms measure and manage IT systems and processes better in order to turn this figure around.
In this book, IT experts Peter D. Weill and Jeanne W. Ross argue that the real reason IT fails to deliver value is that companies have no formal system in place for guiding and monitoring IT decisions.
Their research shows that firms with explicit IT governance systems have twice the profit of firms with poor governance, given the same strategic objectives. Just as corporate governance systems aim to ensure quality decisions about corporate assets, the authors show, companies need IT governance systems to ensure that IT investments are made wisely and effectively.
Order today!
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Keep in Mind...
You can Unsubscribe to this monthly Email-Magazine at any time by clicking the 'unsubscribe - button' at the bottom of this page. But... don't miss out on all those amazing changes in the IT industry! Let us keep you posted.
Service Management Art Peter Lijnse
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