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1. Tracking and oversight 2. Costing and Charging

1. Tracking and oversight 2. Costing and Charging. Assessment & Improvement of IT Services / IT Service Management. Nynke de Vries. Tracking and oversight. Statement. You can not manage what you can not measure (Informatie, IT-governance special, march 2004). Why T & O? Stakeholders.

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1. Tracking and oversight 2. Costing and Charging

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  1. 1. Tracking and oversight 2. Costing and Charging Assessment & Improvement of IT Services / IT Service Management Nynke de Vries

  2. Tracking and oversight

  3. Statement You can not manage what you can not measure (Informatie, IT-governance special, march 2004)

  4. Why T & O? Stakeholders • Customer: performance ICT services and Service delivery: is it according the SLA? • Supplier: performance service process managementprevent exceeding SLA • Output: • Reports for evaluation with customer • Changes in specifications service or service delivery • Changes in service process  costing / charging • Reports for evaluation with supplier  changes infrastructure, processes and / or organisation • Warning to the supplier while working  pro-active management

  5. Benefit or trouble • T & O as trouble • spend money • negative control • reduce expances or • T & O = instrument for improvement • SLM (service level management) • SPM (service process management)

  6. Measure trouble or usefull? • Measuring is spending money • Measuring presses performance • Measuring is annoying, has no use Rule 1 • Only measure what is usefull with regards to • Reports to customers • Reports to suppliers • Monitoring on behalf of quality agreed Rule 2 • If possible automate!

  7. You cannot measure of you do not manage… • Conditions • SLA = SMART • ConfM and IncM do exist • Procedures for measuring and monitoring are clear and standardized • Clear definitions and specifications Example: • Don’t count downtime outside working hours customers but inside working hours suppliers when calculating the availability to customers • Do count downtime outside working hours customers but inside working hours suppliers when calculating the repair time to improve IT service delivery

  8. Measuring plan (1) • Define the systems to be measured or monitored (stakeholder = customer) • Define underlying resources (ci’s) to be measured or monitored (stakeholder = supplier) • Remember the BSW model (business / service / work processes)

  9. Measuring plan (2) • Per measurement • Which entity will be measured • How will it be measured (automated, non-stop?) • In what unity is the measurement recorded • Which norms are used intern (in IT department) • Which norms are used extern (agreed with customer) • How to react while exceeding standard

  10. Example monitoring e-mail service • SLA: • Availability e-mail 7x24 • Acceptable 95% monthly availability • Maximum downtime 15 minutes • Measuring plan • Entity: non availability of e-mail • Unity: minutes • Norm internal: 10 minutes • Norm external: 15 minutes • How: while recording incident automated recording of date/time and date/time solution • Reaction: • Exceeding 10 minutes solution time: urgent call to ….. (IT manager) • Exceeding 15 minutes non availability: urgent call to ….. (business manager, SLA – partner)

  11. Example monitoring e-mail underlying infrastructure • Monitor mailserver memory utilization • Norm: … • Warning to: … • Monitor internal network utilization • Norm: … • Warning to: … • Monitor server uptime ….

  12. Example reporting e-mail service • Every month report to customer (SLA partner) • on e-mail service • Availilability in pct • Amount in minutes of non-availibility per failure • Time of day of failures • Amount of users affected per failure

  13. Example reporting e-mail service underlying infrastructure • Every month report to IT manager • on • Availability mailservice in pct • Utilization mailserver • Utilization network • Downtime mailserver • Repair time failures • Respons time failures • …

  14. Trouble with measuring • Known problems • Drawing conclusions from reports • Evaluating has no consequencies • Action: Who is to blame • In stead of • adjusting SLA • adjusting SPM

  15. 2. Charging for IT services

  16. IT Service Management • Deliver and support IT services to satisfy the needs of the customer in a predictable, cost efficient way • Combine and integrate various (sub)services to a consistent whole • Improve services continuously in the interest of the customer

  17. Costing • Cost management and ICT: hot item • TCO: Total Cost of Ownership • ABC: activity based costing • BSC: balanced score card • IT benchmarking • Performance management • Steering by charging • Understanding and awareness of ICT costs • Price quality rate

  18. 2/2 Costs • Investment costs and exploitation costs • Costs ICT services determined by • Quality: SLA requirements • Quantity: how often, how many • Negotiations supplier and customer (SLM): • Demand influences costs • Costs influence demand

  19. Perspective supplier • Production factors ICT services • Staff • Resources • Services • Staff • Resources • Services • Staff • Resources • Services • Steering by costs: service catalogue • Setting up the ICT service department • Determine costs per ICT service

  20. SLA - OLA - UC

  21. TCO and charging TCO per service combined with % usage of a service per customer gives costs per customer • See copy Ruijs (page 363-365) • Conclusion: charging per customer is now possible

  22. Estimate and calculate • Begin of the year: estimate required budget • End of the year: calculate real costs • Fixed costs: no calculation review • Variable costs: more or less? • Total Cost of Ownership (TCO) • Mean costs of a desk (in a specific department) • Benchmarking

  23. Charging ICT services • Charging per customeror just one ICT budget? • What is charging? • Every department pays the real costs of used ICT services • Why charging? • Better understanding, what is the price of our ICT? • Efficiënt use (scarse) resources • ICT costs are part of production costs • Steering on costs is possible

  24. Customer perspective • Based on business process • Weigh out benefit and necessity ICT service • Steer on costs • Negociate the service (delivery) • SLA-specification • Knowledge and skill of own staff • Determine costs ICT service • Profits and losses • Annual account • Choose supplier?

  25. Understanding … • End user computing 65% total sum of ICT costs • Training time • Helping others (hidden costs) • Games and other private affairs … • Ability for customer to steer on ICT costs! • Governance discussion • Sourcing issue • Duty of ICT staff to make ICT costs understandible

  26. Chapter 6 T & O • Tracking & Oversight • Based on (SL Requirements) SL Agreement • Required reports for customer • Required reports for supplier • Availability of the IT service • IT service as delivered to the customer • Sub services (hw & sw); sub sub services etc. • Per (sub)service: entity, unity, way of measuring, norm internal, norm external, action

  27. Chapter 7 Costs • Specify IT Service • Direct costs (hw, sw, hr) • Specify infrastructure components • Direct costs (hw, sw, hr) • Specify percentage used by IT Service per infrastructure component • Calculate TCO of the IT Service • (Specify percentage IT Service for each customer • Charge each customer with real costs)

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