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PerformanceMeasurement
BillPankey TunitasGroup
COBITME4.6MonitorandEvaluate|
ProvideITGovernance|PerformanceMeasurement
ControlObjective
CGEITEXAMPREP#4 PerformanceMeasurement
PerformanceMeasurement:
JobPractice
Establishtheenterprise'sstrategicIT objectives,withtheboardofdirectorsand executiveleadershipteam,categorizedintofourareas: Establishoutcomeandperformancemeasures,supportedbymetrics,andtargets thatassessprogresstowardtheachievementofenterpriseandITobjectivesand thebusinessstrategy. EvaluateITprocessperformance,trackITinvestmentportfolioperformance,and measureITservicedeliverythroughtheuseofoutcomemeasuresand performancedrivers. Usematuritymodelsandotherassessmenttechniquestoevaluateandreporton thehealthoftheenterprisesperformancelevel. Usecontinuousperformancemeasurementtoidentify,prioritize,initiateand manageimprovementinitiativesand/orappropriatemanagementaction. Reportrelevantportfolio,programandITperformancetorelevantstakeholdersin anappropriate,timelyandaccuratemanner.
RevealingSlipofthePen
CGEITEXAMPREP#4 PerformanceMeasurement
TritebutTrue?
Ifyoucantmeasureit,youcantmanageit PeterDrucker Whatgetsmeasured,getsdone TomPeters Performancemeasurementexiststoaddressa managementproblemCGEITexamperspective
FunctionsofPerformanceMeasurement
Directs/motivates behavior
Focusesattention Clarifiesexpectations Increasesvisibilityofperformance Enablesaccountability Increasesobjectivity Providesbasisforgoalsetting Promotesconsistency Facilitatesfeedback Providesearlywarnings Enablesprediction
Improvesdecision making
CGEITEXAMPREP#4 PerformanceMeasurement
InformationValue
Measurementreducesuncertainty
ValueofInformation=R(Decision|information) R(Decision|w/oinformation)
Managementuseindecisionmakingdetermines thevalueoftheinformation
Informationthatdoesnotinfluencemanagement decisionhasno[business]valuethenwhymeasure?
2TypesofManagementDecisions
ITPerformanceMeasurement@2levelsofManagement 1. Strategicplanning/ongoingstrategy
Longrangeexternalfocus/partnerships,(definitionofcore, etc) TypicallyusesBalancedscorecardstocommunicatestrategy andassesscompletion OperationalfocusonefficiencyandeffectivenessofIT systemsandprocesses Typicallyusesservicemetrics,keyperformanceandgoal indicators
2. Managementcontrol
CGEITEXAMPREP#4 PerformanceMeasurement
PerformanceMeasurementinGovernance
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ManagementDecisiondiffersbyCGEITDomain
1 1
1. Strategicalignment/value management
Havethetargetedprocesses achievedobjectives? HastheportfolioofIT enabledbusiness investmentsdelivered businessvalue Note:Benefitsdefined intermsofcorporate objectives Havethetargetedprocesses beenefficient&effective
2. Valuedelivery
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*Copyright2003bytheITGovernanceInstitute.
2. ResourceManagement
CGEITEXAMPREP#4 PerformanceMeasurement
PerformanceMeasurement:
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JobPractice
Establishtheenterprise'sstrategicITobjectives,withtheboardofdirectorsand executiveleadershipteam,categorizedintofourareas: Establishoutcomeandperformancemeasures,supportedbymetrics,andtargets thatassessprogresstowardtheachievementofenterpriseandITobjectivesand thebusinessstrategy. EvaluateITprocessperformance,trackITinvestmentportfolioperformance,and measureITservicedeliverythroughtheuseofoutcomemeasuresand performancedrivers. Usematuritymodelsandotherassessmenttechniquestoevaluateandreporton thehealthoftheenterprisesperformancelevel. Usecontinuousperformancemeasurementtoidentify,prioritize,initiateand manageimprovementinitiativesand/orappropriatemanagementaction. Reportrelevantportfolio,programandITperformancetorelevantstakeholdersin anappropriate,timelyandaccuratemanner.
