IT Service Management and Metrics
This article applies to: IT Service Management Program
One of the benefits an IT Service Management program brings is the ability to make decisions informed by metrics. IT Service Management processes and classification make it possible for reporting to show how well expectations and reality are matching up.
For example, most frontline staff have encountered situations where they suspect there is a problem, but without records of frequency and severity, it's hard for decisionmakers to know how to prioritize it, or whether they need to review business practices or adjust expectations. To anyone not directly involved, anecdotal accounts of problems with one service tend to be on par with anecdotal accounts of problems with another service. It's hard to make a decision until an issue results in serious customer dissatisfaction or damage to reputation or relationships.
IT Service Management allows issues to be prioritized and addressed earlier and more methodically. Decisions can be made by looking at who, how, and how many customers are being affected.
It also provides constantly updated information to address the familiar question, "What is everyone spending their time on?" Providing good service relies on understanding the difference between a good use of time and when tasks are inefficient or of low value to the university. In some cases, customers using alternative approaches allows CIT to provide better value in areas the university cares about more. This approach separates the perception of individual effort from where the effort is being applied. It's possible to distinguish when someone is doing excellent work on something that few want, and move that effort to something that has more demand and value for Cornell.
Numbers also highlight when assumptions about what can be provided to the university in a cost-effective manner don't prove to be true in practice. This shows CIT where it needs to discuss expectations with stakeholders and customers so they more accurately reflect what realistically can be achieved.
Getting all the components in place for good metrics isn't something can can be accomplished instantly or without effort. But the result is a more straightforward, comprehensible workplace where it's clearer where effort is being applied, and decisions on how to improve can be made on the basis of where it will bring the most benefit.