From the TeamQuest live webinar "Dashboards Don't Work - Unless You Have a Metrics Management Strategy". Given the wide variety of measurement challenges found in IT, not many have taken a step back to assess the big picture and formulate an end-to-end strategy for metrics. Instead, the easy route is to find a dashboard tool, sometimes the incumbent enterprise ‘standard’, to fit each localized need. When the tool is force-fit to a specialized set of needs, the results are predictable- the dashboards at some point cease to be useful. In this webinar, you will learn how to create an effective Business Value Dashboard. Topics covered include: 1. How to communicate IT’s business value to executives utilizing metrics. 2. What metrics matter to business leaders. 3. How to develop valuable strategic insights from operations data. 4. The most effective methods of dashboard visualization to simplify interpretation. Live Q & A will follow the presentation. Your presenter, Rich Razon, has over thirty years of experience in IT Service Management and has overseen the deployment of transformative IT metrics solutions in some of the largest and most complex IT organizations in the world. Prior to TeamQuest, Rich co-founded PureShare, a company focused on real-time and business-value metrics for IT. To watch the on demand version of this live webinar, visit: http://www.teamquest.com/en/resources/resource_center/videos/webinar-dashboards-dont-work/

1. Dashboards Don’t Work
(Without a strategy for managing metrics!)

2. Learn how to put metrics to work
in making dashboards as useful
and effective as possible.
Our Objective

3.  How to Communicate IT’s Value to Execs through Metrics
 Optimizing Communications through Visualization
 Transforming Operations Metrics into Business Value
Today’s Agenda

4. Click here to watch this on demand webinar now

5. Operations Leadership
BVDs
Strategic Insights
Business Value Metrics
Leveraging Metrics to Communicate with Leadership

6. As you go higher in the organization, the scope of metrics expands and the
need for summarization increases
Metrics empower all levels of management
 Teams focus on operations

7. As you go higher in the organization, the scope of metrics expands and the
need for summarization increases
Metrics empower all levels of management
 Teams focus on operations
 Senior managers provide leadership,
direction, and oversight

8. Metrics empower all levels of management
 Teams focus on operations
 Senior managers provide leadership,
direction, and oversight
 Executives concentrate on decisions that
shape the company
Each level has a unique profile
 Tailored and interconnected metrics
As you go higher in the organization, the scope of metrics expands and the
need for summarization increases

9. Organizational Transparency through Metrics

10. = Key metrics that develop penetrating understanding
 Must be valuable to the user, worthy of attention
 “a bite-sized chunk of knowledge” for rapid review
Types include any combination of:
 Inform – Educate, provide context and/or talking points
 Awareness – Make aware of current status, recent events
 Progress – Show trending vs. baselines
 Results – Metrics showing results vs. targets & objectives
 Anticipate – Leading indicators, contributing factors
What are strategic insights?

11. Strategic
Insights
Execs
Exec
Briefing
Briefing
Notes
Senior
Leaders
Summary
Rollups
Briefing
Notes
Ops
Teams
Mgmt
Tools
The
Business
Middle
Mgmt
Operations
Dashboards and
Reports
Strategic Insights

12. New insights from combining metrics
 Added areas make framework richer
Other Internal
Supporting
Areas
Industry
Benchmarks
Strategic
Insights
Layer other areas
 Marketing, Sales, Finance, HR, etc.
 Intertwine results with the business
Industry metrics as baseline
comparison
 Market share, cust sat, profitability,
efficiency, etc.
Strategic Insights
Internal
Core Areas
Manuf.Int’l

13. Click here to watch this on demand webinar now

17. 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 2016-Q1
Aggregate Risk Score
72
82 89
65
42
Risk Score

18. 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 2016-Q1
20
40
60
80
100
Major Apps Released
Risk Score to App Deployment
89
13
20
58
62
75
105
110
95
Risk Score
72
82 89
65
42
MajorApplicationReleaseCount

19. 2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 2016-Q1
20
40
60
80
100
Emergency Change Volume Major Apps Released
App Deployment to Emergency Change Volume
89
13
20
58
62
75
105
110
95
Risk Score
72
82 89
65
42
MajorApplicationReleaseCount

20. 1.75 1.8
2.15
2.2
2.48
2.9
3.09 3.12
3.4
2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 2016-Q1
I&OMaturityLevel
1
2
3
4
5
20
40
60
80
100
MajorApplicationReleaseCount
Emergency Change Volume Major Apps Released
Operations Impact of I&O Maturity
89
13
20
58
62
75
105
110
95
Risk Score (Capacity)
72
82 89
65
42
I&O Organizational Maturity