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CGEITEXAMPREP#4 PerformanceMeasurement
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GenericITBalancedScorecard
FutureOrientation
Mission:PositionITtomeet futurechallenges Objectives: Staffexpertise Knowledgeofemerging technology Architecturalflexibility Measures: AgeofApplicationportfolio LevelofSOAadoption| percentageofapplications supportingwebservices Levelofvirtualization StaffhoursofCPE
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GenericITBalancedScorecard
OperationalExcellence
Mission:CosteffectiveIT processes Objectives: Efficientservicedesk& problemresolution Stableinfrastructure|code base Wellmanagedchanges Measures: Avg.timeresolveservice requests Avg.timetocompleteRFC #ofplannedchanges/#of unplannedchanges #securityincidentsw/same cause
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GenericITBalancedScorecard
UserOrientation
Mission:Bepreferredsupplier; exploitbusinessopportunities throughIT Objectives: Highlevelofusersatisfaction Costeffectivesupportfor businessoperations Partnershipw/businessin strategicinitiatives Measures: Userratings #Repeatedservicerequests Costofservice Levelofteamparticipation #feasibilityproject/#of projects
Businessmgmt.
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GenericITBalancedScorecard
CorporateContribution
Mission:Obtainreasonablebusiness valuefrominvestmentsinIT Objectives: ControlITexpenses HighbusinessvalueofIT participation HighbusinessvalueofITprojects Measures: ROIofITprojects Avg.ValueofprojectswithIT participation/Avg.valueofall projects YrtoyrITbudget/growthofuser base&supportedfunctions #daysw/onoticetriggering securityincident
CGEITEXAMPREP#4 PerformanceMeasurement
PerformanceMeasurement:
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JobPractice
Establishtheenterprise'sstrategicITobjectives,withtheboardofdirectorsand executiveleadershipteam,categorizedintofourareas: Establishoutcomeandperformancemeasures,supportedbymetrics,andtargets thatassessprogresstowardtheachievementofenterpriseandITobjectivesand thebusinessstrategy. EvaluateITprocessperformance,trackITinvestmentportfolioperformance,and measureITservicedeliverythroughtheuseofoutcomemeasuresand performancedrivers. Usematuritymodelsandotherassessmenttechniquestoevaluateandreporton thehealthoftheenterprisesperformancelevel. Usecontinuousperformancemeasurementtoidentify,prioritize,initiateand manageimprovementinitiativesand/orappropriatemanagementaction. Reportrelevantportfolio,programandITperformancetorelevantstakeholdersin anappropriate,timelyandaccuratemanner.
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MeasurementQuestions
Tosupportaspecificmanagementobjective
1.
Whatneedstobemeasured?
2. 3. 4. 1.
Processcharacteristic(metrics) Businessresult(outcome)
Governance ofperformanceevaluation
2.
COBITPC6providesguidance COBITME4.1providesguidance
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GenericProcessControlModel
COBITsprocesscontrolobjectiveappliestoallCOBITprocesses
PCrequirementsintroducedwithCOBIT4.1
Setsrequirementsinthedefinitionofanyprocess. PC6:processperformanceimprovementrequires: Metrics thatprovidesinsightintotheoutcomes&performance oftheprocess Targets thatreflectprocessgoals Datacollectionmethods Comparison ofactualmeasurementtotargetsandremedial action Alignment ofmetrics,targets&methodsw/ITsoverall performancemonitoring=>ME1
SimilarrequirementsinITILsprocessdefinition
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ProcessControlPractices
CGEITEXAMPREP#4 PerformanceMeasurement
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Thegovernanceobjectiveissatisfiedby:
Translatingperformance reportsintomanagement reports Comparingperformancewithagreedupontargets Determiningremedialactionplan
ME1:Monitor&EvaluateITPerformance
ControlObjectives: Definetherelevantperformanceindicators
ME1.1 Establishthemonitoringframework ME1.2Defineperformancetargets&benchmarks ME1.3Establishmonitoringmethods
Systematic&timelyperformancereports
ME1.4Periodicallyreviewperformance ME1.5SeniorManagementreports
Promptactionupondeviation
ME1.6Remedialaction
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ME1.1:MonitoringFrameworks
Specifymeasurementscope,methodology&process
1. Monitorcontributiontobusiness(strategiclearning) 2. MeasurepropertiesofITsolution\ servicedelivery (managementcontrol)
PotentialFrameworks(some)
BalancedScorecards(BSC) InformationEconomics(IE) COBIT ITIL|ITSMMetrics
Useofalternateframeworksarenotmutuallyexclusive
1. BSC&IEbettersupportstrategicplanning,#1 2. COBIT&ITILbettersupportmanagementcontrol,#2
Needbothbusinessdirection&processcontrol
Focusonvalueandinformationeffectiveness
Doingtherightthingandderivingvalue
