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.

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IT Customer Service Performance Metrics

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