The document outlines the goals, objectives, strategies and metrics for an Information Technology Services (ITS) Balanced Scorecard. It includes perspectives for customers, internal processes, financials, and learning & growth. The customer perspective focuses on improving user experience, communication, and strategic priorities. Internal goals center around operational efficiency, coordination, and leveraging governance. Financial objectives relate to understanding costs and securing resources effectively. Learning & growth aims to develop project management, IT service skills, and the workforce. Metrics will measure factors such as user satisfaction, system performance, costs, training, and retention.

1. Information Technology Services
(ITS) Balanced Scorecard
Goals & Metrics

2. Goals & Metrics by Perspective
– Customer Perspective (#customer)
– Internal Perspective (#internal)
– Financial Perspective (#financial)
– Learning & Growth Perspective (#learning-growth)

3. Customer Perspective
• How can we fulfill user/customer
expectations?

4. Customer Perspective
Goals (with objectives/strategies)
• Improve user experience (including ease of use, availability, usability)
– Catalog Services and propose Service Levels
– Validate with user community Service Levels and document Service Level
Agreements (SLAs)
– Measure and maintain Service Levels
– Improve project management (including usability testing, solid timelines,
– communications, training, holding project managers accountable for project
management standards, etc.)
– Implement Service Management Improvements (Information Technology
– Infrastructure Library ITIL-Lite) starting with Incident Management, Problem
– Management, and Change Management
– Ensure broad representation on project and service delivery teams
– Educate and train to ensure systems are used and useful
– Simplify services and access to services

5. Cont. Customer Perspective
Goals (with objectives/strategies)
• Improve communication & transparency
– Develop tools/techniques to highlight services
(including SLAs) and products
– Improve project delivery (communications and
training)
– Ensure two-way communication between ITS and
stakeholders happens in organized and
coordinated fashion
– Establish mechanism for projects to be
nominated/included in project prioritization

6. Cont. Customer Perspective
Goals (with objectives/strategies)
• Advance the strategic mission by establishing
priorities in support of that mission
– Engage stakeholders & governance
– Evaluate existing governance structure to
maximize effectiveness in
– advising ITS on projects and services
– Establish portfolio management and project
prioritization policies and procedures
– Ensure the ITS Balanced Scorecard is aligned with
the University’s Mission

7. Cont. Customer Perspective
Goals (with objectives/strategies)
• Be a strategic resource and trusted partner
within the University community
– Understand customer perspective and
environment
– Partner with stakeholders on their strategic
planning (from level down)
– As part of the Internal Financial Model (IFM)
provide the necessary data and reports for
institution and departments

8. Customer Perspective Metrics
• Add question to VP/CIO
customer survey
(eventually develop more
robust survey(s))
• How many SLAs were
established and met?
• Project management —
– on time
– on budget
– delivery of
requirements/quality
solution
• System availability
– up-time percentages
– Number and duration of
planned and unplanned
downtimes
– Mean time-to-resolution
for unplanned downtimes
• Number of new services
• Number of project
rollouts

9. Cont. Customer Perspective Metrics
• Usage statistics
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number of users
amount used,
Track adoption rates
Track declining services
• Help Desk tickets
– per project rollout
– service upgrade
– service as a whole
• Help Desk referrals
– time-to-resolution
• Usability study metrics
• time-to-task completion
• abandonment rate

10. Internal Perspective
• How should we execute internal processes
most efficiently?
• effectively to meet user needs and
expectations?
• effectively to meet customer needs and
expectations?

11. Internal Perspective
Goals (with objectives/strategies)
•
Improve operational efficiency
– Implement Service Management Improvements (Information Technology Infrastructure
Library ITIL-Lite) where appropriate, starting with Incident Management, Problem
Management, and Change Management
– Improve project management and implement portfolio management
– Improve internal and external facing documentation
– Improve planning/estimation
– Improve recruiting, hiring, and onboarding processes
– Improve ability to deploy resources on priorities
– Provide Project Management and ITIL training for ITS staff as required
– Ensure Lessons Learned are incorporated into new versions of project management standards
and training
– Ensure Lessons Learned sessions are all-inclusive as appropriate, including LSPs, ITS, others
outside ITS
– Improve asset management by identifying hardware not on maintenance replacement cycles
– Improve Disaster Recovery plans, ensuring inclusion of key stakeholders
– Encourage ideas for improvements from staff and stakeholders
– Eliminate redundancy of tools, processes, services (examples are backup systems, billing
systems, Confluence)
•
Improve vendor management