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CGEITEXAMPREP#4 PerformanceMeasurement
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MonitoringFrameworks #2SolutionandServiceDelivery
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Monitoringofvaluedoesnotprovidedetailedinformationaboutthe operationofsystems&process
Managementscorecardvs.processmetrics
ITsolution/servicemanagementrequires(near)continuous monitoring
DistinctfromIT&businessplanningcycles
Challengeistoensurethattheservice/solutionsmetricsare relevanttothebusinessrequirements
E.g..Dontemphasizeavailability (uptimemetrics)whenthe businessrequirementisforreliability
Monitoringmustbeperformedinthevernacularofinformationand systemsmanagement
COBIT ITIL
Focusonefficiencyandcosteffectiveness
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ME1.2:EstablishGoals/Targets
Monitoringsystem[should]explicitlytieITgoals/ objectivestospecificbusinessgoals
Responsibilityofbusinessmanagementtoapprove
1. 2. Strategicplans Servicelevelagreements
Cause&effectrelationshipsupportsgoalhierarchy
Oftentargetsarenecessarybutnotsufficientconditions
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Targets
Managementrequirestargets|specific objectives
w/otargetsquestformorecomesatthe expenseofcompetingobjectives Boundtothetimingofstrategy|servicelevel agreements
EstablishGoals/Targets: UseofIndustryBenchmarks
Benchmarksshortcuttheprocessofdetermining performancetargets
Usetheperformanceofcompetitors(orother)to determinewhatisobtainable
Industryatlarge topperformers
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Begsthequestionofcausation\ relevance
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ME1.3:SelectionofMonitoringMethods
Withincontextofframework,mustselectspecific measures
e.g.,a balancedscorecard e.g.,a (setof)metrics
Thechosenframework,shouldprovideguidancefor selecting/constructingthemeasures
Sometimesthisismoreartthanmanagementscience
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ME1.4:PeriodicReview Timing
Managementpurposedeterminestimingofreviews
1. Strategicbusinessplanninghas35yearcycle
Reviewofperformancetoconfirm/adjustalignmentwith expectations Reviewfrequencyvarieswithcompanyandindustry
Monthly(!) Synchwithfinancialreports(qtr|annual) Eventdriven
2. Managementcontrol
Continuousprocessimprovementrequiresfrequentreporting Timingvarieswithrequirementsofchangemanagementprocess e.g.,Wherechangesareexpensiveordifficulttorollback=>less frequentperformancereviewgivenrelativereluctancetoact uponfindings
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Reportssupportingstrategicplanning
Generallyintendedtoindicatethesuccessorfailure| timingoftheachievementofstrategicobjectives Recommendationsforadjustment;acceleration,etc
Reportssupportingmanagementcontrol
Indentifyprocess shortfall/failures
Dashboardscanbeusedtocollect&integratea varietyofmeasures
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ME1.6:RemedialAction
RequiredActionuponrecognitionofshortfallbetween performanceandtarget
1. Verification Confirmaccuracyandmeaningofmeasure
e.g.,didasingleanomalouseventresultskewresults? e.g.,haveextraneousbusinesseventsdilutedtheimpact ofITperformanceuponthetargetedmeasuresandleadto anunderestimationofITperformance e.g.,istheshortfallafailureinstrategy?Orexecution?
2. Rootcauseanalysistoidentifyunderlyingdeficiency Manymethods(someindustryspecific),e.g.:
Faulttree,barrieranalysis,failuremode&effect,5whys,Ishikawa
Focusonprocessfailuresthatledtothedeficiency
i.e.,itisprocess improvementthatreliablyleadstobetterresults
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RemedialAction(cont)
3. ActionPlan Astrategiclevelactionplanmaybesomethingother thanaprojectascompletionmaybeindeterminate
E.g.,realignstrategicobjectives
Atthemanagementcontrollevel,expectdefinitionof projectlifecyclecomponents
Proposal Reviewandapproval Tracking
Attheprocesscontrollevel,theactionplanmayjustbe aservice/changerequest
Moreorlessongoingactivity
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COBITAssessmentModel
2typesofmetrics
Outcomemeasures(akakeygoalindicatorsakaKGI)
Measuregoalsatisfactionposthoc
Performanceindicators(akakeyperformanceindicatorsakaKPI)
Assessmentofongoingsystem Boundtospecificgoals
Laggingindicatorofwhetherornotgoalhasbeen achieved.
Leadingindicatorofwhetherornotgoalislikelytobe satisfied
Activity Process IT Business
Metricsaredefinedat4levelsforeachCOBITprocess
CascaderelatedtoCauseandeffect
BusinessGoals>ITGoals>ProcessGoals>ActivityGoals
COBITincludessomemetrics
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COBITsCascadeofMeasures
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Outcome Measure
Copyright2003 bytheITGovernanceInstitute.
