INFORMATİON TECHNOLOGY

MGMNT. AND STANDARDS

GRUP KOMUT İSTEMİ

ELİF GİZEM KOÇ 1306130069

                                                      ZEYNEP TOKCAN 1306120018

ÖDEV = METRİKSLER VE ÖLÇÜM YÖNTEMLERİ

1. Servis Stratejisi

Servis Portföy Yönetimi (Service Portfolio Management)

Metriks:

1: Number of Planned New Services: Percentage of new services which are developed following a strategic review

2:Number of Unplanned New Services: Percentage of new services which are developed without being triggered by strategic reviews

3: Number of Strategic Initiatives: Number of strategic initiatives launched from the Service Portfolio Management process

4: Number of new Customers : Number of newly won customers

5: Number of lost Customers: Number of customers which were lost to competing service providers

Measurement methods:

Measuring the performance of an asset constitutes a significant part of its investment activities.

Affect investors and ensure their continuity as a customer depends on the performance of the securities or portfolio manager.

Two approaches are applied in performance evaluation. The first approach consists of comparing portfolio returns with adjusted returns versus returns calculated in the same way for other portfolios with similar objectives, or with an indicator that best represents those portfolios, with the return of the reference portfolio. On one hand, the portfolios are subjected to an order among themselves according to the performance results, whereas on the other side, the performance status of each portfolio is determined according to the indicator portfolio. The second approach is to test whether the assets in the portfolio are purchased at the right time and sold at the right time. This approach is called market timing and shows the fund manager's ability to predict the direction of the market

Finansal Yönetim (Financial Management)

Metriks:

1:cost- benefits analysýs comparing the relative benefits of service costs

2: feed back from customers about implemented services

3: financial targets achieved by It org defined by budgets

4: changes in use of services

5: timely reports sent to slm process

2. Servis Tasarımı( service design)

Servis Seviyesi Yönetimi (Service Level Management)

Metriks:

1:service elements included in sla's

2: elements of sla's supported by OLA and UC's

3: elements of Sla's which are monitored, where  shortcomings are reported

4: elements of Sla's  which are regularly reviewed

5:elements of Sla's  where the agreed service levels are fulfilled

6: shortcomings, which are identified and covered by an improvement plan

7: actions, which are taken to eliminated these shortcomings

8: trends identified with respect to th actual service levels

9: number of times SLA not fulfilled

Measurement methods:

1. Income-based measures

Income-based metrics include measures such as operating profit, net profit, profit margin and revenue per share. This measure aims to measure the income that the operator creates as a result of single-period activities. It has already been stated that the scale-based measures carry many deficiencies. Now, especially in the advanced markets, the belief that stock prices can be affected by increasing profit figures has largely been lifted. Profit or revenue measures primarily ignore the cost of capital. Acting on profit figures means accepting investments with a return rate that exceeds the debt cost, even if the net present value is negative, with the label "profitable". The economic model emerging in the light of academic studies clearly reveals that investors only take into account two things: the expected cash flows that an entity can achieve during its lifetime and the risk of these cash flows. In this context, the accounting model is not explanatory in stock valuation, and when cash flows and revenues move in different directions, stock price moves in the direction of cash flows.

Another revenue-based measure that is often used is Revenue per Share (HBG). The size of HBG also imposes all the deficiencies of the accounting approach. Changing stock procedures can be manipulated by accounting applications such as differentiation of production programs, invoicing practices. However, academic research shows that accounting-based profit margins such as HBG do not reflect the true sources of value such as operating margins, capital cost and competitive advantage period, and are weaker in relation to equity valuations. Large investment banks such as Credit Suisse First Boston and Goldman Sachs also say that accounting-based measures such as HBG are far from explaining stock values ​​and therefore use economic-based measures such as Economic Value Added (EVD) in their analysis.

2. Cash-based measures

The second group of performance measures are cash-based measures. They also show the results of one-off activities such as income measures. Differences according to income measures include expenditures that do not require cash outflows. Therefore, when an entity's cash position is determined, expenses that do not require cash outflow, such as depreciation and deferred taxes, are added to income.

As is known, theoretically the sum of the discounted values ​​of the cash flows that the value of the most accurate measure will provide. For this reason, it is the right measure to use strategic investments and capital budgeting purposes. It may come to mind why cash flow, which is the most accurate indicator of value, is not used and other performance measures are needed.

