Skip to main content

Checklist of IT Metrics

This is a checklist of IT metrics from APQC.

  • IT organization
    • Cost Effectiveness
      • Total IT budget as % of revenue
      • Total IT budget per employee
      • Average time to break even for new or enhanced IT services by level of investment
      • Number of IT customers serviced per FTE
    • Staff Productivity
      • Number of employees performing IT processes per <$1,000> revenue
      • Number of IT FTEs for developing and managing customer relationships per <$1,000> revenue
      • Number of IT FTEs for managing the business of IT per <$1,000> revenue
      • Number of IT FTEs for managing business resiliency and risk per <$1,000> revenue
      • Number of IT FTEs for managing enterprise information per <$1,000> revenue
      • Number of IT FTEs for developing and maintaining IT solutions per <$1,000> revenue
      • Number of IT FTEs for deploying IT solutions per <$1,000> revenue
      • Number of IT FTEs for delivering and supporting IT solutions per <$1,000> revenue
      • Number of IT FTEs for managing IT knowledge per <$1,000> revenue
      • Number of external service provider FTEs per <$1,000> revenue
    • Cycle Time
      • Average time to market for new or enhanced IT services by level of investment
    • Business Driver
      • IT expense per employee
      • Percentage of IT budget used for discretionary versus non-discretionary expenditures
      • Percent of IT budget used to operate versus grow business
      • Distribution of IT operating versus capital budget
      • Distribution of IT operating budget by hardware, software, personnel, external service providers, network/telecom, facilities, and other
      • Distribution of IT operating budget related to software
      • Distribution of IT operating budget related to personnel
      • Distribution of IT operating budget related to networks/telecom
      • Distribution of IT capital budget related to computing equipment, storage equipment, software, network/telecom, external service providers, and other
      • Distribution of IT capital budget related to computing and storage
      • Geographic distribution of IT customers
      • Geographic distribution of IT employees
      • Percent change in IT budget for upcoming year
      • Percentage of SLA governance by process category
      • Distribution of IT budget by process category
  • IT Planning and Management
    • Cost Effectiveness
      • Total cost of managing the business of IT per <$1,000> revenue divided by cost category
      • Total cost of managing IT customer relationships per <$1,000> revenue divided by cost category
      • Total cost of managing business resiliency and risk per <$1,000> revenue divided by cost category
      • Total cost of managing IT knowledge per <$1,000> revenue divided by cost category
    • Staff Productivity
      • Level of FTE experience by process category
      • Staff turnover (retire, new hire, replaced within one year)
      • Length of time for IT KM program
    • Cycle Time
      • Average time to respond to business shifts
      • Average time to match IT need with service/solution by investment level
      • Average time to act on business exposure/opportunity categorized by percent of revenue
      • Average time to close an IT skill or capability gap
  • IT Development and Maintenance
    • Cost Effectiveness
      • Average percentage of project ROI achieved
      • Total cost of develop information and content management strategies per <$1,000> revenue divided by cost category
      • Total cost of define the enterprise information architecture per <$1,000> revenue divided by cost category
      • Total cost of manage information resources per <$1,000> revenue divided by cost category
      • Total cost of perform enterprise data and content management per <$1,000> revenue divided by cost category
      • Total cost of develop and maintain IT solutions per <$1,000> revenue divided by cost category
      • Percentage of IT budget used for develop information and content management strategies
      • Percentage of IT budget used for defining the enterprise information architecture
      • Percentage of IT budget used for manage information resources
      • Percentage of IT resources used for perform enterprise data and content management
      • Percentage of data managed centrally as enterprise information assets
      • Percent of common data across all business units
      • Percentage of data that has defined policy, definition, and change control responsibility
      • Total annual number of revisions to the published enterprise information architecture
      • Percentage of data assessed for compliance with information policies and standards
      • Percentage of information elements with assigned and active data custodians
      • Average percentage change in detected exceptions to the information architecture per year
      • Percentage of IT budget for SOA
    • Staff Productivity
      • Number of FTEs for develop information and content management strategies per <$1,000> revenue
      • Number of FTEs for define the enterprise information architecture per <$1,000> revenue
      • Number of FTEs for manage information resources per <$1,000> revenue
      • Number of FTEs for perform enterprise data and content management per <$1,000> revenue
      • Number of FTEs classified as IT architects
    • Process Efficiency
      • Percentage of projects delivered on time or early
      • Percentage of projects delivered on or below budget
      • Average percentage of initial functionality delivered
      • Number of current and prior development projects by investment level
      • Average backlog
      • Average time to respond to highest priority problems
      • Average time to resolve highest priority problems
      • Number of break/fix requests requiring rework
      • Number of SOA services implemented
      • Percentage of internal versus external SOA services
    • Cycle Time
      • Average time to fulfill an information need categorized by complexity
      • Average time to create the enterprise information management strategic plan
      • Length of information architecture planning horizon
      • Average time to report on compliance status of the information architecture
      • Average time to set up the technical interface for a user of a defined data content source
      • Average time to fulfill a business need with relevant IT solutions categorized by investment level
  • IT Operations
    • Cost Effectiveness
      • Total cost of deploy IT solutions per <$1,000> revenue divided by cost category
      • Total cost of deliver and support IT services per <$1,000> revenue divided by cost category
    • Process Efficiency
      • Percentage of unscheduled outages from change requests
      • Percentage of unscheduled outages from release introductions
    • Cycle Time
      • Average time to make a change to the production environment
      • Average time to introduce a new release into the production environment
      • Average time to resolve a service commitment disruption

