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IT Customer Service Performance Metrics

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This presentation was developed to offer IT Customer Service managers some recommendations for developing performance measures (metrics) within their organization.

This presentation was developed to offer IT Customer Service managers some recommendations for developing performance measures (metrics) within their organization.

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    IT Customer Service Performance Metrics IT Customer Service Performance Metrics Presentation Transcript

    • Recommending an IT Metrics Strategy for N651 Jim Soltis Senior Metrics Analyst
    • Recommending a Strategy
      • What is the mission of this IT organization?
      • What are the values of the organization?
      • What is the strategic intent of this process?
      • What are the key drivers for the process?
      • What are the assumptions under which this team is working?
      • What are the constraints under which this team is working?
      • What are the conditions of satisfaction?
      • What are the customers’ requirements?
      1
    • Vision Statement
      • Add value to IT operations by enhancing staff performance, identifying cost savings, optimizing IT resource allocation, and improving the efficiency and effectiveness of IT services.
      2
    • Goal and Objective
      • Develop a set of benchmarking standards
      • Create a starting point for surveys and metrics analysis
      • A good benchmarking project allows leaders to think “outside the box” and view issues with a different perspective. Allows for greater insight.
      3
    • Today’s Situation
      • Benchmarking has not occurred, resulting in insight that is lost due to changes and progress that has already taken place.
      • Future measurements / indications may be incremental at best, rather than dramatic.
      4
    • How Did We Get Here?
      • Hardware / software technology forges ahead while the business strategy is adjusted to support decisions on the fly.
      • Financial planning lags rather than leads activity.
      • Overall support strategy is not in place prior to changes / upgrades.
      5
    • Available Options
      • Maintain evolutionary methodology.
        • Familiar mode of operation
        • Minimal training
        • Nothing changes
        • Inability to realize improvement benefits
      • “If you keep doing what you’re doing, you’ll keep getting what you’re getting.”
      6
    • Questions / Issues
      • RITSC/OBAN Project Goals / Services
        • Have the objectives of Phase I been met?
          • Completion goal - June 30
        • Have the objectives of Phase II been met?
          • Completion goal - September 30
        • Progress of Phase III objectives?
          • Completion goal - December 30
      7
      • Objectives of Phase I (Complete by JUN 30 98) are:
        • Ensure connectivity to SOCPAC, install ATM between MARFORPAC/CINCPAC CLASSIFIED LANs
        • Upgrade/Improve PACOM SECRET LAN (ATM to the desktop, mirror image of our LAN, same service)
        • Upgrade/Improve PACOM UNCLASS LAN (100Mbs to the desktop, mirror image of our LAN, same service)
        • Establish a RITSC(Regional Operations Center) at either CP or CPF
        • Connect CP, CPF, and CSP with ATM backbone creating virtual LAN
        • Merge the LAN Staffs from CP, CSP & CPF
        • Merge all AUTODIN GENSER service to centralized AMHS
        • Assume all Video Operations at CP & CSP in addition to CPF
      • Objectives of Phase II (Complete by 30 SEP 98) are:
        • Upgrade/Improve GCCS LAN & CC
        • Examine feasibility mgt of SCI/TS-SCI LANs at all Commands
        • Upgrade/assume responsibility for LANs at MARFORPAC, SOCPAC, NAVSTA, MIDPAC
        • Outsource where it makes sense
        • Establishment of Regional IT Management as separate UIC
        • Link MIDPAC, NAVSTA, CSP with ATM
        • Planning for RITSC space in new CP Headquarters
      • Objectives of Phase III (Complete by 30 DEC 98) are:
        • Merge Comm links with OAHU MAN
        • Export the Model to USARPAC and PACAF
      RITSC/OBAN Project Notes 8
    • Recommendation
      • Conduct a benchmarking study.
      • Decide on key performance indices.
      • Develop performance metrics that tie the benchmarking standards to the Service Level Agreement (SLA).
      • Use the Investment Cost Analysis Model (ICAM) to determine needs.
      9