IT Performance Measurement using IT Governance Metric

hello everyone and welcome in today's session IT performance measurement using IT governance metric as always I would like to thank you all for sign up for this webinar I'm delighted to have you here with us my name is Anita the portfolio marketing manager for continuity resilience and service management and the PCB organizer of this webinar this very interesting topic will be presented by mr. Addabbo gunday his professional career extends over 18 years of experience focused on enhancing the strategic value of ICT in organization through process re-engineering strategy planning and project management for corporation objective and strategy that address business opportunities and issues at the end of this webinar please feel free to submit any question or comments you may have in the chat box of your control panel mr. Rogan they will answer all your questions correctly at the end of the presentation thank you for your attention and enjoy this webinar please mr. Rogan day you may saw the presentation good afternoon thank you very much once again welcome to this webinar session by PCB as mentioned my name is illogical DT or for short are we talking about IT performance measurement using IT government metrics we'll get to see what is piety performance and we'll get to find out more about isometrics a little about myself currently the chief technical officer and chief information security officer ticket at work's professional consulting and capacity building organization with a master's first degree as a result of my consulting activities and my exposure to the environment I have picked up a few certifications the body of knowledge is always increasing and expanding toss my need to open read and of course pass exams this is the overview of my presentation we can have sovereign background of IT governance what interacts ourself the question why do we measure this talks about the benefits what attracts ourself what do we want to measure this talks about the objective then we are going to access elf how to measure this speaks to the approach of mythology and finally where the darts are ourselves when to measure these talks about the shuttle or the timing for measurement overview like to governance I'm going to I'm not gonna resume so much that everyone understands of those IT governments who spared some few slides to give a bath draw on IT governance IT governance talks mainly about alignment between the business and piety IT governors can be seen as the bridge the connecting force between IT and the business or the alignment that is expected for the interaction that is expected the business has some expectations of IT and guess what IT also has some expectation of the business be it with regards to who repeats or since builders of the services the timeliness of openness of services provider and the business will surely big demand of energy with – hi – governance alders taken definition that states that I take advantage of formal process of defining the strategy of IT organization and overseeing its execution to achieve the goal of the enterprise so what it means is that if the enterprise does not have a goal in direction it will be told for IT governance – being used a lot of times we see IT in a bit of a chaotic state in organization and it could be basically thrown off from the organization not having defined goals that IT can move with those define goals could be in the terms of the wishes of the shots and of course the right decision framework and mechanisms within the organization and within this concept we still have a level of impact from the regulator's the regulator's could be the government could be various bodies within our environment that helps to manage your daughter the usage of Technology RIT why we need alpha cotton of course to be able to manage and improve the language of technology business to be able to also deal with the complexity of our IT environment the environment is changing and the dynamism to which it has to reflect – which I see needs to be able to adapt it's very very important remember so I'm giving a neurology or I see being a plane in the air and you are being told to change components of it meet up in the end and those are the Phoenix we get to see a face in the IT environment of course issues with fragmented IT infrastructure trying to cope with legacy new at an aged infrastructure isolated or silo systems as we might call them communication gaps within the business and 19 here are the IT communicating in a format in in language that bears no semblance to the business IT is known to be using a lot of three four letter acronyms and the business seem not to understand that then often the increasing our sourcing of IT services therefore you see organizations having solved as little as 10 so as many as 20 29 service providers sometimes we hear the right across perceived out of control tightest on tiny same as wanted to spend more and more on technologies Upali the ID needs to buy a new set of toys that's what the business might even call those high-end severals in our dinner center as a result of these high-end purchases it's often which we got to the evaluation by a business the financial aspect they are trying to make sure that the return on investment is magical sometimes there are requested business wings an IT is not able to respond as required and that talks about the flexibility or agility of algae to change with regard to IT governance the Keefe five areas thoughts about value delivery delivering value it's very important that we have the concept that value is in terms of what the business closes not strictly in terms of ones and zeros or packets that item might be computing we'll also have to deal with risk management often IT is regarded as a double-edged sword what it means is that it can make and it can ma an organization so often there is a need to be able to watch both ends of IT so that there are adequate controls and enhancers to be able