Using ITIL to Measure Your BCP

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1 Using ITIL to Measure Your BCP 1 Agenda ITIL v3 Overview Why Use ITIL ITIL Continual Improvement Process Critical Success Factors and Key Performance Indicators Creating Metrics Scoring System Sample BCP Metrics ti Key Considerations Sample Scorecard ITIL Resources 2

2 What is ITIL v3 The Information Technology Infrastructure Library (ITIL) is a customizable framework of best practices designed to promote quality computing services ITIL provides a systematic approach to the lifecycle management of IT services, from inception through design, implementation, ti operation and continual improvement 3 Why Use ITIL Provides a single, definable, repeatable, and scalable documented d framework for IT best practices that flows across the IT organization Provides a framework for IT to support regulatory challenges Reduces costs Improves productivity Supports ability of IT to measure and improve internal performance and service provisioning Implements along with other frameworks such as CMMI, PMBOK and COBIT can help an organization achieve ISO certification 4

3 Where ITIL Fits In The Big Picture COBIT (Governance) PMI ITIL CMMI ISO Certification (9001: 20000) 5 ITIL v3 Core Areas ITIL Five Service Lifecycle Stages: Service Strategy Service Design The design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet current and future agreed business requirements Service Transition Service Operation Continual Service Improvement 6

4 4 of the 5 ITIL Phases & Processes Service Strategy Service Design Service Transition Service Operation Financial Management Service Catalogue Management (SCM) Service Level Management (SLM) Change Management Event Management Process Incident Management Process Service Portfolio Management (SPM) Capacity Management Availability Management Knowledge Management Request Fulfillment Process Supplier Management Access Management Process Demand Management Information Security Management (ISM) IT Service Continuity Management (ITSCM) Service Asset and Configuration Management Problem Management Process 7 Service Lifecycle Stages 8

5 Continual Improvement Process Identify Vision Strategy Tactical Goals Operational Goals 1. Define what you should measure 2. Define what you can measure 7. Implement corrective action 3. Gather the data. Who? How? When? 6. Present and use the information 4. Process the data frequency. Format? System? 5. Analyze the data relations? Trends? 9 Service Measurement Four Major Reasons to Monitor and Measure: validate previous decisions that have been made direct activities in order to meet set targets this is the most important reason for monitoring and measuring justify that a course of action is required, with factual evidence or proof intervene at the appropriate point and take corrective action 10

6 Benefits Benefits of Metric Driven Continual Improvement Process Consolidation of processes and tools Repeatable processes minimize rework Efficient allocation of people and technology resources Mitigate risks, penalties and fines Value add to customers, shows company is focused on delivering high quality products and services 11 Continual Process Improvement Metric Types 3 Types of Metrics: Technology metrics: used to measure hardware components and applications for metrics such as performance, availability Process metrics: captured in the form of Critical Success Factors (CSFs), Key Performance Indicators (KPIs) and activity metrics. Service metrics: the results of the end to end service. Component/technology metrics are used to compute the service metrics 12

7 Creating Metrics Metrics Should be Created Using Smart Objectives Specific p Objectives should specify what they want to achieve. Measurable You should be able to measure whether you are meeting the objectives or not. Achievable Are the objectives you set achievable and attainable? Realistic Can you realistically achieve the objectives with the resources you have? Time When do you want to achieve the set objectives? 13 Metric Components Two Key Components for Establishing Metrics: Critical Success Factor (CSF) Critical Success Factors are elements that are vital for the overall service to be successful. Critical success factors should map to overall department or organization objectives Key Performance Indicator(KPI) Key Performance Indicators are measures that quantify objectives and enable the measurement of strategic performance. All KPI s must be specific about what needs to be done and when (due date) the action needs to be completed 14

8 Disaster Recovery CSF/KPI Examples Objective: Establish DR Program to Recover Mission Critical Applications Within 48 Hours of Disaster CSF = Conduct annual disaster recovery drill KPI = Schedule drill to take place by July every year(or within a year of last drill) CSF = Update DR plan KPI = Plan reviewed/updated quarterly (use exact dates) CSF = Test all mission critical applications KPI = Test a minimum of 5 critical applications at each DR drill 15 Weighing Critical Success Factors Not all CSFs are created equal Some CSFs are more critical to the success of recovery efforts. Can use weight scale to prioritize Weight Examples: 6 = Critical to success of EP (timely recovery would not be successful without it) 3 = Required for timely recovery (could recover with out but risk is increased) 1 = Needed to support recovery but only minimal impact on recovery efforts Weighing CSFs is not part of the ITIL process 16

9 Scoring System Scoring of KPIs Not in place or not implemented = 0 Completed but past the KPI deadline, not accurate or incomplete = 1 In place or completed on time = 3 17 Calculating the Final Rating To get the final rating for each CSF and the associated KPI, you simply multiply the weight of the CSF by the score of the KPI Weight X Score = Rating 18

