itsmf USA Problem Management Special Interest Group Problem Management Metrics Moderator John Clipp Speaker Ted Gaughan Speaker David Ferguson Vice President PMO/SMO Director President / CEO Problem Management SIG President 1
About the Speakers: TED GAUGHAN Ted has over 30 years of experience in IT engineering, operations, program/project management and ITSM, and is the B&D Consulting, Inc. Program Management Office / Service Management Office (PMO/SMO) Director and EAGLE II Program Manager. His certifications include PMP, IT Project+ Professional, ISO/IEC 20000 Consultant, ITIL Expert, Process Design Engineer (CPDE) and TIPA Lead Assessor. He leads IT service delivery programs/projects for B&D Consulting, Inc. core capabilities - systems integration and testing, cyber security and ITSM. Ted is co-author of The Definitive Guide to IT Service Metrics (offered in the itsmf Thought Leadership Series) and the Control Account Manager s Handbook An Earned Value Management Best Practice Reference. DAVID FERGUSON David Ferguson is the CEO and President of OakTree Enterprise Solutions, Inc., and is the founder and CEO of 5000fish, Inc., the software vendor behind Yurbi, an enterprise business intelligence solution that is focused on the IT Service Management market. David holds a Bachelor of Science in Engineering degree from Duke University and a Master of Systems Engineering degree from Virginia Polytechnic Institute and State University (Virginia Tech). Prior to founding OakTree and 5000fish, David worked for CA Technologies, Electronic Data Systems and Lockheed Martin and has extensive experience in the development of comprehensive measurement framework, reporting and dashboard solutions. 2
itsmf USA Problem Management Special Interest Group (SIG) Authorized on Feb 14, 2014 Purpose To promote Best Practice in Problem Management Education, Collaboration, Participation Community Problem Management SIG website: http://www.itsmfusa.org/members/group.aspx?id=132881 LinkedIn itsmf Problem Management SIG Group: http://www.linkedin.com/groups/itsmf-problem-management- Special-Interest-6525784/about Follow us on Twitter at: @itsmfprobmgtsig Or www.twitter.com/itsmfprobmgtsig 3
Tentative Schedule: BrightTALK Presentations July 15, 2014-2PM 3PM US Eastern Daylight Saving Time Problem Management and Root Cause Analysis September 16, 2014 2PM 3PM US Eastern Standard Time Assessing Problem Management Maturity November 18, 2014 2PM 3PM US Eastern Standard Time Problem Management Continual Service Improvement January 20, 2015-2PM 3PM US Eastern Standard Time Problem Management and the KEDB 4
AGENDA: Part 1 Problem Management Metrics Problem Management Overview The Purpose of Problem Management Metrics Standard Problem Management Metrics Problem Management Reporting Part 2 Building a Reporting Framework How you access and consolidate the data that s required for building reports and dashboards The benefits and issues of accessing multiple databases for consolidated reporting/dashboards (with some examples) How do you make the data available to your stakeholders and constituents 5
Problem Management Overview: Problem: The unknown cause of one or more Incidents. Problem Management Objectives: Prevent problems and incidents Eliminate recurring incidents Reduce the number & minimize the impact of unpreventable incidents How it is done: Diagnosing the root cause Determine resolution of problems Document, maintain & report on information about problems known errors workarounds resolutions 6
The Purpose of Metrics - The Metrics Tree: 7
The Purpose of Problem Management Metrics: Metrics based on Problem Management CSFs & KPIs Utilize proper tools & calculations Integrated into the Knowledge Base Inputs for ITSM performance reporting Combined, they tell a story from the customer s perspective: Increase understanding Service components Stakeholders Other services Empower the audience The story helps improve decision making 8
The Purpose of Problem Management Metrics Process Relationships: 9
Problem Management Metrics: Problem Management metrics should help mature process activities to become proactive - resolving potential issues before they impact the business. Problem Management records known errors and provides a high-value knowledge base for Incident Management and other processes in the form of implemented problem resolutions and the KEDB. Number of open problems Problem management backlog Number of problems pending supplier action Number of known errors added to the KEDB 10
Metric: Number of open problems Problem Management Metrics Description: All open problem tickets in the reporting period Calculation: Number of open problem tickets in the Problem Management queue. Metric Purpose: CSF: Problem Management performance within the target service level(s). KPI: Number, percentage & trend of open problem tickets Number, percentage & trend of problems opened in the past 30 days Number, percentage & trend of problems resolved in the past 30 days Metric Story: This metric provides insight to the problem handling workload and performance, by priority & current status: Priority 1, 2, 3 Open (working) Pending (on hold) Queue backlog 11