      https://www.linkedin.com/pulse/my-top-10-posts-pulse-ronald-bartels/

Comments

Popular posts from this blog

Why Madge Networks, the token-ring company, went titsup

There I was shooting the breeze with an old mate. The conversation turned to why Madge Networks which I wrote about here went titsup. My analysis is that Madge Networks had a solution and decided to go out and find a problem. They deferred to more incorrect strategic technology choices. The truth of the matter is that when something goes titsup, its not because of one reason only, but a myriad of them all contributing to the negative consequence. There are the immediate or visual ones, which are underpinned by intermediate ones and finally after digging right down, there are the root causes. There is never a singular root cause for anything but I'll present my opinion and encourage everyone else to chip in. All of them together are more likely the reason the company went titsup. As far as technology brainfarts go there is no better example than Kodak . They invented the digital camera that killed them. However, they were so focused on milking people in their leg

Flawed "ITIL aligned"​ Incident Management

Many "ITIL aligned" service desk tools have flawed incident management. The reason is that incidents are logged with a time association and some related fields to type in some gobbledygook. The expanded incident life cycle is not enforced and as a result trending and problem management is not possible. Here is a fictitious log of an incident at PFS, a financial services company, which uses CGTSD, an “ITIL-aligned” service desk tool. Here is the log of an incident record from this system: Monday, 12 August: 09:03am (Bob, the service desk guy): Alice (customer in retail banking) phoned in. Logged an issue. Unable to assist over the phone (there goes our FCR), will escalate to second line. 09:04am (Bob, the service desk guy): Escalate the incident to Charles in second line support. 09:05am (Charles, technical support): Open incident. 09:05am (Charles, technical support): Delayed incident by 1 day. Tuesday, 13 August: 10:11am (Charles, technical support): Phoned Alice.

Updated: Articles by Ron Bartels published on iot for all

  These are articles that I published during the course of the past year on one of the popular international Internet of Things publishing sites, iot for all .  These are articles that I published during the course of the past year on one of the popular international Internet of Things publishing sites, iot for all . Improving Data Center Reliability With IoT Reliability and availability are essential to data centers. IoT can enable better issue tracking and data collection, leading to greater stability. Doing the Work Right in Data Centers With Checklists Data centers are complex. Modern economies rely upon their continuous operation. IoT solutions paired with this data center checklist can help! IoT Optimi