Techniques for finding the net present value of an investment, such as İNA, are first used to find a single figure of investment value at a certain point. Therefore they can not be used as periodic performance measures. The reason why periodic cash flows can not be used as a periodic performance measure is that their cash flows can be affected by accounting practices because they are accounting based just like earnings. Cash flow accounting for any given year can be shifted to another year. As a result, although the ultimate value of all cash flows does not change, this can lead to misleading results for that time's performance. Another lack of cash flow due to accounting-based is that it does not include capital costs periodically, just like income measures.

 3. Yield-based measures

Third group performance measures are return-based performance measures. It adds a new dimension to these metrics by measuring the return of resources used to generate revenue or cash flow. The most commonly used measures of return include the return of sales, the return of equity, the return of assets, and the return of capital invested. These measures were developed in essence to encourage effective asset and capital use. For this purpose they can give meaningful signals when they are used. However, they certainly can not be used as an inclusive indicator of performance. First of all, these measures carry similar weaknesses because they are based on accounting measures. These figures are not reliable because the figures in the share, as well as the assets in the pension, the equity, etc., can be distorted by accounting anomalies. For example, as long as the return of assets exceeds the cost of post-tax debt, business management can increase the profitability of self-capital only by repurchasing and issuing bonds.

An increased rate in this way naturally does not result from an improvement in the performance of the operator.

4. Value based measurements

The fourth group of measures of value as antecedents of performance measures may be periodic measures or measures which express the value of the business during the periods at a certain time point. Among the periodic value measures, economic profit, economic added value, shareholder value added and cash value added can be considered as measures. For example, market value, net present value and market value are examples of value measures at a specific time point.

Risk Yönetimi (risk management)

Metriks:

1:Risk Avoidance

2:Number of occurred known risks in absolute figures

3:Number of occurred previously not known risks in absolute figures

4:Number of incidents due to known risks in absolute figures

5:Number of incidents due to previously not known risks in absolute figures

6:Service downtimes due to occurred known risks in hours

7:Service downtimes due to previously not known risks in hours

8:Consequential costs of occurred known risks in €

Measurement methods:

Risk management is very much in the news these days, applied to finance, insurance and war. There are a variety of techniques used in each field, with mixed success in each and virtually no correspondence among disciplines. A common consideration of risk in business is the possibility -- or rather, the uncertainty -- about events that might interrupt an organization's functional and technical operations, i.e., continuity risk.

Unfortunately, the most common approaches to measuring continuity risk are vague, subjective and difficult to use for guiding management in budgeting for controls and countermeasures.

Almost all are based on the simplistic formula:

Risk = Impact x Probability

There are several problems with this method of measuring risk. First, it does not measure risk at all, but rather exposure, which is the expectation of loss over time, usually expressed on a yearly basis: the ALE or annual loss expectancy. If members of management have a reasonable expectation of, say, $10 million in annual losses due to business disruptions, they have an outer boundary for investment to mitigate or eliminate their effects through controls or insurance.

It is not simply time that honors the formula. The information security risk management standard ISO 27005, which includes business continuity risk, shows risk as a function of likelihood and impact.

Bilgi Güvenliği Yönetimi (IT Security Management)

Metriks:

1: Number of implemented Preventive Measures:Number of preventive security measures which were implemented in response to identified security threats

2:Implementation Duration:Duration from the identification of a security threat to the implementation of a suitable counter measure

3: Number of major Security Incidents:Number of identified security incidents, classified by severity category

4: Number of Security-related Service Downtimes:Number of security incidents causing service interruption or reduced availability

5:Number of Security Tests:Number of security tests and trainings carried out::Number of identified shortcomings in security mechanisms which were identified during tests

6:Number of identified Shortcomings during Security Tests

Number of identified shortcomings in security mechanisms which were identified during tests

Measurement methods:

There are also a variety of methods for assessing and assessing information security risk, as well as various software and tools that use these methods. First, the approximate information values ​​of the relevant assets to be measured and valued for risk should be addressed. These values ​​are evaluated with equations which are likely to have negative impacts on which threats and which vulnerabilities result in certain vulnerabilities or vulnerabilities, and the total possible risk value, that is, the potential damage that the information value will see if the risk occurs, is calculated. In all these calculations and measurements, one or both of the quantitative or qualitative parameters and methods can be used together.

After all the risks are calculated in this way, it is determined which of these risks are priority for the institution and to what degree the risk should be reduced and the solutions, measures and controls to be made to the desired level are determined and the costs of implementing these solutions are analyzed. Thus, it is also examined how effective and effective the risk mitigation measures are.

