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"This is more than a book, it's a practical, useable "A to Z" of IT Service Management Metrics! Peter Brooks (Author) has given us all a crystal clear view of a neglected, blurred piece of the IT Service Management puzzle. As a Principal ITSM Consultant working for Foster-Melliar in South Africa I am continuously disappointed by the many ITSM books produced that generally regurgitate what is already known by many in the industry. Metrics for IT Service Organisations provides a vast array of possible audiences something that many ITSM volumes do not, and this is a Practical, useable view of "How" to plan for, design, manage and improve the critical measures IT Service organisations require from both a strategic, tactical and operational perspective. I don't carry many books around with me, this one, I most certainly will!!" Ian Clark Principal ITSM Consultant Foster-Melliar "With all the focus on IT Governance and IT Business process management. It is easy to see why metric are becoming hugely important for the management of organisations. In reality however, getting the right set of metrics in place is by no means a simple exercise. Metrics for IT service organisations can be a great help. Using ITIL as the basis the book lists many useful examples of metrics. But what is more important, is that it gives us insight into to creation of "good" metrics and the dangers of "bad" metrics. " Emma Speakman IT BPM consultant SA/NL/UK "Looking for a comprehensive, in-depth exploration and explanation of what metrics to use in your ITSM journey? Then 'Metrics for IT Service Organizations' by Peter Brooks may be exactly what you're looking for. This (new) book not only covers what metrics need to be seriously considered, but explains the 'why' and 'how' behind selecting and defining them, pointing out along the way many of the dangers and pitfalls of selecting the wrong ones; or too many. If you tend to agree that 'what gets measured gets done', then applying the ideas in Peter's book will assist you in getting the right things done." Ken Wendle (FISM) previous President of the itSMF USA, works as a Senior Solution Architect for Hewlett Packard's OpenView Software division
Ian Clark Principal ITSM Consultant Foster-Melliar
a practical, useable view of 'How' to plan for, design, manage and improve the critical measures IT Service organisations require
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Most Helpful Customer Reviews
3 of 3 people found the following review helpful
Format:Paperback
As a service management consultant I use this book on a regular basis. Proving the value of ITSM projects can be a tricky thing to achieve but is vital to prove the success of projects you undertake (and as a consultant....to ensure you get paid...). As an example configuration management enables other processes to be more effective. This book provides guidance on how how to measure the improvement in other areas such as incident or change management based on the benefit your config project has achieved.
You still need to be smart enough to match these metrics to business drivers within your company and set context to marry the improvement to specific goals that mean something to your organisation.
The book also helps with a common problem which is avoiding behaviours that enable 'improvements' in specific metrics but adversely affect the overall operation. It uses the NHS waiting lists as an example which resonates with my clients well when trying to explain the concept.
A really useful book.
You still need to be smart enough to match these metrics to business drivers within your company and set context to marry the improvement to specific goals that mean something to your organisation.
The book also helps with a common problem which is avoiding behaviours that enable 'improvements' in specific metrics but adversely affect the overall operation. It uses the NHS waiting lists as an example which resonates with my clients well when trying to explain the concept.
A really useful book.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
5 reviews
23 of 24 people found the following review helpful
A Metrics-based focus for IT
8 Jan 2007
Format:Paperback|Amazon Verified Purchase
Meat and potatos metrics - no fluff. Very organized approach to establishing a strong metric-based IT environment. Offers a comprehensive set of goals, mission statements, and objectives for each catagory of process. Offers specific metrics (target as well as warning level) for the gamut of IT functions. Identifies stake holders, constraints, specifications, and justification for each metric offered. Probably could use a glossary for all the acronyms, but that's a minor issue.
If you need to develop metrics for an IT environment, buy this book or hire a consultant who has read it.
If you need to develop metrics for an IT environment, buy this book or hire a consultant who has read it.
8 of 10 people found the following review helpful
Save your money
17 April 2008
Format:Paperback
This book is over-written, by that I mean a list of ITSM metrics is over-discussed and can be found for free on the web. Looking at the volume of metrics, Mr. Brooks clearly isn't in the camp of "measure what matters", he's more along the lines of "measure whatever doesn't move, and if it does move, stop it from moving, and then measure it". This could quickly lead to no one paying much attention to metrics. Pick a handful of the most important value heavy metrics and track those. Also Mr. Brooks should use bullet graphs to clean up his visuals depicted in his book. Look on page 90 and tell me how many dotted lines can you distinguish between? Because he has 8 of them in one line graph along with 9 other types of lines. It looks like a hairball mixed up with a wad a Christmas tree lights with a little fishing line tangle thrown in for good measure.