to deliver value require resource management it's known that resources are five plants so what it means is that IT needs to be able to joint report the limited resources be it in terms of infrastructure of services of vendors and even of human resources or skills available for deployment tomah's measurements that I can able to follow a key aspect of this presentation because we are talking about healthy performance measurement there will be looking at the measurement arenas indices for measurement strategic alignment a key which we got to if there is no fixing of the strategic alignment aspect then I may be seen running amiss therefore not delivering all components that have been mentioned we regard the objectivity it talks about we didn't able to align the business objectives along with the IT performance often nowadays it's been said that every board room decision can be translated to an IT project because of the overwhelming dependence on technology on our team as a whole there is a need for a full understanding and graphs of the business by IT professionals one of those graphs should be looking at will be looking at the business drivers the changes in the global economy the internal environment it's very very much important of course the entrustment rework to be able to do what are the dependencies also an understanding of addition poodels within the organization it's very very key the environment realization and of course performance management and the timeyou management in measurement a measuring the performance of IT one of the three key things that could be stated is that there is a need for the measurement framework to be balanced we'll talk about that even as we move along multi-dimensional because you believe in a various aspect and at the same time comprehensive ignore to provide end-to-end in various organizations you might have in distributed architecture you can have a centralized architecture or you may have an hybrid there is a need for him to be integrated all along to the environment what are key things is the selection of the performance measure is very important because if you have measured among industries the wrong KPIs key performance indicators it would not allow us to be able to bring about robust decision-making for decision-making and even into active posture by I see of course there is a need to know what where and when of measurements and those other point the driving of this particular presentation in developing effective metrics some key considerations we have to take in mind the enterprise strategy this cannot be overemphasized this strategy of the organization is very powerful it helps to set the tool then turn about develop metrics that are responsive to the environment because the things really might be manually a year or two years ago Maya people by taking by changes and emerging things in the sector part of the key things we have to look at is what are the metrics that we can think about these are quantifiable values that can easily demonstrate the progress or lack of progress in the organization of course it's very important that whatever metrics being deployed up in use there is an ease of implementation there is no need or advantage in making use of a matrix the process of action attaining or obtaining those metrics becomes another body on the organization then the concept of it is a it was the open to change with regards to the various frameworks that exist the framework I will be talking about much more is the COBIT framework the cookies is in its fifth iteration – it's called cubed BAM it can be used as a basis for setting the organization's objective and also for establishing in performance Whitman commit has various times over the past years matured to be able to provide very discrete but yet generic metrics that can be used in ascertaining IT performance design key objectives which are often expressed as goals swaddling needs to be aligned with the enterprise objectives why do we measure the benefits benefits of those are many balls that leads a quote that says you cannot effectively manage what you cannot measure it's very very key that performance measurement are a key aspect of IT government and those helps to determine the performance of an team one of the benefits is there is a need to ensure the alignment you can see the mention of alignment reoccurring because that is a very key topmost objective in any form of performance measurement well the key things we'll be looking at also we talk about how you can achieve those strategic objectives but if you are not built of measurements then you will surely not know when you are achieving or not achieving those objectives I'm centering some of the benefits in allowances for you to be able to know how to manage your resources which I mentioned finite and limited resource allocation resource planning and sometimes even fertilizations that want to acquire for merging if I'm not able to evaluate from well the entity the organization the unit and trantridge take over to merge it is performing then I might actually be casting a shot in the back we are not to measure here we're talking about your checked lives of those measurements we're having objectives that have to do with planning leadership balance resource management and of course third parties which can be referred to as suppliers partners with regard to suppliers and partners because of the dynamic and changing nature of our interactions with third parties there is a need to be able to actually promptly and comprehensively evaluate our dependencies your some trends that they are even tell of layers of dependencies or inter dependencies with the organization and the dankness of partners in trying to achieve death will be looking at a continuous improvement which means that we would not get it perfect in the first room but there is a need to constantly improve how the decision-making is done within the organization of course your society commitment it's very very important at the pool