Performance Metrics Guides
This set of books outlines a common framework for managers to benchmark and measure performance metrics within their organizations. Each booklet is broken down by its relationship to the Balanced Scorecard Model; a common definition; the method of calculation; and its impact on the organization.
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Metrics Guide, Vol. 4
Implementing the Balanced Scorecard for Technical Support
by Robert S. Last
Published on Mar 12, 2007
Implementing the Balanced Scorecard for Technical Support
by Robert S. Last
Published on Mar 12, 2007
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Metrics Guide, Vol. 3
Calculating and Using Resolution Metrics
by Robert S. Last
Published on Mar 31, 2006
Calculating and Using Resolution Metrics
by Robert S. Last
Published on Mar 31, 2006
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Metrics Guide, Vol. 2
Understanding Cost per Contact by Communication Channels
by Robert S. Last
Published on Sep 14, 2005
Understanding Cost per Contact by Communication Channels
by Robert S. Last
Published on Sep 14, 2005
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Metrics Guide, Vol. 1
A Reference Guide to the Balanced Scorecard Service Model
by Robert S. Last
Published on Mar 29, 2005
A Reference Guide to the Balanced Scorecard Service Model
by Robert S. Last
Published on Mar 29, 2005
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What is the ITIL® service lifecycle?
Each stage relies on service principles, processes, roles and performance measures, and each stage is dependent on the other lifecycle stages for inputs and feedback. A constant set of checks and balances throughout the Service Lifecycle ensures that as business demand changes with business need, the services can adapt and respond effectively to them.
Service Strategy
Service Strategy sits at the core of the Service Lifecycle and focuses on ensuring that our strategy is defined, maintained and then implemented. There is key guidance for Executive Managers’ around operating according to the business constraints, corporate governance and compliance, legislation, and some cultural aspects of organisational transformation. The focus will enable practical decision making, based on a sound understanding of the offered services, with the ultimate aim of increasing the economic life of all services.
Service Strategy is about ensuring that organisational units in support of the business are in a position to handle the costs and risks associated with their service portfolio, and that they are set up for service improvement.
Service Design
At this stage, the focus shifts to converting the strategy into reality, through the use of a consistent approach to the design and development of new service offerings:
The scope of Service Design is also not limited to new services; it includes any changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, such as improved continuity of a service, or improvements necessary to enhance service hours and service levels. Changes required because of new conformance standards and regulations are also relevant as are services bought off the shelf from suppliers.
Service Transition
As design and development activities are completed, there is a period for Service Transition with its key purpose to bridge both the gap between projects and operations more effectively, but also to improve any changes that are going into live service, even if it is transferring the control of services between customers and service providers. The Service Transition stage brings together all the assets within a service and ensures these are integrated and tested together. Its focus is on the quality and control of the delivery of a new or changed service into operations. Giving sufficient time and quality effort to this stage of the lifecycle will reduce unexpected variations in delivery of the live services.
Service Operation
The operational teams ensure there are robust end-to-end practices which support responsive and stable services. They provide on-going support unit and they are a strong influencer on how the business perceives the service it receives. A key part of this is the Service Desk that directly own and support incident management and request fulfilment for users, including feedback on user satisfaction. Supporting functions to the Service Desk include business support and administration teams. Specific to IT, there are Application Management, and Technical support teams that contribute to the successful resolution of major incidents that affect the business.
Continual Service Improvement
Continual Service Improvement works with the other four stages of the service lifecycle to align the services with the business needs, whilst recognising improvement opportunities and change.
Service Strategy
Service Strategy sits at the core of the Service Lifecycle and focuses on ensuring that our strategy is defined, maintained and then implemented. There is key guidance for Executive Managers’ around operating according to the business constraints, corporate governance and compliance, legislation, and some cultural aspects of organisational transformation. The focus will enable practical decision making, based on a sound understanding of the offered services, with the ultimate aim of increasing the economic life of all services.
Service Strategy is about ensuring that organisational units in support of the business are in a position to handle the costs and risks associated with their service portfolio, and that they are set up for service improvement.
Service Design
At this stage, the focus shifts to converting the strategy into reality, through the use of a consistent approach to the design and development of new service offerings:
- A consistent use of a common architecture
- Understanding and translating the business requirements
- Introducing the appropriate Support requirements upon implementation of the service
The scope of Service Design is also not limited to new services; it includes any changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, such as improved continuity of a service, or improvements necessary to enhance service hours and service levels. Changes required because of new conformance standards and regulations are also relevant as are services bought off the shelf from suppliers.
