In a recent Forrester report — Develop Your Service Management And Automation Balanced Scorecard — I highlight some of the common mistakes made when designing and implementing infrastructure & operations (I&O) metrics. This metric “inappropriateness” is a common issue, but there are still many I&O organizations that don’t realize that they potentially have the wrong set of metrics. So, consider the following:
When it comes to metrics, I&O is not always entirely sure what it’s doing or why. We often create metrics because we feel that we “should” rather than because we have definite reasons to capture and analyze data and consider performance against targets. Ask yourself: “Why do we want or need metrics?” Do your metrics deliver against this? You won’t be alone if they don’t.
Metrics are commonly viewed as an output in their own right. Far too many I&O organizations see metrics as the final output rather than as an input into something else, such as business conversations about services or improvement activity. The metrics become a “corporate game” where all that matters is that you’ve met or exceeded your targets. Metrics reporting should see the bigger picture and drive improvement.