Information Technology Reference
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(i.e. meetings) with practitioners, insights from
ITIL experts, and contributions that were in-
troduced as a consequence of further scientific
investigation. Therefore, the development process
was agile.
On the other hand, the evaluation methodology
for several processes is focused on the conse-
quences that derive from the dependencies that
exist between processes and, consequently, the
benefits adjacent to the correlation coefficients
attached to these dependencies.
benefits Quantification synopsis
Action
The quantification of the value of each KPI is
the result of human reasoning, which means that
the estimation process must be prepared to ac-
cept modifications to the benefits quantification
sub-process, in order to be easily adapted to the
user's raison d'être.
Finally, the logic of the benefits quantification
sub-process can always be challenged because it
is hard to give each KPI a monetary value, de-
spite the fact that they still can bring value to the
process under analysis, as ITIL can be a business
need, for instance: clients can demand suppliers
to have ITIL best practices embedded into their
organization, which supports the statement that
an improvement in the maturity of one or more
processes or the savings gained from improved
KPI values, which are typically hard to quantify,
bring value to the bottom-line of the organization.
Incident Management
Process Simulation
A simulation using real KPIs' data was performed
in a Portuguese state/public organization which
implemented one ITIL process, the incident man-
agement process, for a period of one year.
In order to determine the real value of the
incident management process it is necessary
to retrieve reliable data directly from historical
data and introduce it into the prototype, in order
to perform the investment analysis as well as the
Monte Carlo simulation. The estimated value of
one or more processes is then calculated by intro-
ducing input data regarding the forecast values of
the KPIs and other data, which were determined
by the practitioner.
So, in this way it is possible to compare the
estimator's effectiveness in a past project by com-
paring that project's real value and estimated value.
evaluation Methodology
The evaluation methodology varies according to
two distinct situations: when only one process is
considered for the estimation process or when
multiple processes are considered.
Several questions have to be answered in order
to evaluate one process:
Simulation with Multiple Processes
A theoretical simulation with several processes
was performed so as to evaluate the value of the
correlations that exist between processes. The
following tests were performed:
•
Which metrics are the most relevant during
the benefits quantification sub-process?
•
With correlations that exist between the
processes and between processes and in-
vestment costs.
•
Is the logic of the KPIs challenged by the
practitioner or ITIL experts?
•
Until what point is risk consequential?
•
Without any correlations.
•
Do the correlations between variables af-
fect the result? How?
Four processes were considered and each one
creates € 100.000 of benefits and the project's
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