Service Transition
As design and development activities are completed, there is a period for Service Transition with its key purpose to bridge both the gap between projects and operations more effectively, but also to improve any changes that are going into live service, even if it is transferring the control of services between customers and service providers. The Service Transition stage brings together all the assets within a service and ensures these are integrated and tested together. Its focus is on the quality and control of the delivery of a new or changed service into operations. Giving sufficient time and quality effort to this stage of the lifecycle will reduce unexpected variations in delivery of the live services.
Service Operation
The operational teams ensure there are robust end-to-end practices which support responsive and stable services. They provide on-going support unit and they are a strong influencer on how the business perceives the service it receives. A key part of this is the Service Desk that directly own and support incident management and request fulfilment for users, including feedback on user satisfaction. Supporting functions to the Service Desk include business support and administration teams. Specific to IT, there are Application Management, and Technical support teams that contribute to the successful resolution of major incidents that affect the business.
Continual Service Improvement
Continual Service Improvement works with the other four stages of the service lifecycle to align the services with the business needs, whilst recognising improvement opportunities and change.
HDI Course Catalog
Every role in the support center can benefit from HDI certification and training. From frontline help desk analysts to desktop support professionals, support center directors and everyone between, HDI certification indicates in-depth knowledge of best practices and industry standards. Built upon globally recognized industry standards developed by an international committee of industry experts and practitioners, HDI training helps support center organizations improve efficiency, increase service quality, and encourage professional development.
ITIL® FOUNDATION
The Foundation Level is the entry level qualification which offers candidates a general awareness of the key elements, concepts and terminology used in the ITIL Service Lifecycle, including the linkages between Lifecycle stages, the processes used and their contribution to Service Management practices.
WHY SHOULD I TAKE ITIL FOUNDATION?
Upon successful completion of the education and examination components related to this qualification, candidates can expect to gain a general overview, and basic knowledge and understanding of ITIL.
Successful completion of the Foundation qualification also fulfils the prerequisite entry criteria for the next level of study within the ITIL qualifications scheme, the ITIL Intermediate Level.
IS IT RIGHT FOR ME?
This qualification is primarily aimed towards:
The ITIL Foundation qualification is not intended to enable the holders of the qualification to apply the ITIL practices for Service Management without further guidance.
WHY SHOULD I TAKE ITIL FOUNDATION?
Upon successful completion of the education and examination components related to this qualification, candidates can expect to gain a general overview, and basic knowledge and understanding of ITIL.
Successful completion of the Foundation qualification also fulfils the prerequisite entry criteria for the next level of study within the ITIL qualifications scheme, the ITIL Intermediate Level.
IS IT RIGHT FOR ME?
This qualification is primarily aimed towards:
- those who require a basic understanding of the ITIL framework;
- those who need understanding of how ITIL can be used to enhance the quality of IT service management within an organization;
- IT professionals or others working within an organization that has adopted and adapted ITIL who need to be informed about, or contribute to an ongoing service improvement programme.
The ITIL Foundation qualification is not intended to enable the holders of the qualification to apply the ITIL practices for Service Management without further guidance.
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StrengthsFinder 2.0
Do you have the opportunity to do what you do bestevery day?Chances are, you don't. All too often, our natural talents go untapped. From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.
To help people uncover their talents, Gallup introduced the first version of its online assessment, StrengthsFinder, in the 2001 management book Now, Discover Your Strengths. The book spent more than five years on the bestseller lists and ignited a global conversation, while StrengthsFinder helped millions to discover their top five talents.
In StrengthsFinder 2.0 Gallup unveiled the new and improvedversion of its popular assessment, language of 34 themes, and much more. While you can read this book in one sitting, you'll use it as a reference for decades.
Loaded with hundreds of strategies for applying your strengths, this Wall Street Journal, Business Week, and USA Today bestseller will change the way you look at yourself -- and the world around you -- forever.
Do you have the opportunity to do what you do bestevery day?Chances are, you don't. All too often, our natural talents go untapped. From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.
To help people uncover their talents, Gallup introduced the first version of its online assessment, StrengthsFinder, in the 2001 management book Now, Discover Your Strengths. The book spent more than five years on the bestseller lists and ignited a global conversation, while StrengthsFinder helped millions to discover their top five talents.
In StrengthsFinder 2.0 Gallup unveiled the new and improvedversion of its popular assessment, language of 34 themes, and much more. While you can read this book in one sitting, you'll use it as a reference for decades.
Loaded with hundreds of strategies for applying your strengths, this Wall Street Journal, Business Week, and USA Today bestseller will change the way you look at yourself -- and the world around you -- forever.