at the top helps to set the direction and the involvement of those performance measurement we mentioned alignment and there is a need to focus on the customer in this the customer can be on to food and the internal customer and the external customers within the external customers we could have day as the shareholders because it will have dead as the regulator's we could have them as the end users tools that will consume the services of photos of the IT unit or Department concerned one of the key principles of Rubin 5 talks about meeting the stakeholders needs there is a mathematical the goals tasking this is a format in win that you can use to arrive and more empirically I will then define the various rules down through the nebula code that drives the key things ITIL need to get done so take write from stakeholders needs stakeholders needs are varied and diverse it's pushed out to the enterprise goals this finds its expression in some organization as the enterprise strategy that documents that forms the drive of the organization for a year to be year or five year period are key in that aspect from there is cascaded to the IT religion Google's these are specific IT and timaeus items coming up actually provided generic books 17 for enterprise and also 17 on the IT related goals these are saying in the next slides what has been done is they have been an alignment between the bearish forehand which some of us may be familiar with to be able to divide the four components of the balance toward looks or the financial the customer the internal and the remaining and good dimension what commit has done the fill titration of who it is to be able to I tonight 17 of the IT related boom and unlike the witch doctors or had died mention this age was that we are able to correct the business end to end so you have to ask yourself when you are not performing those measurements when you are sitting in the performance of IT I will probably this for 10 nations a lot of times people might just be providing performance measurement or some aspect of the goose identify future prevalence of these goals but it's very important that both internally and externally to ensure that the output of a particular measurement can perform as a impute into another mentions how to measure this does more on both of us approach or the metallurgy of the measurement imagination the ballast Pope had a scuba-dive the idea is to be able to translate organization strategy into specific measurable objectives the acronym I get to use when I'm talking with clients is of course the smarts as for specific and for measurable l-410 a book our realistic C or time bound people try to set a SMART goals and that's what we're trying to do which we got to use objectives it allows there to be a measurement balance and that was a very delicate thing that needs to be done sometimes I see organizations where performance measurement is done and there's an open and Percy aspect of the activities in IT so it might be measuring of in particular availability and so much metrics are available but measuring the vulnerability of a length of services will be different for measuring the availability of people or personnel deployed for a particular project and that's why there is a need for a measurement balance I'm trying to define the measurement balance you need an approach to be able to support understand the failures impacts drug impact of the night supporting groups is very much needed and this can be further refined so nothing they velasco car broken down financial for five enterprise schools and six RFC goals so an example could stick with a partner business investment channel dance they wouldn't move how much are they invested and words in using their for a variety and business strategy must be anything to them customer orientation do we have it determines the service culture within the organization with regard to internal we'll be looking at five enterprise groups often exceeding an international agency that has the highest amount of algae blooms certain to be specific within budget and of course meeting requirements quality expectation he also talks about ability of reliable and useful information then the seventh IG who talks about 80 complainants in tandem with internal policies they exist lamina groups that has to enterprises and to energy goals look at the competency of the IT personals and of course the expertise available for Business Innovation cutoff is popular when we look at it in a lab view both the revenue the expense that's looking at the financial that cash aspect then of course we'll have to give a customer perspective you do get that satisfaction also looking at retention aspects of market share and run strengths so with regard to internal perspective it could be looking at the impact with the order resource allocation quality controls length include of course a lot of organizational see your key strength is know yeah perspective is quite important employee satisfaction skills education and this are actually being fully outlined in this particular slide I will not go into all the details but this performance measure these are generic award most can have a sample matrix to be used what we try to do is try to streamline just using an example tips on some view of the anti-military goals so one talks about LTI gdt so we are trying to look at the average time waiting to be returned and an objective into and I've read enough food initiated and so they mounted this and we're very important you see a lot of dry and they have a nightly objective agreed but you baby told them to project sometimes you could have a longer three-month six-month Hebrew needs of Indians over a year to be able to get that approval done and that's surely not result in an agile I see in parallel I'll pick up another one again sixty impossible competent and multimedia IT personnel the credit we gather we're not have we conducted an IT skills assessment in an organization is something that you do regularly or something