In addition to risk-reducing technological or process solutions, it should be applied in such a way that the policies, procedures and rules governing the manner in which the organization conducts business are fully aligned.

In particular, confidentiality agreements must be made with the institution's internal systems and with all other institutions and individuals that access the data, and very serious criminal liabilities should be involved. In addition, these contracts should be arranged not only for the outsourced service, but also for the subcontractors, who may be responsible for transferring the service to the other subcontractor.

Before carrying out these studies, all personnel should be educated and conscious about information security, especially managers. In addition, sanctions, prohibitions and deterrent rules are not enough for people to take information security seriously, and besides, there must be rewarding mechanisms that will encourage people.

Tedarik Yönetimi (Supplier Management)

Metriks:

1:Number of agreed UCs:Percentage of contracts underpinned by UCs

2:Number of Contract Reviews:Number of conducted contract and supplier reviews

3:Number of identified Contract Breaches:Number of contractual obligations which were not fulfilled by suppliers (identified during contract reviews)

Measurement methods:

The basic criteria used in inventory management can be listed as follows:

Average stock

Inventory turnover rate

Average referral party size

Average safety stock

Seasonal stock

Order fulfillment

out of stocks

Kapasite Yönetimi (Capacity Management)

Metriks:

1: predictability of the customer demand

2: technology- ability to continually achieve the agreements laid down in the Sla even when using older technology

3:cost- reduction in number of rushed purchases, reduction in unneeded overcapacity, drawing up investment plans early on

4: operations- reduction in number of incidents  due to performance or capacity issues, ability to meet customer demand all the time , extent to which capacity management is taken seriosly

5: reduced discrepancies about actual and planned capacity

6: reduced impact on service levels

Durum Yönetimi (Availability Management)

Metriks:

1:percantage availability(uptime) per service or group of users

2: downtime duration

3: downtime frequency

Servis Katalog Yönetimi (Service Catalogue Management)

Metriks:

1: Increase in the number of services recorded and managed within the

Service Catalog as a percentage of those being delivered and transitioned

into the live environment

2: Percentage reduction in the number of variances detected between

the information contained within the Service Catalog and the ‘real-world’

situation

3: Percentage increase in the completeness of the customer-facing

views of the Service Catalog against operational services

4: Percentage increase in business user survey responses showing

knowledge of services listed in the Service Catalog

5: Increase in measured business user access to intranet-based Service Catalog

Servis Sürekliliği Yönetimi (Service Continuity Management)

Metriks:

1: of short comings id 'd in recovery plan

2: cost to company because of loss if recovery plan not executed

3: cost incurred in terms of time, resources and money to restore ýt servýces

3. Servis Geçişi

Değişiklik Yönetimi (Change Management)

Metriks:

1:number of changes completed per time unit,by category

2: rate at which changes are implemented

3: number of rejected changes

4: number of incidents resulting from changes

5: number of backed out changes

6: cost of the implemented changes

7:number of changes within resource and time estimation

Konfigürasyon Yönetimi (Configuration Management)

Metriks:

1:number of observed differences between the records and situation found during audits

2: number of occasions on which a configuration was found to be unauthorized

3: number of occasions on which a recorded configuration was found to be unauthorized

4: attribute level differences uncovered by auidits

5: time needed to process a request for recording information

6: list of CI's where more than a given number of incidents or changes were recorded

Proje Yönetimi (Project Management)

Metriks:

1:Number of Projects:Number of major release rollouts under the control of Project Management

2:Percentage of Projects with Project Charters :Percentage of projects which are started with a signed Project Charter in place

3:Number of Changes to Project Charter:Number of changes to the Project Charter after project start

4:Adherence to Project Budget:Actual vs. planned consumption of financial and personnel resources

5:Project Delays:Actual vs. planned project completion dates

Measurement methods:

Project Selection Techniques Basically Split in Two;

A- Benefit Measurement Method

1- Present Value

2- Net present value

3- Internal Productivity Ratio

4- Refund Period

5- Cost of Opportunity

6- Financial Cost

B- Constraint Optimization Tools

1- Linear and Nonlinear Programs

2- Integer Programming

3- Dynamic Programming

4- Multipurpose Problems Optimization

5- Decision Tree Analysis

6- Logical and Analytical Diagramming Methods

It is not enough to use only these techniques in selecting a company's project. Many more criteria, such as the competitive environment, the company's strategic goals, the political and political environment, can be effective in selecting a company's project. But our goal is that a project manager is expected to have little or no knowledge of the following topics.

