dashboards don't work - unless you have a metrics management strategy
TRANSCRIPT
Dashboards Don’t Work(Without a strategy for managing metrics!)
Learn how to put metrics to work in making dashboards as useful and effective as possible.
Our Objective
How to Communicate IT’s Value to Execs through Metrics Optimizing Communications through Visualization Transforming Operations Metrics into Business Value
Today’s Agenda
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Operations Leadership
BVDs
Strategic Insights
Business Value Metrics
Leveraging Metrics to Communicate with Leadership
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
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
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
Organizational Transparency through Metrics
= 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?
StrategicInsights
Execs
ExecBriefing
BriefingNotes
SeniorLeaders
SummaryRollups
BriefingNotes
Ops Teams
MgmtTools
TheBusiness
Middle Mgmt
Operations Dashboards and
Reports
Strategic Insights
New insights from combining metrics Added areas make framework richer
ITOM
Other InternalSupporting
Areas
IndustryBenchmarks
StrategicInsights
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
InternalCore Areas
ITSM
GSE
Sale
s
FinanceMarketi
ng
Manuf.
Efficiency
Profitability
Field Svcs
Int’lSIE
M
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2014-Q1 2014-Q2 2014-Q3 2014-Q4 2015-Q1 2015-Q2 2015-Q3 2015-Q4 2016-Q1
Aggregate Risk Score
7282 89
65
42
Risk Score
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
1320
5862
75
105110
95
Risk Score
7282 89
65
42
Major A
pplication Release C
ount
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
1320
5862
75
105110
95
Risk Score
7282 89
65
42
Major A
pplication Release C
ount
1.75 1.82.15
2.2
2.482.9 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&O
Mat
urity
Lev
el
1
2
3
4
5
20
40
60
80
100
Major A
pplication Release C
ount
Emergency Change Volume Major Apps Released
Operations Impact of I&O Maturity
89
1320
5862
75
105110
95
Risk Score (Capacity)
7282 89
65
42
I&O Organizational Maturity
55 Executive Metrics and Reporting Tenets
Tenetsfor executive metrics and reporting
transparency1Tenet
5 Executive Metrics and Reporting Tenets
Organizational Transparency through Metrics
automation2Tenet
5 Executive Metrics and Reporting Tenets
5 Executive Metrics and Reporting Tenets: Automation
clarity3Tenet
5 Executive Metrics and Reporting Tenets
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?
5 Executive Metrics and Reporting Tenets: Clarity
5 Executive Metrics and Reporting Tenets: Clarity
5 Executive Metrics and Reporting Tenets: Clarity
context4Tenet
5 Executive Metrics and Reporting Tenets
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
5 Executive Metrics and Reporting Tenets
continualimprovement5Tenet
5 Executive Metrics and Reporting Tenets: Continual Improvement
5 Executive Metrics and Reporting Tenets Transparency
Open access to performance measures that apply to all organizational levels, top-to-bottom.
AutomationEliminate manual handling and consolidation where possible to reduce errors and report latency. Automation builds trust and confidence.
ClarityUnambiguous as to what metrics are, what they mean, who they are for and why they are important.
ContextAnswers 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.
5 Executive Metrics and Reporting Tenets Transparency
Open access to performance measures that apply to all organizational levels, top-to-bottom.
AutomationEliminate manual handling and consolidation where possible to reduce errors and report latency. Automation builds trust and confidence.
ClarityUnambiguous as to what metrics are, what they mean, who they are for and why they are important.
ContextAnswers 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.
How to Communicate IT’s Value to Execs through Metrics Optimizing Communications through Visualization Transforming Operations Metrics into Business Value
Today’s Agenda
Graphic Visualization IQ TestPick the graphic that you think is easier to understand: A or B
B
A
BA B
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.
AA B
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.
A B
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.
A
B
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.
AA B
A B
Graph A lies. Because the bars start at 2,000 instead of 0, their respective height differences have been greatly exaggerated.
AA B
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.
A
B
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.
AA B
A B
Vertically-oriented or angled text is much harder to read than horizontally oriented text.
A
B
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.
A
B
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.
Now here is your chance to be a dashboard critic!
• How to Communicate IT’s Value to Execs through Metrics• Optimizing Communications through Visualization• Transforming Operations Metrics into Business Value
Today’s Agenda
Business ValueMetrics 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
Operations Metrics
Tool-level Process metrics Technical/Operations-level focus
Business ValueMetrics
Align priorities and investment with business strategy Provide transparency of operation and cost Showcase business value
BV versus Operations Metrics
Operations Metrics Summarized in Business Dimensions
Operations Metrics Summarized in Business Dimensions
ITSM IT Service MgmtDash Template
ITOM IT OperationsManagement
Operations MetricsOperations
Copyright © 2016 TeamQuest Corporation. All Rights Reserved.
Customers
Leadership
Management
Staff
Connect - Collect - Consolidate - Organize - Rationalize - Publish - Action
Automation
Metrics Catalog
Visualization Presentation
MetricsDatabase
Dimensions Aliasing
FormulasAttributes
Metrics Catalog
BusinessDimensions
ITSM IT Service MgmtDash Template
ITOM IT OperationsManagement
Operations MetricsOperations
Management
BusinessDimensions
GRC Governance,
Risk Management and Compliance
ITSM IT Service MgmtDash Template
ITOM IT OperationsManagement
ITAM IT Asset
Management
Operations MetricsOperations
Management
Core Business Metrics
BusinessDimensions
GRC Governance,
Risk Management and Compliance
ITSM IT Service MgmtDash Template
ITOM IT OperationsManagement
ITAM IT Asset
Management
SIAMService Integrationand Management
SIEMSecurity Information
and Event Mgmt
CCMContact Center
Metrics Template
BVDBusiness Value
Dashboards for IT
Operations Metrics
Business ValueMetrics
Operations
Management
Leadership
Starting down the Business Value path?
WHY?
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 agility4. Become operationally mandatory
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
The Path to Business Value Dashboards
1. Get support2. 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?
The Path to Business Value Dashboards
1. Get support2. Discover pressing, unanswered ‘above-the-line’ questions3. Catalog the process required to derive business-value metrics
+ = BVD
The Path to Business Value Dashboards
1. Get support2. Discover pressing, unanswered ‘above-the-line’ questions3. Catalog the process required to derive business-value metrics4. Test and validate. Your audience knows its metrics and sound
numbers boost credibility
The Path to Business Value Dashboards
1. Get support2. Discover pressing, unanswered ‘above-the-line’ questions3. Catalog the process required to derive business-value metrics4. Test and validate. Your audience knows its metrics and sound
numbers boost credibility.5. Incrementally expand metrics footprint, automate
where possible
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
1. Metrics can significantly impact business outcomes2. Dashboards don’t work (without a metrics strategy)3. Access to answers should be effortless!
In Summary:
Connect IT to the business value it delivers
Automated capacity managementintelligence
Analyze real-time and historical IT performance
Vityl Suite