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Blog

ABI metrics

administrator / 17.8.2023

ABI metrics

IT Performance reporting

The most used IT management methods, such as ITSM, ITIL, COBIT, process methods, offer a whole range of metrics, which are usually focused on reporting activities in the area of:

  • processes (changes, incidents, requests,.)
  • services (availability, response speed,.)
  • user satisfaction (CX, CSAT, NPS..)

These approaches are useful from the point of view of reporting what IT is doing. However, there is a lack of capture of activities that are aimed at prevention, prevention of undesirable situations and adaptation of IT to new trends and procedures, for example in security or innovations. Two categories of metrics can be beneficial for these areas:

ABI – absence of bad indicator – measures the occurrence of singular, unusual and undesirable situations

WDI – wrongdoing indicator – captures mistakes and situations that often arise unconsciously as a result of infrequent circumstances

ABI and WDI metrics make it possible to better communicate systematic and quality work in IT, they are able to quantify the non-occurrence of circumstances as an effect of mainly preventive and adaptive steps.

ABI and WDI metrics are interesting from many points of view:

  • They capture situations that tend to have a significant effect on people’s behavior, leading to reconfiguration and behavior change, for example a new or different work procedure
  • Make it possible to identify whether there is a healthy degree of risk acceptance, appropriate degree of autonomy and allocation of decision-making powers in IT
  • It helps to set the right balance between quality, costs, risks, willingness to innovate and adaptability

Examples of ABI metrics:

– number of unsuccessful recruitments; how many people were hired and then fired

– successful DDOS attacks

– system congestion during the sales campaign, lost transactions

– the proportion of meetings that the participants evaluated as a waste of time

– absence of innovation initiatives in IMS (innovation management system)

– outdated IT systems for which the comparison of costs and operation and usefulness is not evaluated (missing RBA)

The introduction of ABI and WDI metrics, which complement or partially replace KPIs, is part of a broader transformation of IT from reactive management towards adaptability, prevention of undesirable situations, high resilience and the growing influence of the quality know-how of people in IT on the overall functioning of the company.

Other concepts such as ‘metrics networks’, metrics for collaborative quality analysis (CLX) are part of the new one-day IT Performance Reporting course, which expands the range of IT quality management courses.

IT Quality Index trainings
4 steps of IT transformation

administrator / 13.7.2023

4 steps of IT transformation

Is the phenomenon of digital transformation only about business or is it a structural change, including a change in the role and functioning of IT?

A growing proportion of CIOs understand that entering the knowledge era and knowledge economy requires redefining the IT role in organizations – from a reactive service or product provider to a competence center that can co-identify and adopt new technologies that will enhance the digital capabilities of the entire organization.

Achieving this change can be realized, for example, by these four steps and the path that many CIOs and their IT departments are following

  1. IT Quality Index – the aim of this step is to determine the objective state of IT quality by analyzing 48 qualitative dimensions, identifying areas that are useful to further develop and also identifying dimensions where further efforts are not effective.
  2. SFIA (Skills Framework for the information age) – structured analysis of IT skills (skills assessment), at what level and extent they are represented in the IT team and also which skills are missing or not sufficiently developed.
  3. Innovation – a chaotic approach to innovation will turn into a structured system (Innovation management system), allowing the identification of interesting innovation opportunities through cooperation with key users, suppliers, partners and specialized experts.The role of IT in innovation efforts is agreed with the company’s management, including the allocation of adequate resources
  4. DCMM – Digital capabilities management model – allows you to change the structure and format of work in IT with an emphasis on more proactive and collaborative IT work.This model also supports collaboration between people and complex AI systems (for example, AI – digital intelligent agent).

These steps are not a complete and all-encompassing transformation plan, but they do provide CIOs with guidance that can be taken as inspiration for inclusion in the next steps that take place in each organization. The specific output is IT, which:

–        Collaborate better across businesses

–        Inspires new innovations for digital capabilities

–        It moves away from quantitative to qualitative management

–        Allocates multiple resources for innovation, complex integration into complex data and innovation ecosystems

–        It supports proactive IT work and the ability to positively influence the future of the organization.

Using the DCMM model requires accepting that complex creative work such as innovation does not guarantee a return on invested resources. A necessary condition is therefore the support of top management in accepting the uncertainty of achieving the goals of IT transformation as well as managing IT as a competence center.

 

CIO23 photos

administrator / 26.5.2023

CIO23 photos

On May 24, 2023, an informal meetup was held – a meeting of CIOs and IT managers interested in new trends in IT management.

Program:

Block 1: Experience with IT management – prezentations

Block 2. Interesting and inspiring books

Block 3. Discussion on the implications of new technologies such as CtatGPT, AI, discussion on metrics for IT management that capture the proactive work of knowledge workers in IT

The atmosphere was very informal, the participants shared their experiences and opinions with each other.

The next edition is planned in a similar format for 22 May 2024

IT Quality certificate for MERO

administrator / 27.4.2023

IT Quality certificate for MERO

“The IT department of MERO CR is dedicated to the systematic improvement of IT quality, which also includes objective verification of the achieved level by assessing 48 qualitative dimensions according to the IT Quality Index methodology. Based on the measurement results, MERO CR received an IT quality certificate, which confirms the adoption of best IT management practices, taking into account the specifics of the company and cost adequacy.”  says Vaclav Urbanek, CIO, MERO CR

IT quality management is about constantly finding a balance between complexity, cost and compliance with extensive libraries of IT management best practices. Many of these procedures are complicated and designed for complex environments. The target level of quality is difficult to determine without comparison with other organizations. The IT Quality Index enables finding this balance and identifying quality areas where improvement is worthwhile and where it is not.

IT Quality Index is a documented method for IT Quality measurement, free resources here:

DCMM Adoption Pocket Guide

administrator / 14.4.2023

DCMM Adoption Pocket Guide

Has been released for free use and download

This pocket guide is intended for those interested in transforming IT management from:

  • IT as a service provider
  • Cost center
  • Reactive management
  • Mostly quantitative metrics

Towards:

  • IT as part of a collaborative network
  • Mostly proactive management
  • Emphasis on improving and modernizing the company’s digital capabilities
  • Innovation and complex knowledge work
  • A shift away from quantitative metrics towards qualitative metrics
  • Visualization and proportional management

The manual summarizes the procedures applied in the adoption of DCMM and aims to explain what the DCMM adoption consists of specifically.

This guide is complementig official DCMM body of knowledge DCMM : Digital Capabilities Management Model ISBN 9781723571923 (paperback and e-book version)

DCMM Adoption Pocket Guide

IT management development stages

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