A- Benefit Measurement Method  

1 - Present Value: Present value value of future cash flows.

BD = M (t) / (1 + r) t is the formula that calculates the present value of the monetary amount at t years.

M (t): Expenditure in year t

R: interest rate (discount rate)

T: period

2- Net Present Value: It is obtained by taking the sum of all values ​​found by present value method. Positive value is an indication that our income will be higher than our investment (profitable), negative value is a measure of investment costs (loss). If equal, it is an indication that the project is head to head.

3- Benefit Cost Ratio (BCR): Benefit cost ratio (BCR) is calculated by dividing the benefits from the project by the investment value to be made to the project. It is an important display in the selection of the projects that may be close to each other. F / M Ratio (BCR); If it is greater than 1, it is understood that bringing the project is higher than the investment. If you say "F / M Ratio is 2.5", then 1 YTL that you invested in projec will return to you as 2,5 YTL. F / M ratio; The investment expenditure of the project will be more than its output. F / M Ratio: 1 means the project at break-even point.

4- Internal Rate of Return (IRR): The IRR is an important graphical representation of the project selection. The output of the project is analyzed by finding a percentage value with mathematical operations between the expenditures made to the project and the returns (a bit more complex than before). An IRR of 0.22 indicates that the project will gain 22% over time. It will be correct to select the project with the largest IRR in the project selection.

5- Payback Period: Payback Period is the sum of the sum of the progeny incomes given over the investment costs. In other words, it is the moment when the project goes black. When comparing multiple projects, the choice of the project to provide quick return will be correct. This is an indication that the Refund Time is better for the smaller project.

6- Opportunity Cost: Opportunity cost is the cost of a financial asset that you choose from one of the projects and abandon the benefits you can get from another. The business opportunities you have to say "no" in the absence of a resource are examples of this financial.

Sürüm ve Dağıtım Yönetimi (Release and Deployment Management)

Metriks:

1: Number of Releases:Number of releases rolled out into the productive environment, grouped into Major and Minor Releases

2:Duration of Major Deployments:Average duration of major deployments from clearance until completion

3:Number of Release Backouts:Number of releases which had to be reversed

4:Proportion of automatic Release Distribution:Proportion of new releases distributed automatically

Measurement methods:

The basic criteria used in logistics management can be listed as follows:

The average cost of moving products / materials from Tesise (factory, store etc.)

Average batch size of products from Tesise

Distribution of the costs of carrying products to the target markets

Confirm output party size

Distribution according to transportation types

Servis Onaylama ve Test Yönetimi (Service Validation and Testing)

1:Percentage of failed Release Component Acceptance Tests:Percentage of release components which fail to pass acceptance tests

2:Number of identified Errors:Number of identified errors during release testing

per release

3:Time for Error Fixing:Time until re-submission of fixed release components

4:Incidents caused by New Releases:Number of Incidents attributable to new releases

5:Percentage of failed Service Acceptance Tests:Percentage of Service Acceptance Tests which fail to obtain the customer’s sign-off

Bilgi Yönetimi (Knowledge Management)

Metriks:

1:Reduced time and effort required to support and maintain services.

2:Reduced time to find information for diagnosing and fixing Incidents and Problems.

3:Changes and releases implemented in timely manner.

4:Reduced dependency on personnel for knowledge.

5:Fewer errors made because available information was not used.

Measurement methods:

The basic criteria used in knowledge management can be listed as follows:

Forecast Area

Update Frequency

Forecasting Error

Seasonal Factors

Plandan Deviations

Demand and Order Variability Ratio

Resource Decisions

Long-term reliable supplier relationships in supply chain management design work are addressed in "resource decisions". This is intended to reduce the number of suppliers working within a sustainable relationship. A large number of suppliers are aimed to establish close relations and high coordination with a few suppliers. In managing uncertainty and risks, the role of the suppliers and the role they undertake should be analyzed. The intention of the suppliers is that it is essential for success to approach the supply chain management issues sensitively with the desire to work long with the buyer and from the extended family perspective.