10 BCP Processes to Measure (samples) Contingency Planning: Establish CSFs and KPIs to measure the effectiveness and maturity of contingency planning efforts Disaster Recovery Readiness: Establish CSFs and KPIs to measure ongoing maturity and readiness for a disaster that requires relocation to alternate facility Business Continuity Establish CSFs and KPIs to measure readiness to recover people and business functions in the event of a disaster Overall BCP Program Management: Establish CSFs and KPIs to measure the processes and organization structure needed to support the BCP program, determine mission critical systems processes set RTOs, RPOs and SLAs IT Security Incident Readiness: Establish CSFs and KPIs to measure readiness to respond to information security incidents 19 Contingency Planning Metrics (Events that do Not Require Relocation) Critical Success Factors/Key Performance Indicators CSF: Conduct contingency planning simulated exercise (Weight 6) KPI = Use at least 1 planned outage a year as a simulated recovery exercise? CSF: Update contingency planning documentation (Weight 3) KPI = Update CP documentation by end of every 1st quarter CSF: Update dynamic plan information (staff contacts, system lists) (Weight 1) KPI = Update Dynamic information every other odd month CSF: Conduct contingency planning tabletop exercise (Weight 1) KPI = One tabletop by every 4th quarter 20

11 Disaster Recovery Readiness Metrics Critical Success Factors/Key Performance Indicators Examples CSF: Conduct alternate site exercise (Weight 6) KPI = Conduct at least one DR exercise annually CSF: Resolve action items from previous DR exercise (Weight 3) KPI = Resolve all issues within 6 months of DR drill CSF: Test mission critical applications (Weight 6) KPI = All mission critical applications must be tested with 2 years CSF: Test external connectivity related to critical systems (Weight 6) KPI = Include one external connection in DR drill 21 Disaster Recovery Metrics (continued) CSF: Conduct end user testing (Weight 1) KPI = Include at least one user group in drill CSF: Update DR plans (production changes, updates from DR drill) (Weight 3) KPI = Schedule and Conduct quarterly update of DR plan CSF: Update Dynamic Plan information (staff contacts, system lists, etc.) (Weight t3) KPI = Review and update dynamic plan data every other month CSF: Backup mission critical data (Weight 6) KPI = All critical applications must be backed up at least weekly 22

12 Disaster Recovery Metrics (Continued) CSF: Ship backups offsite (Weight 6) KPI = All critical applications backups must reside offsite CSF: Conduct DR awareness training for all employees (Weight 1) KPI = Conduct annual online training for all employees with 95% participation rate CSF: All critical applications included in alternate site contract (Weight 3) KPI = All critical apps must have hardware identified and procedures in DR Plan CSF: Conduct tabletop of Initial response, notification and activation (Weight 3) KPI = Conduct annual tabletop drill of Phase I (Initial response, notification and activation) by Oct. 23 Business Continuity Readiness Critical Success Factors/Key Performance Indicators Examples: CSF: Alternate infrastructure to deliver required services in place (Weight 6) KPI = Validate serviceability of the infrastructure annually CSF: Conduct drill at alternate facility (Weight 6) KPI = Conduct an annual drill that includes staff relocating to alternate facility CSF: Update BCP Plans (Weight 3) KPI = Update BCP plans by September 30th each year CSF: Review BCP Plans (Weight 3) KPI = Review and update dynamic plan data every other odd month CSF: Conduct Annual Tabletop of BCP Plan (Weight 3) KPI = Conduct at least 1 annual tabletop of BCP plans by December 24

13 BCP Program Management Critical Success Factors/Key Performance Indicators (Examples) CSF: Executive assigned ownership of EP (Weight = 6) KPI = POC Assigned and conducting monthly meetings CSF: Dedicated resource assigned responsibly to implement and manage BCP (Weight 6) KPI = BCP team lead assigned, organizing and facilitating monthly meetings CSF: BIA conducted to determine RPO, RTO, critical systems and applications (Weight 3) KPI = Conduct full BIA annually by September CSF: SLAs established for disaster recovery (Weight 3) KPI = SLAs established/reviewed annually for all critical applications by September 25 BCP Program Management (Continued) CSF: EP budget in place (Weight 6) KPI = EP Budget created and approved by October for next fiscal year CSF: EP policy statement created and issued to all staff (Weight 1) KPI = Policy statement created and distributed to all employees by January of every year CSF: Customer satisfaction questionnaire (Weight 1) KPI = Customer satisfaction questionnaire completed by LOB leaders by September (annually) 26

