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Observation, Monitoring and Metrics Application May 10, 2012

Posted by mohammedsaati in Service Administration.

IT organizations are under growing burden to meet the business objectives of their organizations. This challenge can be particularly overwhelming because it involves conforming to regulations. Compliance requires strong corporate governance capabilities. Because IT has a major role in business processes, the IT organization not only generates complexity for the business, but, additionally, provides the means to exhibit this compliance. Organizations depend on on guidelines such as the IT Infrastructure Library (ITIL) and Control Objectives for Information and related Technology (COBIT) to help understand these challenges.

ITIL Overview

ITIL defines processes at a high level. It is left to the organizations to implement the processes in the manner most suitable to their particular situations and needs.

ITIL is becoming a actual standard worldwide for organizations implement it as the guideline for creating IT service management (ITSM) processes. A major fact of ITIL is to promote the alliance of IT with the business. It expresses service quality by the alignment level between the services delivered and the needs of the business. By meeting the new ISO 20000 standards, Organizations can receive certification in ITSM processes.

Two areas deal specifically with ITSM:

  • Service Support, consisting of
    • Incident management
    • Problem management
    • Change management
    • Configuration management
    • Release management
    • Service desk function
  • Service Delivery, consisting of:
    • Capacity management
    • Availability management
    • Financial management for IT services
    • Service level management
    • IT service continuity management (ITSCM)

COBIT Overview

COBIT is an IT-focused governance and control framework created by the IT Governance Institute (ITGI) and Information Systems Audit and Control Association (ISACA). Since it was established as an open standard, COBIT is being progressively accepted globally as the governance and control model for applying and demonstrating operational IT governance.

COBIT main domains:

  • Plan and Organize (PO)
    • PO1 define a strategic IT plan.
    • PO2 define the information architecture.
    • PO3 determine technological direction.
    • PO4 define the IT processes, organization, and relationships.
    • PO5 manage the IT investment.
    • PO6 communicate management aims and direction.
    • PO7 manage human resources.
    • PO8 manage quality.
    • PO9 assess and manage IT risks.
    • PO10 manage projects.
  • Acquire and Implement (AI)
    • AI1 identify automated solutions.
    • AI2 acquire and maintain application software.
    • AI3 acquire and maintain technology infrastructure.
    • AI4 enable operations and use.
    • AI5 procure IT resources.
    • AI6 manage changes.
    • AI7 install and accredit solutions and changes.
  • Deliver and Support (DS)
    • DS1 define and manage service levels.
    • DS2 manage third-party services.
    • DS3 manage performance and capacity.
    • DS4 ensure continuous service.
    • DS5 ensure systems security.
    • DS6 identify and allocate costs.
    • DS7 educate and train users.
    • DS8 manage service desk and incidents.
    • DS9 manage the configuration.
    • DS10 manage problems.
    • DS11 manage data.
    • DS12 manage the physical environment.
    • DS13 manage operations
  • Monitor and Evaluate (ME)
    • ME1 monitor and evaluate IT performance.
    • ME2 monitor and evaluate internal control.
    • ME3 ensure regulatory compliance.
    • ME4 provide IT governance.

Balanced Scorecards and Metrics

They are frameworks that makes it easy task for organizations to realign their business with IT by comparing different metrics and measuring them up to targets. It can be used by managers to retain records of the performance of activities by the staff in their control and to monitor the significances arising from them.

A BSC should represent a mixture of measures and their targets on an explicit topic.

Metrics are defined by applying the process of:

  1. Establishing critical processes/customer requirements,
  2. Developing measures,
  3. Establishing targets which the results can be scored against.


Most organizations suffer from the separation and miscommunication between Business and IT. All these frameworks and methods are created for the purpose of aligning them together and driving the business forward to a better future outcome.


Balanced scorecard. (n.d.). Retrieved 5 5, 2012, from Wikipedia: http://en.wikipedia.org/wiki/Balanced_scorecard

Burgess, M. (2004). Principles of Network and System Administration. Norway: John Wiley & Sons.

Performance metric. (n.d.). Retrieved 5 5, 2012, from Wikipedia: http://en.wikipedia.org/wiki/Performance_metric



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