IT Metrics that Matter to Management

Transcription

1 IT Metrics that Matter to Management Panelists: Connie Hoffman Bryan Cave LLP Barbara Schane Jackson Sullivan & Cromwell LLP Moderator: Elizabeth Parker Broad and Cassel

2 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

3 Typical Metrics What type of IT metrics does your Chairman, Managing Partner, Management Committee receive today? Likely examples: Budget / spend metrics Dollars and cents FTE s / headcount TY/LY/Plan Capacity & Performance metrics Storage Speed Downtime Based on internal data Project related metrics Timelines % Complete Budget to actual ROI Service metrics Help desk volume Response times Downtime metrics

4 Typical Metrics Highly likely that your management team is also looking closely at external and comparative metrics. Examples: Survey results Dollars and cents rankings Headcount / FTE rankings Quartile position against peers Based on external data

5 Can we Really Learn from Metrics? Lots of data, but how much insight? What do all these people do? Do I really need all these people? Are these people focused on the right things? 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?

6 Address the Obvious If the typical metrics raise a red flag, address perceived problem areas. Crucial for credibility Eliminates distractions

7 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

8 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

9 Real Life Example One Help Desk Metrics to Monitor 3E Rollout and Identify Next Areas for Improvement

10 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 23 rd

11 Open Help Desk Tickets 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

12 Open Help Desk Tickets Week 4

13 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

14 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 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

15 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

16 Go on the Offensive Embrace a changing world Increasing challenge of security Dramatic opportunity to improve user experience and productivity Conundrum of the Cloud

17 Real Life Example Two Evaluating New Directions Viability of the Cloud

18 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

19 Service Characteristics Technology Services Cloud Candidacy Commodity Document/Content Management Enterprise Search Office Telephone System boxes SOON NOW Continuity SPAM Management Archive Lit. Support Case Tools Network Infrastructure Data Storage Application Servers Bus Dev Tools Intake & Conflicts BI Apps Core App Suite MAYBENE VER SOON Accounting Systems Time Entry HR Systems Intranet Customized Disruptive End-User Impact Transparent

20 Questions?