3 of 3 people found the following review helpful
Measure IT Service Management -- a reference source to position solutions, manage delivery, and improve
6 Oct 2010
Format:Paperback|Amazon Verified Purchase
This comprehensive text should be an invaluable guide for those in a wide variety of roles across the IT supply chain, to set up a meaningful program for measuring and improving their activities, while continuing to more closely align IT to the needs of the business.
If in sales, think about how this information can help you provide improvements and measurable services/solutions to your clients.
If in delivery/management, consider how this information can help you understand a consistent version of the truth and monitor your operations and improvement.
In vendor management, there is information here of value to improve your relationships and value of suppliers.
The flow of the book is logical, and defines key topics such as:
- What are metrics all about?
- Why/where/who/and how to use metrics.
- Metric design
- Integrating metrics into related areas including governance, COBIT, Six Sigma, and more.
In addition, operational definitions of metrics for the following ITIL and related processes are provided:
- Incident Management
- Service Desks
- Configuration Management
- Change Management
- Release Management
- Operations Management/ICT Infrastructure Management
- Service Level Management
- Problem Management
- Financial Management for IT services
- Capacity Management
- IT Service Continuity Management
- Availability Management
- Security Management
- Continuous Service Improvement Programs
- Risk Management
- Documentation Management
- Competence, Awareness, and Training (CAT)
- Program & Project Management
- Business Perspective Metrics (including business and supplier relationship management metrics, and more).
Each reference metric provides a:
- Description
- Specification
- Justification
- Audience
- Constraints
- Danger value
- Target value
- Possible values
Within the book, are examples of formulas for calculating metrics, as well as examples of good and bad metrics.
There are also repeated clear caveats about going overboard on metrics and ensuring that what is measured, is used, and has value. As an example, chapter 11 "Continuous Improvement with Metrics" states "It is important to understand exactly what actions can be taken if a particular metric delivers a result that is outside the desired range. If there is no particular action then it is better not to collect the metric. It costs money to collect information and this is justified only if the information is useful."
All in all, this a fine reference source with appropriate balance and pointers toward more information (e.g. COSO, COBIT, et al) when necessary.
If in sales, think about how this information can help you provide improvements and measurable services/solutions to your clients.
If in delivery/management, consider how this information can help you understand a consistent version of the truth and monitor your operations and improvement.
In vendor management, there is information here of value to improve your relationships and value of suppliers.
The flow of the book is logical, and defines key topics such as:
- What are metrics all about?
- Why/where/who/and how to use metrics.
- Metric design
- Integrating metrics into related areas including governance, COBIT, Six Sigma, and more.
In addition, operational definitions of metrics for the following ITIL and related processes are provided:
- Incident Management
- Service Desks
- Configuration Management
- Change Management
- Release Management
- Operations Management/ICT Infrastructure Management
- Service Level Management
- Problem Management
- Financial Management for IT services
- Capacity Management
- IT Service Continuity Management
- Availability Management
- Security Management
- Continuous Service Improvement Programs
- Risk Management
- Documentation Management
- Competence, Awareness, and Training (CAT)
- Program & Project Management
- Business Perspective Metrics (including business and supplier relationship management metrics, and more).
Each reference metric provides a:
- Description
- Specification
- Justification
- Audience
- Constraints
- Danger value
- Target value
- Possible values
Within the book, are examples of formulas for calculating metrics, as well as examples of good and bad metrics.
There are also repeated clear caveats about going overboard on metrics and ensuring that what is measured, is used, and has value. As an example, chapter 11 "Continuous Improvement with Metrics" states "It is important to understand exactly what actions can be taken if a particular metric delivers a result that is outside the desired range. If there is no particular action then it is better not to collect the metric. It costs money to collect information and this is justified only if the information is useful."
All in all, this a fine reference source with appropriate balance and pointers toward more information (e.g. COSO, COBIT, et al) when necessary.
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