Doing performance management correctly is like trying to get my kids to wash their
hands. Sure, I can create a process or rule for it: When our hands are dirty,
we wash them. Then I can ensure that the components of the process are available
and responsive: There's soap by the sink and the hot and cold water turn on easily.
But even when I've set everything up, and have the metrics established (we need
to wash our hands daily!), how can I be sure that they'll be achieved? And if
they are achieved, are they being achieved correctly?
For example, it's pretty easy to identify when my older son isn't meeting our
performance goals: His hands are clearly filthy. But it's a bit tougher with
my younger son: He did wash his hands. But did he use hot water? Did he use
soap? Did he actually scrub for a reasonable period of time (or did he simply
pass them under the water)? It can be hard to tell. I've also discovered that
there's usually no adequate feedback mechanism to help me identify when there
are user or system problems. For example, we can be out of soap for days in
their bathroom and I'll never hear about it. Or they may decide on their own
to use one of those liquid hand sanitizers instead of actually washing their
hands. It's hard to know sometimes.
The point is, even with the right process (or application) and tools, the effectiveness
of the result really depends on actions of the users. If there are user failures
(like failing to report missing soap, using cold water, etc.), then the resulting
process is going to be ineffective.
As I will explore in my next column, it's the same with enterprise performance
management and an organization's applications. When enterprise applications
like SAP, Oracle or Seibel aren't being used effectively and efficiently by
users, the business results will suffer.
One solution to this problem is putting solutions in place that can collect
and manage information not only on your applications, but on the user experience
of the users using those applications. Let's look at what that means.
Of course, you'd want to start by collecting traditional application management-related
information like response time and availability. You'd also want to know the
transactional response times-for example, how long does it take the application
to respond after the "enter" key is pressed? But-and here's where
it starts to go beyond traditional management solutions-you'd also want to know
how long it takes for users to navigate through the application screens. Are
they spending too much time on difficult to navigate or complete screens? Of
course, you'd also want to collect information on which applications (and transactions)
what people are using. It would also be helpful to collect information about
quality of the users' experience and any errors in the infrastructure or application,
whether they're cause by the user or by something in the IT environment. For
example, perhaps users are getting errors trying to connect to certain applications
or databases, but such errors aren't getting reported.
For many organizations, these types of metrics go well beyond what they have
traditionally collected, analyzed or thought about. However, understanding this
type of information can pay big dividends. For example, the help desk can use
them to reduce the average time spent with each user, improve the coverage of
the support staff, accelerate time to resolution and much more. But such information
could also be used to tailor training on specific problem areas/screens/functions
or application steps, reducing training time while increasing overall effectiveness.
Or the information could be used by the line-of-business manager to pinpoint
user adoption issues, minimize business disruption issues from application upgrades
or new application adoption or proactively identify user efficiency or process
errors. Lastly, such information can also help the IT organization through faster
identification of performance issues.
If only I could put a system in place that will track the effectiveness of
my family's hygiene activities.
About the Author
David Kelly - With twenty years at the cutting edge of enterprise infrastructure,
David A. Kelly is ebizQ's Community Manager for Optimizing Business/IT Management. This category includes IT governance, SOA governance,and compliance, risk management, ITIL, business service management,registries and more.
As Community Manager, David will blog and podcast to keep the ebizQ
community fully informed on all the important news and breakthroughs
relevant to enterprise governance. David will also be responsible for
publishing press releases, taking briefings, and overseeing vendor
submitted feature articles to run on ebizQ. In addition, each week,
David will compile the week's most important news and views in a
newsletter emailed out to ebizQ's ever-growing Governance community.
David Kelly is ideally suited to be ebizQ's Governing the
Infrastructure Community Manager as he has been involved with
application development, project management, and product development
for over twenty years. As a technology and business analyst, David has
been researching, writing and speaking on governance-related topics
for over a decade.
David is an expert in Web services, application development, and
enterprise infrastructures. As the former Senior VP of Analyst
Services at Hurwitz Group, he has extensive experience in translating
the implications of new application development, deployment, and
management technologies into practical recommendations for enterprise
customers. He's written articles for Computerworld, Software Magazine,
the New York Times, and other publications, and spoken at conferences
such as Comdex, Software Development, and Internet World. With
expertise ranging from application development to enterprise
management to integration/B2B services to IP networking and VPNs,
Kelly can help companies profit from the diversity of a changing
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