Vaka Yönetimi (Incident Management)

Metriks:

1:total number of incidentsa

2.average resolution time l

3.percentage of incidents resolved within Sla targets

4: percantage of incidents resolved by first- line support without  routing

5: average support cost per incident

6: resolved incidents per service desk workstation or per service desk staff member

7: incidents resolved without visiting the user

8: number of incidents or percentage with initial correct classification

9: number of incidents or percantage routed correctly

measure : Detection

Logging

Classification

Prioritization

Investigation and Initial Diagnosis

Escalation

Resolution and Recovery

Closure

Measurement methods:

Many transportation agencies do periodical assessments of their incident management systems. The Traffic Incident Management Handbook reports that the most commonly used statistics in evaluating incident management programs include the following:

• The number of service patrol assists;

• The average elapsed time from incident occurrence to detection;

• The average elapsed time from the point at which the incident response team is called out until its arrival on-scene;

• The average elapsed time to normal traffic flow restoration.

Olay Yönetimi (Event Management)

Metriks:

1:Percentage of incidents logged using automated tools:Percentage of incidents logged using automated tools,

2:Number of events per category:This KPI measures the number of events reported by monitoring tools. KPI can be reported based on category of the event (category (informational, warning, exceptional).

3:Number of events per CI:This KPI highlight the top 10/25/50 CIs that that report the maximum number of events.

4:Percentage of events that resulted in incidents:This KPI highlights  the number and percentage of events that resulted in an incident

Problem Yönetimi (Problem management)

Metriks:

1: number of incidents opened

2: time needed to resolve problems

3: cost incurred during resolution of problem

Measurement methods:

Perhaps one of the most underused yet powerful processes from ITIL is Problem Management. Many people recognize the importance of Problem Management, especially in relationship to Incident Management.

By understanding that the Problem Management process has a number of techniques and tools available to help a service provider indentify root cause and recommend permanent resolution we may be able to remove some of the fear, uncertainty and doubt.

• Chronological Analysis: This time based approach lets us look at the order of events to help identify a chain of cause and effect. It is particularly helpful when looking at potential problems that have developed slowly over a period, yet have distinct symptoms.
• Pain Value Analysis: This technique helps us narrow in on particular impacts that result from incidents and events that are troublesome for the business. It allows us to separate and prioritize items when we are facing a number of problems simultaneously.
• Brainstorming: This collaborative method allows a number of subject matter experts and knowledgeable individuals to come together to share prospective ideas about the cause of a problem. This permits us to have many eyes and minds seeing a problem from different perspectives, thus broadening our problem solving capabilities.
• Kepner-Tregoe Problem Solving Method: This well known method provides a formal approach and set of steps for identifying root cause, recommending a solution and implementing the solution. When formality and structure is needed—e.g. a major problem or large impact—this method would prove particularly useful.
• Ishikawa Diagram (Fishbone): This visual technique allows the service provider to frame a question and develop possible causes using a structured, categorized approach. The technique is one of the most powerful and really is hard to do in an incorrect manner. This might be a good starting point for some of the other techniques.
• Pareto Analysis: This prioritization helps the service provider focus in on the problems with the greatest impact. Based on the idea that 80% of incidents result from 20% of the problem causes, the method allows tackling problems in the order of greatest return. When coupled with the Ishikawa diagram it can be a very powerful tool. 

These Problem Management techniques provide us with a toolkit for identifying root cause and then determining an appropriate recommended permanent resolution. They seem difficult and complex to use but in reality they are each a straightforward method. The struggle may come when determining in which circumstance to apply which technique. Although I mentioned briefly some possible uses, these methods can be used in a variety of circumstances and with any number of problem types.

The success of Problem Management comes from taking the time to execute the process and use some or all of the techniques provided. Making time for Problem Management may detract from time spent resolving Incidents. The irony is that if you do not make the time for Problem Management you will only ever have time for Incident Management, which can consume large amounts of resources. Problem Management is not as resource hungry, but it requires special devotion and attention to see it succeed.

Erişim Yönetimi (Access Management)

Metriks:

1:The ability to verify the identity of a user

2: The ability to verify the identity of the approving person or body

3: The ability to verify that a user qualifies for access to a specific service

4: The ability to link multiple access rights to an individual user

5: The ability to determine the status of the user at any time (e.g. to determine whether they are still employees of the organization when they log on to a system)

6: The ability to manage changes to a user’s access requirements  

7:The ability to restrict access rights to unauthorized users

5. Hizmet İyileştirme Sürekliliği (Continual Service Improvement)

Metriks:

1:Service Evaluation

2:Process Evaluation

3: Definition of CSI Initiatives

4:CSI Monitoring

Measurement methods:

•  Justify

• Direct

• intervenne

• Validate