12. Cont. Internal Perspective
Goals (with objectives/strategies)
• Improve coordination of services and projects
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Implement Service Management Improvements (Information Technology
Infrastructure Library ITIL-Lite) where appropriate, starting with Incident
Management, Problem Management, and Change Management
Ensure transition to new services is as smooth as possible
Identify project and service teams and dependencies
Identify roles and responsibilities for projects and services including
establishing
Operating Level Agreements (OLAs)
Streamline and formalize organizational processes for service delivery/changes
Ensure strong communication within project and service teams
Establish portfolio management and project prioritization policies and
procedures
Encourage interaction (formal and informal) among ITS groups

13. Cont. Internal Perspective
Goals (with objectives/strategies)
• Leverage governance to improve internal
efficiency
– Increase ITS oversight & guidance for projects &
services
– Evaluate existing and identify new governance
groups; optimize governance structure
– Leverage VP/CIO leadership group, increasing
coordination of joint VP/CIO projects

14. Internal Perspective Metrics
• System availability and uptime percentages
• Number and duration of
planned and unplanned
downtimes
• Mean time-to-resolution for
unplanned downtimes
• Staff assessment of internal
operating efficiencies
• Evaluate lessons learned
(for repeats)
• Number of Help Desk
referrals
– effectiveness of KB articles
– self-help documentation
• Mean time for
– Help Desk
– other service referral
resolution
• Staying current
– on patches
– software releases
• define and track

15. Financial Perspective
• How can we secure and use resources in an
effective way?

16. Financial Perspective
Goals (with objectives/strategies)

17. Cont. Financial Perspective
Goals (with objectives/strategies)
• Understand and manage service and project costs
– Develop ITS budget structure to support Cost of
Services (CoS)
– Ensure continual analysis of CoS annually and
comparison across years
– Validate Cost of Services data/definitions within ITS
(and with peers where applicable)
– Improve project management
– Evaluate resources for projects/services undertaken to
ensure resourced at appropriate level

18. Cont. Financial Perspective
Goals (with objectives/strategies)
• Identify and evaluate opportunities to
strategically source services
– Take advantage of economies of scale, new
services offered in the marketplace, and
commoditization, and source services accordingly

19. Cont. Financial Perspective
Goals (with objectives/strategies)
• Serve as good stewards of University resources/assets/data
– Evaluate costs/benefits of projects and services and track to
ensure benefit realization
– Promote sustainability practices
– Understand cost of over or under-provisioning services
– Identify long-term funding for recurring hardware and software
costs
– Identify, retire/remove services that are no longer viable or
should be replaced.
• Ensure ITS budget model supports operations, goals and
objectives (especially within the context of the Internal
Financial Model (IFM)

20. Financial Perspective Metrics
• Costs compared to peers
• System availability and up-time percentages
• Number and duration of planned and unplanned
downtimes
• Mean time-to-resolution for unplanned downtimes
• Project management on-time, on budget, delivery of
requirements/quality solution
• Manage to budget
• Captured/recovered costs/budget savings (for redeployment)

21. Learning & Growth Perspective
• How can we ensure future capability of our
services?

22. Learning & Growth Perspective
Goals (with objectives/strategies)
• Provide opportunities for further development of project management
skills
– Establish formal and informal training
• Provide opportunities for further development of IT Service
Management/ITIL knowledge and skills
• Develop workforce to gain needed skills (both hard and soft skills)
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Create succession plans
Cross-train (incorporating identification of critical skillsets)
Promote leadership development
Develop and maintain deep technical skills where needed
Ensure new employees are provided with mentors as appropriate
Identify training plans for new technologies
Determine needs for vendor management training
• Engage staff in crafting professional development plans
– Work with staff regarding career planning
– Evaluate more effective ways for evaluating/applying professional growth

23. Learning & Growth Perspective
Metrics
• Number of project management mentors and mentees
• Number of training sessions given and attended
• Number and percentage of succession plans created
for 'critical' positions
• Cross-training matrix with metrics
• Staff survey
• Retention of critical skillsets
• Number of certifications obtained by staff
• Number of different people that attended conferences
and/or training