PerformanceMeasurement:
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JobPractice
Establishtheenterprise'sstrategicIT objectives,withtheboardofdirectorsand executiveleadershipteam,categorizedintofourareas: Establishoutcomeandperformancemeasures,supportedbymetrics,andtargets thatassessprogresstowardtheachievementofenterpriseandITobjectivesand thebusinessstrategy. EvaluateITprocessperformance,trackITinvestmentportfolioperformance,and measureITservicedeliverythroughtheuseofoutcomemeasuresand performancedrivers. Usematuritymodelsandotherassessmenttechniquestoevaluateandreporton thehealthoftheenterprisesperformancelevel. Usecontinuousperformancemeasurementtoidentify,prioritize,initiateand manageimprovementinitiativesand/orappropriatemanagementaction. Reportrelevantportfolio,programandITperformancetorelevantstakeholdersin anappropriate,timelyandaccuratemanner.
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MaturityModels
Characterizetheprocesswhoseperformanceisbeingmeasured
Assessprocessmanagementcapabilitynotprocessperformance Capabilitymaynotbefullydeployedorutilized Processmaturity&benchmarksprioritizeprocessimprovementtargets
COBITidentifiescharacteristicsofeachprocessatthevarious maturitylevels
COBITsgeneric6pointmaturitymodel 0 Nonexistent 1. Adhoc.Activitymanagedonindividualbasisw/o standardization 2. Repeatable.Regularprocessw/oformality.Relianceon individualknowledge\ diligence 3. Definedprocess.Standardprocessformalizedand communicatedthroughtraining. 4. Managed&measurable.Monitoringofprocessand correctiveactiontakenwherethereisdeviationfrom expectedresults 5. Optimized.Continuousprocessimprovementimplemented.
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Maturity=Performance
Maturity=>reliabilityofprocess,notthe outcome
Maturityreflectslevelofdefinitionandcontrol =>lowervarianceinoutcomes
Maturityisinitialstepinqualityprogram
Poorquality=>calibrationproblem
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PerformanceMeasurement:
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JobPractice
Establishtheenterprise'sstrategicIT objectives,withtheboardofdirectorsand executiveleadershipteam,categorizedintofourareas: Establishoutcomeandperformancemeasures,supportedbymetrics,andtargets thatassessprogresstowardtheachievementofenterpriseandITobjectivesand thebusinessstrategy. EvaluateITprocessperformance,trackITinvestmentportfolioperformance,and measureITservicedeliverythroughtheuseofoutcomemeasuresand performancedrivers. Usematuritymodelsandotherassessmenttechniquestoevaluateandreporton thehealthoftheenterprisesperformancelevel. Usecontinuousperformancemeasurementtoidentify,prioritize,initiateand manageimprovementinitiativesand/orappropriatemanagementaction. Reportrelevantportfolio,programandITperformancetorelevantstakeholdersin anappropriate,timelyandaccuratemanner.
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MeasurementdriveChange
Measurementdriveschange
Informalapproachtoassessment =>haphazardchange
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ITILServiceMetrics
Continuousimprovementisan importantconceptwithinservicemanagement
ProcessmetricsareadesignelementwithineveryITIL process,similartoCOBITsPC6 Management
Realitycheckvis avis servicelevelagreements Monitorfortrendsleadingtoproblemsinnearormediumterm Typicallyhavesomepersonalrewardassociatedwithachievementof targetedlevelsor%ofimprovement SourceofsuggestionssupportingtheContinuousService ImprovementProgram(SIP)
Individualmetricshave1of3consumers:
Processowners Staff(operators)
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ITILMetrics
Baseline
Startingpointforfuturecomparison Mustbeacceptedbyallstakeholders
Process
Efficiencyandeffectiveness
Service
Demonstrateachievementofcustomer expectation
Technology
Performanceofindividualinfrastructurecomponents
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ITILCSIModel
CrownCopyright2007
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GeneralcommentsonMeasurement
Anymeasurementshouldhaveanobjective
Whatisbeingmeasuredandwhy
Measurementwelldesignedandexecutedisamethodof control
Assuch,theeffectivenessofameasurecanbeitselftested
Acollectionofcorrelatedmeasuresisgenerallymoreuseful thansinglemeasuresofperformance
Overcomeirrelevantaspectsofasinglemeasure
Aggregatemeasureshasmorevalidity thanasinglemeasure
Overcomeextraneouserrororvariabilityassociatedwithasingle measure
Aggregatemeasurehasmorereliability thanasinglemeasure
Varianceofacompositemeasureislessthantheaveragevarianceof componentmeasures
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