2014 ServiceNow All Rights Reserved1 Barry Brooks ServiceNow
Sr. Advisory Group Switching Mind Sets from Traditional
Reporting
Slide 2
2014 ServiceNow All Rights Reserved2 Agenda Reporting and
Analytics Lagging and Leading Usage Practical Examples Behavioral
Change
Slide 3
2014 ServiceNow All Rights Reserved3 Reporting vs. Analytics
Analysis (Analytics) Incident Problem Change Reporting Information
(Reporting)
Slide 4
2014 ServiceNow All Rights Reserved4 Reporting vs. Analytics
Incident Problem Change Information (Reporting) Analysis
(Analytics) Reporting
Slide 5
2014 ServiceNow All Rights Reserved5 Lagging vs. Leading
Analysis (Analytics) Incident Problem Change Reporting Information
(Reporting)
Slide 6
2014 ServiceNow All Rights Reserved6 Lagging vs. Leading
Analysis (Analytics) Incident Problem Change Reporting Information
(Reporting) Output Based Easy to Measure Hard to Control
Slide 7
2014 ServiceNow All Rights Reserved7 Lagging vs. Leading
Analysis (Analytics) Incident Problem Change Reporting Information
(Reporting) Output Based Easy to Measure Hard to Control Input
Based Hard to Measure Easy to Control
Slide 8
2014 ServiceNow All Rights Reserved8 Reporting vs.
Analytics
Slide 9
2014 ServiceNow All Rights Reserved9 CIO Board Exec Team IT
Strategy IT Management Project Managers Process Managers Service
Managers Organization Exceptions Role-Based KPIs Targets &
Thresholds Operational Reporting Ad-hoc Reports Information Need
Performance Analytics Reporting
Slide 10
2014 ServiceNow All Rights Reserved10 2014 ServiceNow All
Rights Reserved REQUESTERPROVIDER Service Experience Service
Analytics Service Delivery Service Assurance Service Taxonomy The
Service Model Defined Five pillars of Enterprise Service
Management
Slide 11
2014 ServiceNow All Rights Reserved11 2014 ServiceNow All
Rights Reserved Positioning PA Internally 1.Cost savings 2.Time
savings 3.Improved performance 4.Decreased risk 5.Improved
communication
Slide 12
2014 ServiceNow All Rights Reserved12 2014 ServiceNow All
Rights Reserved Positioning PA Internally 1.Cost savings 2.Time
savings 3.Improved performance 4.Decreased risk 5.Improved
communication 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.
Slide 13
2014 ServiceNow All Rights Reserved13 2014 ServiceNow All
Rights Reserved Positioning PA Internally 1.Cost savings 2.Time
savings 3.Improved performance 4.Decreased risk 5.Improved
communication 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.
Slide 14
2014 ServiceNow All Rights Reserved14 2014 ServiceNow All
Rights Reserved Positioning PA Internally 1.Cost savings 2.Time
savings 3.Improved performance 4.Decreased risk 5.Improved
communication 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
Slide 15
2014 ServiceNow All Rights Reserved15 2014 ServiceNow All
Rights Reserved Positioning PA Internally 1.Cost savings 2.Time
savings 3.Improved performance 4.Decreased risk 5.Improved
communication 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.
Slide 16
2014 ServiceNow All Rights Reserved16 2014 ServiceNow All
Rights Reserved Positioning PA Internally 1.Cost savings 2.Time
savings 3.Improved performance 4.Decreased risk 5.Improved
communication 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.
Slide 17
2014 ServiceNow All Rights Reserved17 2014 ServiceNow All
Rights Reserved
Slide 18
18 2014 ServiceNow All Rights Reserved
Slide 19
19 2014 ServiceNow All Rights Reserved
Slide 20
20 2014 ServiceNow All Rights Reserved 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
Slide 21
2014 ServiceNow All Rights Reserved21 2014 ServiceNow All
Rights Reserved Identify the processes/activities/domains of what
needs to be managed Incident Management 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 As
a result of improving on this KPI, an IT organization will be
capable of understanding and reporting on trends as they relate to
CIs which is a key input into the Problem Management process KPI
Example #1: % of closed incidents without a Configuration Item (CI)
Define the metrics/indicators that measures if goals are being met
Number of closed incidents without a CI / Number of closed
incidents * 100 Suggested improvement actions Although CIs may not
always be identifiable at ticket creation, set 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 CIs
to incidents What do the ITIL books say? Relating incidents to CIs
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)
Slide 22
2014 ServiceNow All Rights Reserved22 2014 ServiceNow All
Rights Reserved Identify the processes/activities/domains of what
needs to be managed Incident Management 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 As
a result of improving on this KPI, an IT organization will be
capable of understanding and reporting on trends as they relate to
CIs which is a key input into the Problem Management process KPI
Example #1: % of closed incidents without a Configuration Item (CI)
Define the metrics/indicators that measures if goals are being met
Number of closed incidents without a CI / Number of closed
incidents * 100 Suggested improvement actions Although CIs may not
always be identifiable at ticket creation, set 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 CIs
to incidents What do the ITIL books say? Relating incidents to CIs
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)
Slide 23
2014 ServiceNow All Rights Reserved23 2014 ServiceNow All
Rights Reserved Identify the processes/activities/domains of what
needs to be managed Incident Management 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 As
a result of improving on this KPI, an IT organization will be
capable of understanding and reporting on trends as they relate to
CIs which is a key input into the Problem Management process KPI
Example #1: % of closed incidents without a Configuration Item (CI)
Define the metrics/indicators that measures if goals are being met
Number of closed incidents without a CI / Number of closed
incidents * 100 Suggested improvement actions Although CIs may not
always be identifiable at ticket creation, set 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 CIs
to incidents What do the ITIL books say? Relating incidents to CIs
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)
Slide 24
2014 ServiceNow All Rights Reserved24 2014 ServiceNow All
Rights Reserved Identify the processes/activities/domains of what
needs to be managed Incident Management 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 As
a result of improving on this KPI, an IT organization will be
capable of understanding and reporting on trends as they relate to
CIs which is a key input into the Problem Management process KPI
Example #1: % of closed incidents without a Configuration Item (CI)
Define the metrics/indicators that measures if goals are being met
Number of closed incidents without a CI / Number of closed
incidents * 100 Suggested improvement actions Although CIs may not
always be identifiable at ticket creation, set 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 CIs
to incidents What do the ITIL books say? Relating incidents to CIs
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)
Slide 25
2014 ServiceNow All Rights Reserved25 2014 ServiceNow All
Rights Reserved Identify the processes/activities/domains of what
needs to be managed Incident Management 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 As
a result of improving on this KPI, an IT organization will be
capable of understanding and reporting on trends as they relate to
CIs which is a key input into the Problem Management process KPI
Example #1: % of closed incidents without a Configuration Item (CI)
Define the metrics/indicators that measures if goals are being met
Number of closed incidents without a CI / Number of closed
incidents * 100 Suggested improvement actions Although CIs may not
always be identifiable at ticket creation, set 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 CIs
to incidents What do the ITIL books say? Relating incidents to CIs
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)
Slide 26
2014 ServiceNow All Rights Reserved26 2014 ServiceNow All
Rights Reserved More Information Public KPI Library ServiceNow
Community Barry Brooks Sr. Advisory SC 630.688.3616
[email protected] LinkedIn - barrybrooks55 Twitter -
@barry_brooks
