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It contrasts raw historical numbers with measurement-managed reporting that adds context, analysis, and closed-loop feedback tied to strategy. 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Last (Editor)  \nMarch 29, 2005  \nTABLE OF CONTENTS  \n\n| Introduction 9 |\n| --- |\n| Exhibit 1 – Relating Measurement-Managed\u003Cbr>Organizations to Performance . . . . . . . . . . . . . . . . . . . .12 |\n| Chapter 1 – The Balanced Scorecard:\u003Cbr>From Big Business to IT Service & Support 15 |\n| Part I – The Origins of the Balanced Scorecard .......16\u003Cbr>Exhibit 2 – ECI’s Balanced Business Scorecard .......21\u003Cbr>Part II – The Balanced Scorecard Service Model for Support Centers ............................22\u003Cbr>Exhibit 3 – The Support Center Balanced Scorecard Service Model ................24\u003Cbr>Exhibit 4 – Measurement-Managed Organizations Exhibit Different Cultural Characteristics ..........31 |\n| Chapter 2 – Why Balanced Scorecards Work\u003Cbr>for Support Centers: Warning Signs & Analysis 33 |\n| Exhibit 5 – Measurement System Self-Assessment ....37\u003Cbr>Exhibit 6 – Lag and Lead Performance Measures .....51\u003Cbr>Exhibit 7 – Sample Support Center Balanced Scorecard Key Performance Indicators .............52\u003Cbr>Goals, Metrics, & Key Performance Indicators ........54 |\n\nA Reference Guide to the Balanced Scorecard Service Model  \n\n| Chapter 3 – Steps to Implementing\u003Cbr>a Support Center Balanced Scorecard 57 |\n| --- |\n| Step 1 – Choose Your Support Center’s Metrics .......58\u003Cbr>Step 2 – Link Measurements to Strategy .............60\u003Cbr>Exhibit 8 – Link Measurements to Strategy .........62\u003Cbr>Step 3 – Performance Measures Data Dictionary ......63\u003Cbr>Exhibit 9 – Performance Measure Data Dictionary .....65\u003Cbr>Step 4 – Trend Charts & The Quarterly Review .......66\u003Cbr>Exhibit 10 – First Quarter 2005 Metrics Report ......68 |\n| Chapter 4 – The HDI Metrics Catalog Series 69 |\n| Introduction ..................................70\u003Cbr>Anatomy of a Metric ............................70\u003Cbr>Conclusion ...................................73 |\n| Appendix 77 |\n\n1 – List of Support Center Metrics & Formulas .......78  \n2 – Worksheet – Linking Measurements to Strategy ....84  \n2a – Examples of LMS ..........................85  \n3 – Worksheet – Performance Measures Data Dictionary ............................87  \n3a – Examples of Data Dictionary Entries ...........88  \n4 – Worksheet – Quarterly Metrics Report ...........89  \n5 – Worksheet – Agenda for The Quarterly Metrics Review .............................91  \n6 – Directions for Creating Performance Measure Data Dictionary Entries ...............93  \n7 – Glossary of Terms ...........................96  \n9  \nINTRODUCTION  \nIntroduction  \nWhen you can measure what  \nyou are speaking about, and express it in numbers, you know something about it; but when you cannot measure it in numbers, your knowledge is of ameager and unsatisfactory kind…  \nLord Kelvin,  \nScottish Mathematician (circa 1870)  \nIT service and support operations have been collecting data from ACDs, problem tracking systems, knowledge systems, e-mail programs and other such tools for years. As an industry, service and support has been very successful in collecting this data and, usually, plugging it into an Excel spreadsheet and then presenting it at management meetings as“information,” where it is discussed, debated, and then used to make decisions. The trouble with this almost universal approach is that it confuses the collected data with actionable information.  \nThere’s a big difference between the two; data is just raw groups of numbers that represent events that are now historical, lack context, and most importantly, don’t reveal anything in particular unless they are analyzed,  \n11  \ncompared to a baseline of some type, and used in a context that influences action. The best support operations use their metrics to drive their performance upward and provide valuable information to their corporate parent. While this is not a new concept, the methodology has evolved from simply counting calls to gathering information that is actionable, changeoriented and reflective of success, pr","cbCaijxp0445G9GQ","https://ap.wps.com/l/cbCaijxp0445G9GQ","pdf",5035808,"English","# Introduction\n## Exhibit 1 – Relating Measurement-Managed Organizations to Performance\n## Chapter 1 – The Balanced Scorecard: From Big Business to IT Service & Support\n## Chapter 2 – Why Balanced Scorecards Work for Support Centers: Warning Signs & Analysis\n## Chapter 3 – Steps to Implementing a Support Center Balanced Scorecard\n## Chapter 4 – The HDI Metrics Catalog Series\n## Appendix","[{\"question\":\"What problem does the guide highlight with collecting metrics in IT service and support?\",\"answer\":\"It explains that many organizations collect data and present it as raw numbers in spreadsheets, which confuses data with actionable information because context, analysis, and baseline comparisons are missing.\"},{\"question\":\"How does a Balanced Scorecard improve the use of metrics?\",\"answer\":\"It ties performance measures to strategy, evaluates results against predetermined goals, and supports a closed-loop feedback process to adjust corporate and IT objectives.\"},{\"question\":\"What steps are included for implementing a support center Balanced Scorecard?\",\"answer\":\"The guide outlines choosing support center metrics, linking measurements to strategy, creating a performance measures data dictionary, and using trend charts with a quarterly review process.\"}]","A REFERENCE GUIDE TO THE BALANCED SCORECARD SERVICE MODEL - Table of Contents | PDF",1789205258,31]