IT Metrics that Matter to...
Transcript of IT Metrics that Matter to...
IT Metrics that Matter to
Management
Panelists:
Connie Hoffman – Bryan Cave LLP
Barbara Schane Jackson – Sullivan & Cromwell LLP
Moderator:
Elizabeth Parker – Broad and Cassel
Session Description
Listen as C-level executives discuss IT metrics that are relevant to
senior management. Learn which metrics can help you position IT to
be perceived as partners with the business and which metrics help
demonstrate IT’s potential value to the firm’s bottom line.
Date: 8/29/2012
Time: 1:30 p.m.
Location: Maryland C
Typical Metrics
– Budget / spend metrics
• Dollars and cents
• FTE’s / headcount
• TY/LY/Plan
– Capacity & Performance metrics
• Storage
• Speed
• Downtime
– Project related metrics
• Timelines
• % Complete
• Budget to actual
• ROI
– Service metrics
• Help desk volume
• Response times
• Downtime metrics
• What type of “IT” metrics does your Chairman, Managing Partner,
Management Committee receive today? Likely examples:
Based on internal data
Typical Metrics
• Survey results
– Dollars and cents rankings
– Headcount / FTE rankings
– Quartile position against peers
• Highly likely that your management team is also looking closely at
external and comparative metrics. Examples:
Based on external data
Can we Really Learn from Metrics?
• What do all these people do?
• Do I really need all these people?
• Are these people focused on the right things?
• Lots of data, but how much insight?
• Where can we cut expenses?
• How can we be more competitive?
• What is our return on IT investment?
• Are we investing in the right places?
Address the Obvious
If the “typical” metrics raise a red flag, address
perceived problem areas.
Crucial for credibility
Eliminates distractions
Shift the Focus
• How do you shift this line of questioning to
focus on the alignment of the IT team’s
efforts to the goals of the firm?
– Really do need to know enough about firm
direction to be aligned
• Measure the alignment
– Demonstrate value, not just spend, headcount,
project level accomplishments.
• Measure the value
Demonstrate Value, examples
Use help desk to find hidden gems for improvement.
Work with practices and operations areas to make
maximum and optimal use of what you own.
Use metrics to demonstrate value
Real Life Example One
Help Desk Metrics to Monitor 3E
Rollout and Identify Next Areas for
Improvement
Going Live on Elite 3E
• Measured Performance Through Entire Project – Final data conversion completed 5 days earlier than fastest test
time
– Brought finance users worldwide live early, staging users to watch
for problem areas
• Began on Friday, April 13, 2012
• Almost all areas live by Thursday, April 19, 2012
– Brought 1600 users of customized Time Modify and approximately
200 partner secretary / partner support resources live on partner
billing process on April 23rd
Week 1
Billing
• More than ½ of the
tickets were DTE
questions
AP/GL
• Checks
• Imaging
• “How do I?”
System Access
• Secretaries and
other support staff
requesting access
to Time Modify /
user role mapping
for time modify
Open Help Desk Tickets
Open Help Desk Tickets Week 4
Open Help Desk Tickets Week 5 Week 5
Billing
• 27 Tickets Avg;
complex billing
questions
AP/GL
• 13 Tickets Avg;
many requests for
new features
Reports and Metrics
• 20 Tickets Avg;
How to questions
and requests for
new information
June Statistics
• As of end of day, Friday, June 22, 2012 (Live two
months)
– 66 Elite open incidents (includes enhancement requests)
– 116 open support tickets (S&C help desk system) including issues,
questions, new functionality requests
• 12 are Elite reported incidents
• 20 bill template enhancements with a target delivery dates now
through eom September
• 10 – 12 are requests for new reports / modifications to existing
reports
• Average help desk support tickets per day
– 4.7 tickets per day Including weekend days
– 6.5 tickets per day excluding weekends
The Result
• Commitment to implement new projects using
change management methodology that includes
constant measurement against goals
• Measures used to establish “phase two” objectives
– Time entry opportunity on the horizon – improve user
experience and improve user productivity
– Additional billing functionality rollout to key practice groups
Go on the Offensive
Dramatic opportunity to improve user
experience and productivity
Embrace a changing world
Increasing challenge of security
Conundrum of the Cloud
Real Life Example Two
Evaluating New Directions –
Viability of the Cloud
To The Cloud!
Firm owned &
managed
Private Network
Firm owned
Co-located /
Co-managed
Private Cloud
Vendor owned &
managed
Private Cloud
Vendor owned &
managed
Public Cloud
Less Customization – More Flexibility
Technology Services Cloud Candidacy
End-User Impact
Disruptive Transparent
Serv
ice C
hara
cte
risti
cs
Customized
Commodity
NOW
› Email Continuity
› SPAM Management
› Email Archive
› Lit. Support Case Tools
› Network Infrastructure
› Data Storage
› Application Servers
› Bus Dev Tools
› Document/Content Management
› Enterprise Search
› Office Telephone System
› Emailboxes
› Intake & Conflicts
› BI Apps
› Core App Suite
› Accounting Systems
› Time Entry
› HR Systems
› Intranet
SOON
MAYBENE
VER
SOON
Questions?