22. 5 Executive Metrics and Reporting Tenets
Tenets
for executive metrics
and reporting

23. transparencyTenet
5 Executive Metrics and Reporting Tenets

24. Organizational Transparency through Metrics

25. automationTenet
5 Executive Metrics and Reporting Tenets

26. 5 Executive Metrics and Reporting Tenets: Automation

27. clarityTenet
5 Executive Metrics and Reporting Tenets

28. 5 Executive Metrics and Reporting Tenets: Clarity
Executive view:
Answers the question ‘Is there anything I
should focus on right now?’
HOW ARE THINGS TODAY?

29. 5 Executive Metrics and Reporting Tenets: Clarity

30. 5 Executive Metrics and Reporting Tenets: Clarity

31. 5 Executive Metrics and Reporting Tenets: Clarity

32. contextTenet
5 Executive Metrics and Reporting Tenets

33. Overall IT Performance
Too Low
Medium
Real Good
2016 Target
FY16 Productivity
Targets exceeded as a
result of certification
program, we all get a
bonus
5 Executive Metrics and Reporting Tenets: Context

34. 5 Executive Metrics and Reporting Tenets
continual
improvementTenet

35. 5 Executive Metrics and Reporting Tenets: Continual Improvement

36. 5 Executive Metrics and Reporting Tenets
Transparency
Open access to performance measures that apply to all organizational levels, top-to-bottom.
Automation
Eliminate manual handling and consolidation where possible to reduce errors and report latency.
Automation builds trust and confidence.
Clarity
Unambiguous as to what metrics are, what they mean, who they are for and why they are important.
Context
Answers the question ‘So what?’
Continual Improvement
Metrics and performance management is not a ‘project’ with a finite end. It is a process that will
continue as the business evolves.

37. 5 Executive Metrics and Reporting Tenets
Transparency
Open access to performance measures that apply to all organizational levels, top-to-bottom.
Automation
Eliminate manual handling and consolidation where possible to reduce errors and report latency.
Automation builds trust and confidence.
Clarity
Unambiguous as to what metrics are, what they mean, who they are for and why they are important.
Context
Answers the question ‘So what?’
Continual Improvement
Metrics and performance management is not a ‘project’ with a finite end. It is a process that will
continue as the business evolves.

38.  How to Communicate IT’s Value to Execs through Metrics
 Optimizing Communications through Visualization
 Transforming Operations Metrics into Business Value
Today’s Agenda

39. Graphic Visualization IQ Test
Pick the graphic that you think is easier to understand: A or B
B
A

40. BA B

41. A B
Studies have found that it is more difficult for people to judge differences in area, such
as slices of pie, than it is to judge differences in length such as the length of bars.

42. AA B

43. A B
Making objects in a graph appear 3-D adds no value and usually makes the
values harder to read and compare as you can see in example B.

44. A B

45. A B
The grid, fill colors, unnecessary precision, and redundant use of the dollar
signs in the table A all distract from the data and make it unnecessarily
difficult to read and compare values.

46. A
B

47. A
B
Bars work very well for comparing
differences in magnitude, but when
you need to see the shape of change
over time, nothing is more effective
that a line.

48. AA B

49. A B
Graph A lies. Because the bars start at 2,000 instead of 0, their respective
height differences have been greatly exaggerated.

50. AA B

51. A B
To use Map B, you’re required to memorize the meanings of seven colors (which
exceeds the limits of short term memory) or constantly refer to the legend. With Map
A, you can remember the meanings of red and blue, and the rest is intuitive.

52. A
B

53. A
B
This isn’t a video game! 3-D effects make
graphs harder to read and can hide some of
the values altogether, through occlusion.
The small ‘multiples’ display allows for easy
comparison of all of the bars.

54. AA B

55. A B
Vertically-oriented or angled text is much harder to read than horizontally
oriented text.

56. A
B

57. A
B
Look at the graphs
before answering!
Bright colors are
important for making
things stand out but
when they’re overused
nothing stands out
and it becomes more
difficult to focus on
the data.

58. A
B

59. A
B
Color should be
used sparingly.
Overuse of color is
distracting.
Additionally, when
everything is
colored, the most
important things
don’t jump out as
they should.

