KPI Definition
|
Unit of Measure
|
Frequency
|
Remarks
|
No.
of opportunities identified for new or modified services
|
Number
|
Quarterly
|
This
KPI reflects efficiency of the process to determine new opportunities.
|
Number
of Planned New Services
|
Number
|
Half Yearly
|
This
KPI highlights the number of new services that are developed following a
strategic review.
|
Number
of Unplanned New Services
|
Number
|
Half Yearly
|
This
KPI highlights the number of new services which are developed without being initiated
by strategic reviews.
|
Number
of new customers won
|
Number
|
Quarterly
|
This
KPI determines the effectiveness of the process. It reflects the number of
customers won because of the strategic initiative for a new service.
|
Number
of lost Customers
|
Number
|
Quarterly
|
This
KPI determines the ineffectiveness of the process. It reflects the number of
customers that have been lost to competing service providers because of the
inability of the management to make a strategic decision to plan for a new
service.
|
Showing posts with label IT Strategy Generation. Show all posts
Showing posts with label IT Strategy Generation. Show all posts
Saturday, November 2, 2013
KPI: Strategy Management For IT Services
Sunday, December 11, 2011
IT Strategy Generation: Preparing For Execution
My model for strategy generation is in extension to the OGC's model. My model consists of following phases/stages:
Strategic Assessment:
We analyze the internal and external factors. We are conducting a SWOT analysis to identify our Strengths, Weakness, Opportunities and Threats. But at the same time the model focuses on SOAR. Thus, Weaknesses and Threats through analyzed and acting as an input to the assertive enquiry, yet there is not a major focus on the findings. These finding are more from the perspective of 'keeping an eye on'. This ensure that the benefits of SOAR is being realized along with not missing the concern areas during assessment and strategy formulation.
Based on the assertive enquiry, analysis of external & internal factors and the business strategy itself, the objectives are established.
Measurement and success criteria for measuring the successful implementation of these objectives are determined for each objective identified.
Strategic Assessment:
We analyze the internal and external factors. We are conducting a SWOT analysis to identify our Strengths, Weakness, Opportunities and Threats. But at the same time the model focuses on SOAR. Thus, Weaknesses and Threats through analyzed and acting as an input to the assertive enquiry, yet there is not a major focus on the findings. These finding are more from the perspective of 'keeping an eye on'. This ensure that the benefits of SOAR is being realized along with not missing the concern areas during assessment and strategy formulation.
Based on the assertive enquiry, analysis of external & internal factors and the business strategy itself, the objectives are established.
Measurement and success criteria for measuring the successful implementation of these objectives are determined for each objective identified.
Strategic IT Planning Process:
This is the stage during which Strategic IT Plan (SITP) is prepared. This is based on the Mintzberg's 5 Ps of Strategy. OGCs model refers to only 4 Ps, but I have included the 5th P (Ploy) as well, since IT can act as a major enabler or creator of a Ploy.
Eventualy the SITP is prepared, which has all the required details about the IT Strategy. This acts as an input to Service Portfolio process of ITIL V3 as well.
This is the stage during which Strategic IT Plan (SITP) is prepared. This is based on the Mintzberg's 5 Ps of Strategy. OGCs model refers to only 4 Ps, but I have included the 5th P (Ploy) as well, since IT can act as a major enabler or creator of a Ploy.
Eventualy the SITP is prepared, which has all the required details about the IT Strategy. This acts as an input to Service Portfolio process of ITIL V3 as well.
Subscribe to:
Posts (Atom)