Metric: Problem management backlog Description: This metric represents the number of problem tickets in the queue that are backlogged Resolution / Workaround not completed within the target timeframes. Calculation: Number of problem tickets not closed within the target timeframe. Metric Purpose: CSF: Provide high-quality problem handling KPI: Number and trend of problem ticket backlog Number & percentage of open problem tickets exceeding target resolution times Metric Story: This backlog can be for a number of reasons: Volume of problems detected Pending changes System or service complexity Supplier involvement Customer involvement or approval 12
Metric: Number of problems pending supplier action Description: This metric represents the number of problems pending supplier actions - RCA and/or Resolution. Calculation: Number & percentage of open problem tickets assigned to suppliers. Metric Purpose: CSF: Timely product support response from suppliers KPI: Number, percentage & aging of open problem tickets pending supplier actions Metric Story: Supplier problem handling can be viewed from several perspectives: Type of product problem(s) detected Product customization for unique business needs Product complexity & maturity Warranty status & support SLAs Supplier priorities 13
Metric: Number of known errors added to the KEDB Description: This metric shows the growth & currency of the KEDB. Calculation: Number of problem workaround entries to the KEDB in the reporting period. Metric Purpose: CSF: Minimize business impacts of incidents that are not preventable. Maintain the KEDB currency KPI: Number problem workarounds and updates entered into the KEDB in the reporting period. Metric Story: Provides insight to Problem Management performance & support for other processes that utilize the KEDB. Timeliness of KEDB entry relative to detecting the problem Actively working on RCA and/or problem resolution Reduced incidents (e.g., self-help) & incident durations 14
Problem Management Reporting Report on specific measurements of Problem Management performance Based on metrics that are important (i.e., tell the story) as proof of success In meeting the operational Key Performance Indicators In accordance with the tactical Critical Success Factors That contribute to the strategic Objectives, Goals & Mission of the business 15
Building A Reporting Framework: Identify Where Your Data Is Located: Understand the complete picture of all the data sources involved in the problem management process. Who owns it? What is the format? Where is it? Frequency of change? Take a 360 Degree View: Consider the value of more than simply the Problem Management tracking system Incident and Change Management systems Release and Deployment Configuration Management Availability Management Many more 16
Building A Reporting Framework: Start Focused: Don t start the process by trying to gather and collect every source of data, start small and strategic. Focus on Key Metrics? Identify what data elements are needed for key metrics? Test and Verify: Before investing time in building reports and dashboards, first manually collect samples of data and validate metrics. Excel is your best friend Validates the metrics and the sources of data Works out calculation metrics Objective: Refine metrics and bring clarity to what is really important 17
Building A Reporting Framework: Leverage Technology: After proving the concept in Excel the goal is to automate and scale the process. Invest in Dashboard and Reporting Technology Key Considerations for Dashboard Technology: Leverage Real-Time Access to Data sources (multi-source) Avoid replicated datamarts unless your size and scope demand it Leverage Web-Based Solutions Look for solutions with mobile and tablet access Consider complete solution cost Infrastructure needed Report/Dashboard development and labor costs Training costs Software costs 18
Building A Reporting Framework: Why Leverage Dashboard Technology: After proving the concept in Microsoft Excel the goal is to automate and scale the process. Invest in Dashboard and Reporting Technology Information should be real-time Easily accessible Dynamic and not static Key Considerations for Dashboard Technology: Leverage Real-Time Access to Data sources (multi-source) Avoid replicated datamarts unless your size and scope demand it Leverage Web-Based Solutions Look for solutions with mobile and tablet access Look for data-level security Consider complete solution cost Infrastructure needed Report/Dashboard development and labor costs Training costs Software costs 19
Building A Reporting Framework: Share with Stakeholders: Determine who needs access to what information and share. Everyone should be part of the process Ensure security so stakeholders have need to know access only Constant Improvement: The reporting process is never complete, continuous improvement is key. Seek feedback from stakeholders on improvements Must stay ahead of data element changes Metrics change over time Less is more, focus on the metrics which move the needle 20
Example Dashboard: 21
A definitive guide to IT Service Management Metrics based on ITIL and other service management frameworks and standards Place your order at: http://www.itsmfusa-online-store.com/p-35-the-definitiveguide-to-it-service-metrics.aspx Register for a Free 12-month subscription for a 2-named user license to the Yurbi AnyDB Business Intelligence Tool Register at: http://www.technolava.com/go/yurbi-registration Register Now Offer Expires July 15, 2014 22
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