In this topic, the advantage of analysis changes from the domain of the generally possible to the domain of the specific and likely. The task group should now work with important processes and service owners and sponsors to trim down the list of possible advantages to those that are linked to the precise objectives of the project. The team also should analyze the effect of the CMDB on their crucial process measures.
You should be precise about the possible hard and soft benefits, so that you can produce a crisp outline of the state of the business in the future if the CMDB project is deployed. You need to analyze what will change in the business with the CMDB in place, and assess the effect by analyzing enhancements to crucial measures.
Your hard benefit assessments will turn into budget-saving evaluations in the ROI analysis. Your soft benefit assessments will help sale the CMDB project to all affected IT services and develop confidence in the project.
Your evaluations don’t have to be accurate. But they do need to provide meaningful information to all important investors, the PEB, and the project stakeholders who will support finance and resources for the project. To build the logic that connects objectives to benefits, and then to crucial measures, you may need to interview process and service owners for their feedback and support. At the end of this job, you should obviously connect their difficulties to project objectives, associate the objectives with the precise benefits, and map the benefits to the analyzed effect that you will include in a business case.
For those advantages that you cannot simply measure the effect, you must take into account as much related facts and information as you can, such as:
Commendations from staff and supervisors
Instances from other companies
Proceedings stated in the press
Instances of the problems or cost of the present state
Possible effect of an incident or happening if a CMDB does not exist
Consequences of reviews and meetings
Future plans of important trends and rates
You should then define the reason and logic behind the association between the objective, benefits, and effect. For instance,
The present first-fix rate is limited by absence of visibility into current changes. A latest analysis showed that 50% of incidents were linked to changes made within the last 2 days. Real-time visibility by service desk staffs to alter history linked to the CI through the CMDB will support decrease the time consumed asking the customer what the state of his or her system is and will help find possible causes. Other projects audited by a top analyst saw a 10% enhancement in the first-fix rate with the addition of change history to the incident management process. We have anticipated a better effect and projected a 15% enhancement. Also, a new user survey exposed that experts asking the customer complete configuration data didn’t know how to find (such as OS, memory, etc.) was one of the highest cause of dissatisfaction. We expected a substantial enhancement in user gratification.
Author : Arunavo Banerjee
27 FEB 2019RACI Matrix: How does it help Project Managers?