videos do are often so very minor what is the percentage the ratio of staff that happen right IT skills to be able to deal with the competencies as required for their renews an organization that we are migrating to a cloud platform and yet within the environment within the technical writing government no one has an understanding that in not understanding of the various cloud infrastructure cloud principles that is very very important and key so there is a need for us to be able to look at all those things and defined when to measure if you are measuring that sometime shortly you will be getting our computer and as I was taught in school isn't one go double in demigod so if I'm not measuring right then I need to look at it might be the timing so divid parents or expectation is that it should be regular in the organisation therefore house to sit down to define when this interval when is appropriate what it means is that the possibility that you will guna metro or under method what is required is that we are doubting and we can tweak we can update on those table and all of the various battles needs to be considered it is possible that a particular factor we measure with different frequency from the other components and that is very key and important in forming the measurement we are looking at phases which we got you we asked me yes we have talked about the various reasons benefits we do talk about a approach that's where we analyzed on the Koba define those Cascades and the 1780 goals how does our plane here does faces that we can take in the measurement first we establish the performance goals what exactly is our objective wanted to attack it the next thing we should do is perform an assessment of the processes and make change to determine incorrect state this can often be regarded or often called as a Gao assessment when trying to find out in this particular fittings where are we then we now take in the Kubik metrics as key performance indicators and very very importantly that i see a lot of organizations the typical big metrics which are quite robust but they do not adapt and it becomes quite cumbersome or padishah for the organization when the 20 of them then a greedy criteria or acceptable performance so when we are measuring the videos take an example we're measuring the but we provided by the service provider when we take those measurements is it at night when there is no good or is it occasionally PP viewers so that we can be able to evaluate the statements in the contracting is then there is a need to report on the status to the business it's important I've done an outreach schedule there is really no value in me providing information when the event has already overtaken I am NOT a business response or better still active in reporting I should be to the concert stakeholders the organization if it is stopping and the good feedbacks resolving but they did not communicate the resolve of is dropping therefore denying the benefits of conducting the story because I know it will be constraints the constraints could be similar may not engage 90 therefore on willingness to be involved in making their forest management accessing all potential spreads equally with the vendor it could be with internal resources and assessment excuse us creation oh this exercise is just an exercise by the company to down science so those could be potential trends with regard to alignment talking about the value of it is not intended with the business then not enough resources we have to do some measurement or do it not enough tools for people to perform those measurement from this you can see that there is a need to how many evaluate and once it's done we will surely be able to come up with good measurements this pure information we have obtained in this presentation we are better to be able to respond thank you thank you mr. Hogan day for this informative webinar I would like to ask the audience to write your question now while I start reading the first question are there major differences between Kabat 4.1 and Cabot 5 there are some significant differences between Oban 0.1 and I the one of the key things you easily see is the number of processes in kobe 4.1 you after the three processes included by you have 37 processes in who is 4.1 you have me too means which really speaks to management in cubed five you have a new area which is also in too big I was party which is the governance to me so those are very significant differences even if they nomenclature in four point one you have your babies and in could be five you are your ap use and your is if you talk about your aligned planner automates your any talks about your measurement evaluation and assessment can a sense so there are some significant differences and I would encourage organizations to eat to translate to cubed file which has actually been out yes so it's it's already prevalent in the environment thank you thank you mr. gray for this answer because of the time limitation we will go with the last question and the remaining questions will be answered through email by mr. open day one at Cindy Rhodes how is covered five aligned with the international standards on IT governance okay one of the things that o p5 is quite good is alignment with other work so I believe when you talk about the internal standard for IT governance the question is referring more to ISIL 58 500 which is the standard for IT government or the iesous organization there is to ensure alignment because it is high into activities Thank You mr. Logan a thank you for this excellent presentation and I want to thank to all the attendees as well who have joined us today we hope you enjoyed this webinar please be informed that this webinar is recorded and we will upload in our official YouTube channel and in our website PC be calm also we will upload the slides in our SlideShare account in where you can view the slides as well once again thank you and enjoy your day

Maurice Vega

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