60. Now here is your chance to be a dashboard critic!

62. • How to Communicate IT’s Value to Execs through Metrics
• Optimizing Communications through Visualization
• Transforming Operations Metrics into Business Value
Today’s Agenda

63. Business Value
Metrics
Leadership
Eliminate below-the-line information in
above-the-line communication,
but maintain continuity in views so that
below-the-line details are always accessible
when needed.
‘The Line’
Above-the-Line Metrics
Below-the-Line Metrics
Operations Metrics
Management
Operations

64. Operations Metrics
 Tool-level
 Process metrics
 Technical/Operations-level focus
Business Value
Metrics
 Align priorities and investment with business strategy
 Provide transparency of operation and cost
 Showcase business value
BV versus Operations Metrics

65. Operations Metrics Summarized in Business Dimensions

66. Operations Metrics Summarized in Business Dimensions

67. ITSM
IT Service Mgmt
Dash Template
ITOM
IT Operations
Management
Operations Metrics
Operations

68. Copyright © 2016 TeamQuest Corporation. All Rights Reserved.
Customers
Leadership
Management
Staff
Connect - Collect - Consolidate - Organize - Rationalize - Publish - Action
Automation
Metrics Catalog
Visualization Presentation
Metrics
Database
Dimensions Aliasing
FormulasAttributes
Metrics Catalog

69. Business
Dimensions
ITSM
IT Service Mgmt
Dash Template
ITOM
IT Operations
Management
Operations Metrics
Operations
Management

70. Business
Dimensions
GRC
Governance,
Risk Management
and Compliance
ITSM
IT Service Mgmt
Dash Template
ITOM
IT Operations
Management
ITAM
IT Asset
Management
Operations Metrics
Operations
Management

71. Core Business
Metrics
Business
Dimensions
GRC
Governance,
Risk Management
and Compliance
ITSM
IT Service Mgmt
Dash Template
ITOM
IT Operations
Management
ITAM
IT Asset
Management
SIAM
Service Integration
and Management
SIEM
Security Information
and Event Mgmt
CCM
Contact Center
Metrics Template
BVD
Business Value
Dashboards for IT
Operations Metrics
Business Value
Metrics
Operations
Management
Leadership

72. Starting down the Business Value path?
WHY?

73. Business Value Metrics and Dashboards:
1. Eliminate your leadership’s need for to
constantly justify budget
2. Quantify how people, process and
technology help business
3. Build business agility
4. Become operationally mandatory

74. Starting down the BVD path? Here are the steps:
1. Get support
 Obtain key leadership support for an incremental but
sweeping metrics initiative.
 Leverage controversial metrics if needed to stimulate
conversation with leadership.
P1 Cost per Minute = $2,666,666

75. The Path to Business Value Dashboards
1. Get support
2. Discover pressing, unanswered ‘above-the-line’ questions
 Collaborate with leadership to find pressing
questions BVDs can answer, including finding
the proper way to present answers.
How much has IT investment added
to the business bottom line?

76. The Path to Business Value Dashboards
1. Get support
2. Discover pressing, unanswered ‘above-the-line’ questions
3. Catalog the process required to derive business-value metrics
+ = BVD

77. The Path to Business Value Dashboards
1. Get support
2. Discover pressing, unanswered ‘above-the-line’ questions
3. Catalog the process required to derive business-value metrics
4. Test and validate. Your audience knows its metrics and sound
numbers boost credibility

78. The Path to Business Value Dashboards
1. Get support
2. Discover pressing, unanswered ‘above-the-line’ questions
3. Catalog the process required to derive business-value metrics
4. Test and validate. Your audience knows its metrics and sound
numbers boost credibility.
5. Incrementally expand metrics footprint, automate
where possible

79. People Processes Technology Resources
Organization, Roles,
Culture, Skills, Training
Metrics
Focus, Standards,
Integration, Metrics
Standards, Efficiency,
Agility, Service Quality,
Tools, Metrics
Planning, Financial
Management, Metrics,
Governance, Sourcing,
Project Management
Advancing Organizational Maturity through Metrics

80. 1. Metrics can significantly impact business outcomes
2. Dashboards don’t work (without a metrics strategy)
3. Access to answers should be effortless!
In Summary:

81. Connect IT to the business
value it delivers
Automated capacity
managementintelligence
Analyze real-time and
historical IT performance
Vityl Suite