How a major telecom improved IT service delivery and enhanced IT performance measurement

Several years ago, I worked for a software company that focused on helping customers improve their Sarbanes-Oxley compliance. Our business development person invited me to a meeting with the senior leadership of a major telecom provider. I was amazed during the meeting at how much software was required to add, provision, and bill a customer and how it all needed to work seamlessly. This is why when I heard about how a major telecom provider was using the HP Executive Scorecard, I had tremendous interest. This customer had decided that it wanted to improve the quality of operations by improving its IT governance.

 

To drive real improvement across multiple software instances, the customer started with lower-level metrics and dashboards. This meant being able to actively measure support performance and the overall quality for its mobile telephony service delivery. The customer chose to consolidate support across subsidiaries and show a compact view of service delivery to headquarters. This required connecting across software from multiple vendors. Armed with this information, the company’s goal was to demonstrate for the first time proactive decision-making earlier in the process, so that service quality issues could be mitigated and, when possible, eliminated.

 

Accomplishing this required the company to be able to connect to multiple subsidiary instances of service management, business service management, and configuration management software. For the first time, senior managers were able to see, understand, and act. This firm started with lower-level metrics in its scorecard and dashboard configuration. These included incident aging, incident backlog, closed incidents, opened incidents, percentage of interactions in backlog, percentage of first-call resolution, and mean time between failure, all measured across subsidiary instances.

The company then built a balanced scorecard that encompassed operational excellence, customer satisfaction, ITIL improvement, and IT value. With operational excellence, the telecom set objectives to improve responsiveness and to achieve process excellence. On the customer side, it focused on improving the quality of overall delivery, and the quality of service delivery. The company also wisely focused on decreasing problem-resolution time, increasing customer satisfaction, and increasing service problem-management resolution. For ITIL, it wanted to see service quality improve from the service agreement, availability, incident, and change. Great choices! And for IT value, it wanted to see delivery improvement, an increase in process excellence, an increase in responsiveness, and higher customer satisfaction—all of which would indicate improved customer service. For all of these metrics, the telecom could drill into specifics to promote accountability and to demonstrate true improvement. Finally, the company also elected to compare and contrast delivery across customer instances.

 

In sum, the telecom started with lower-level IT metrics and then created business-oriented metrics, leading to improving the quality of operations and decision-making overall.

 

Related links: Why keeping score in baseball and IT is more than a single-inning affair!

Solution page: IT Executive Scorecard

Twitter: @MylesSuer

Comments
chuck_darst | ‎07-17-2013 11:43 AM

Myles, an interesting post. You have also written recently on the whole IT value streams concept. As I was reading this blog, I was wondering about the alignment with the value stream topic. Any more insight?

 

Great value stream ebook http://h30458.www3.hp.com/media2.php/EZINE/Discover_Performance_Value_Streams.pdf

 

Chuck

MylesS | ‎07-17-2013 12:00 PM

This is a really great question. I think that there are going to become two forms of IT management--micro management and macro management. Micromanagement deals with discrete processes--the kind of things that the above telecom company is doing. Macro management, in contrast, deals with the value chain. As you know there are two that service management owns--detect to correct and request to fulfill. Here, we want use KPIs and metrics that cross the entire value chain. The bottom line as I remember David Cannon telling me is that everything comes down to the service and the customer--event, incident, problem, change, and the list goes on are really how we deliver services.

Matthew Lah(anon) | ‎08-20-2013 02:42 PM

"The bottom line as I remember David Cannon telling me is that everything comes down to the service and the customer--event, incident, problem, change, and the list goes on are really how we deliver services."

 

There's hitting the nail on the head.

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About the Author
Mr. Suer is a senior manager for IT Performance Management. Prior to this role, Mr. Suer headed IT Performance Management Analytics Product ...


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