|
|
The IT/IS department's role is to provide expert backup for the entire organisation. While we recognise that this unique is a compound project, today's business model needs IT/IS to not just support users, but to adjust technology to play the job takes of the organisation. Reading business unit objects and understanding them quickly and accurately into IT priorities is essential today. Just as important is the ability to effectively communicate IT preparation and performance data in a way that is functional to business unit management. The developing complexity of IT/IS, the regular technology changes which take place, and its continuous impact on organizations, have made managing IT performance a critical function for most organizations. Executives are always searching for ways to use IT/IS more effectively, and identify uses which generate a higher value add. At the same time they must guarantee the effective integration and return on investment in order to achieve organizational finishes and get a competitive edge.
So how does a functioning management team standard how well an organization's IT/IS is adjusted to organizational objects? To answer that, first let's take a feel at the different vehicles for aligning and measuring IT performance. The IT Performance Management System utilizes the following vehicles to generate reports that help an organization understand how well they are measuring up to business objectives:
* Service Level Agreements
* Performance-Based Contracts
* Products and services catalogs
Performance Based Contracting (PBC) and Performance Based Acquisition (PBA) are techniques for structuring all aspedcts of an acquisition around the purpose and outcome desired as opposed to the process by which the work is to be performed. Performance-based contracts are predefined by an agreement between the user community, the organization and external service suppliers.
A Service Level Agreements (SLAs) is a seamless contract that establishes specific services that the system will present to the end-user community with involves to several timeliness, availability, performance, and trouble resolution measures. The metrics contained in a performance based contract need to be specific, measurable, trackable, and meaning. Performance-based contracts state what a vendor will perform and how well they must perform that activity in order to fulfill its commitments. This gives the vendor the freedom to approach the task however it deems fit, in order to receive the agreed upon essentials.
Product and service catalogues papers the products and functions that the IT department provides. They underpin the function level management process. The service desk uses the product and services catalog to advertise IT services, and to assist in day to day activities. Documenting these serves provide your organization and clients to negotiate SLAs, yield Operating Level Agreements (OLAs) and execute underpinning contracts.
These vehicles are all extremely big in watching that your IT performance data is aligned to organizational goals and objectives and that the metrics you are reporting drive your organization to achieve them.
|
|
|