IT service management is the practice of controlling information technology systems with philosophy focusing on customer perspective. Years in advance, this is centered on their internal organizations and the technology they use. When things change, evolve and progress, provide focus on customers into a priority. Discipline is not about the use of product or technical system specifications; This is focused on the framework of activities related to information technology and IT personnel relations with users and customers. Thus, there is no other way to measure the efficiency of the management process rather than using the Balanced Scorecard service. Because BSC is not only related to business financial details, you can use this tool to effectively measure how well IT service supervision is done.
To direct the use of TI Balanced Scorecard services in this department, there is a need to first harmonize organizational strategies with information technology. There are a number of things you should avoid when implementing this type of BSC. One of them is a view that focuses on the performance of the IT department. You also have to stay away from steps that hardly contribute to the company’s success, deficiencies in defining standard metrics and depending on business tools.
The most important thing you have to remember when using TI Balanced Scorecard services is the integration of business strategy with IT service management. There are six properties that are distributed by a successful score card in the field of information technology. The first is simple. Simplicity in the presentation makes it easier for viewers to understand what the document is. Simplicity also shows that there are no more than 20 metrics for the entire organization. They must be written using non-technical languages so that everyone in the company can easily understand what organizations want to measure.
Sophisticated scorecard explicitly connects itself to the information technology strategy. This means that it must be strongly paired with a strategic planning process so that it can help track the progress of strategies to goals and goals. Executives must also be widely committed to the full process. Both professional senior IT and business managers must participate in the entire scorecard card process including the ongoing design and phase.
Metrics in the support of BSC computer networks must be revived throughout the company. To achieve this, meetings and discussions must be held before the metric selection. This will cause consensus in the definition of metric. Apart from the four main BSC perspectives, the TI Balanced Scorecard service includes two more. Information security is related to metrics that examine the company’s remediation efforts for known and general vulnerabilities. The other is about the metric that measures the company’s initiative, which will then highlight the contribution of information technology in starting strategic interests.