14 Security Incident Response Critical Success Factors/Key Performance Indicators (Examples) CSF: Conduct annual Security Incident Response tabletop (Weight 6) KPI = Complete tabletop by December of each year CSF: Update Security Incident Response Plan (Weight 3) KPI = Update Security plan annually by February CSF: Review Security Incident plan for accuracy (Weight 1) KPI = Update dynamic information every other odd month (contact names, system configurations) CSF: Conduct Security incident awareness training (Weight 1) KPI = Conduct security awareness training once annually by February 27 Sample Business Continuity Scorecard Business Continuity Readiness Critical Success Factors/Key Perrformance Indicators Weight Score Rating CSF: Alternate infrastructure to deliver required services in place 6.00 CSF Weight Scale: KPI = Validate serviceability of the infrastructure annually 0 0 CSF: Conduct drill at alternate facility = Critical to success of EP (recovery would not be successful without it) KPI = Conduct an annual drill that includes staff relocating to alternate facility 0 0 CSF: Update BCP Plans = Required for timely recovery (could recover with out but risk is increased without it) KPI = Update BCP plans by September 30th each year 0 0 CSF: Review BCP Plans = Needed to support recovery and mature the recovery program KPI = Review and update dynamic plan data every other month 0 0 CSF: Conduct Annual Tabletop of BCP Plan 3.00 KPI = Conduct at least 1 annual tabletop of BCP plans by December 0 0 CSF: Conduct BCP awareness training for all employees 1.00 KPI = Distribute awareness training material or conduct classes annually with 95% staff participation p 0 0 CSF: Requirements for alternate work site identified 6.00 Score: KPI: Review Requirements with Business leaders annually 0 0 CSF: Alternate work location for staff n place = Not in place or not implemented KPI: Is there an alternate service location for employees = Completed but past the KPI deadline or not accurate 3 = In place or completed on time Functionality Totals 0 Perfect Score = 102 Danger Zone = less than 94 28

15 Sample Program Management Scorecard Overall Program Management Critical Success Factors/key Performance Indicators Weight Score Rating CSF: POC assigned ownership of EP (POC Assigned?) 6.00 KPI = POC Assigned and conducting monthy meetings 3 18 CSF Weight Scale: CSF: Dedicated resource assigned responsibly to implement and manage EP = Critical to success of EP (recovery would not be successful without it) KPI = Team lead assigned, organizing and facilitating monthly meetings = Required for timely recovery (could recover with out but risk is increased without it) CSF: BIA conducted to determine RPO, RTO, critical systems, applications and dependencies = Needed to support recovery and mature the recovery program KPI = Conduct Full BIA bi-annually September 0 0 CSF: SLAs established for disaster recovery 3.00 KPI = SLAs established and reviewed annually for all critical applications by September 1 3 CSF: Conduct tabletop of Initial response, notification and activation 3.00 KPI = Conduct annual tabletop drill of Phase I (Initial response, notification and activation by Oct. 3 9 CSF: EP budget in place 6.00 KPI = EP Budget created and approved by October for next fiscal year 3 18 CSF: EP policy statement created and issued to all staff 1.00 KPI = Policy statement created and distributed to all employees by January of every yyear 0 0 Score: CSF: Customer satisfaction questionnaire = Not in place or not implemented KPI = Customer satisfaction questionnaire completed by LOB leaders by September (annually) = Completed but past the KPI deadline or not accurate CSF: Relationship with Corporate COOP plan 3.00 KPI = Participate in annual Corporate COOP tabletop exercise = In place or completed on time CSF: Document relationship with Application Teams 3.00 KPI = Conduct review/update of Application recovery procedures 1 3 CSF: Ensure DR capability meets line of Business recovery requirements 3.00 KPI = meet with LOB owners on a quarterly basis 0 0 CSF: Ensure business processes are mapped to critical systems 1.00 KPI = create and update process maps of critical business processes with system flows 0 0 Feasibility Totals 78 Perfect Score = 117 Danger Zone = Less than Key Considerations Work with key stakeholders to agree on CSFs and KPIs Mk Make sure CSFs and KPIs are objective and clear cut Set up formal and regular meetings with key stakeholders to review results Present results in format that stakeholders are used to Do not make Conduct Successful Disaster Recovery Drill a Critical Success factor Measurements should directly support organizational goals For disaster recovery, measurements should be focused on results of processes, not on individual performance 30

16 Sample Dash Board Metrics Overall Program Management Danger level below Disaster Recovery Readiness Danger level below Tracking Progress Business Continuity Maturity (Danger Zone Below 60) KPI Score 32

17 ITIL Educational Resources Links to ITIL and Service Continuity Information An Introductory Overview of ITIL managementpractice.com/gempdf/itsmf_an_introductory_overview_of_itil_v3.pdf Official ITIL Website (Certification Information) officialsite.com/home/home.asp ISO/IEC Certification Book: Metrics for IT Service Management by Peter Brooks (about $48.00 on Amazon.com) Book: Implementing Metrics for IT Service Management (ITSM Library Introduction Guide) by David Smith (about $ on Amazon.com) 33 Final Thought Measurement is not the goal. The goal is improvement, through measurement, analysis, and feedback. Michael Daskalantonakis, Motorola 34

18 Questions 35

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