To direct: This includes monitoring
and measuring to set direction for activities
in order to meet set targets. It is the most prevalent
reason for monitoring and measuring. For example,
Service Level Agreements (SLAs) set target metrics
and the IT department is measured against these
targets. These targets set the direction for the
IT department.
To intervene: This includes
monitoring and measuring to identify a point of
intervention including subsequent changes and
corrective actions. For example, a network may
monitored and identified to be slow. As a result,
IT undertakes an investigation that will result
in changes implemented to accelerate network performance.
Special monitoring may be installed for the investigation
to track the effects of the changes. Again, these
metrics are usually monitored only for the duration
of the changes. However, ongoing measurement may
be necessary to direct and ensure that performance
does not deteriorate in the future.
To justify: This includes monitoring
and measuring to justify, with factual evidence
or proof, that a course of action is required.
For example, return on investment projections
may be required to make a major purchase. Justification
often requires forecast trending, financial projections,
and/or modelling. In a typical scenario we first
justify a project and then validate the deliverables.
To validate: This includes monitoring
and measuring to validate previous decisions.
For example, the justification to implement configuration
(asset) management may be to reduce the costs
of asset spending by 10 percent. This requires
the implementation of a measurement tool to track
and monitor the savings resulting from the project
to validate that 10 percent savings goal has indeed
been met. Once the project has been completed,
it is no longer necessary to measure for validation.
The four basic reasons to monitor and measure lead
to two key questions: “Why are we monitoring and
measuring?” and “When do we stop?” To answer these
questions, you must identify which of the above
reasons is driving the effort. Too often, we continue
to measure long after the need has passed. Every
time you produce a report you should ask, “Do we
still need this?”
