Metrics create conditions for comparability of results and in the future they give possibility of a meta-analysis of empirical research strategies. Measure in the effectiveness of the strategy can be achieved as a result of performance of the plan to achieve the strategic goals. Each task correspond to one or more of metrics, and each metric has exactly one metric task (the process task that is evaluated using this metric). Metrics are grouped by task. In strategic terms company can use the metrics for business planning and risk management.
These metrics give leaders an understanding of the capabilities and limitations, assesses current performance, identifies the requirements for human and other resources, the volume of necessary investments. The risk management can be used criteria such as incident management and availability management which implies the risk of downtime. Risk management is subject to the company's overall policy in this area, “this method of arriving at a strategy may not necessarily be in alignment with the overall business goals and objectives” (Furst, 2006). For example decisions about the risks in IT based on business needs because otherwise it is impossible to find a balance between an acceptable level of risks and costs. All of the risks studied only insofar as relevant metrics show the success of the operation processes. As part of business planning and risk management, risk assessment of the operations must be tied to business requirements. Any company can create a metric of strategic actions, allowing to compare all forms of these actions in a variety of con texts.
In my organization the perceived quality of the service provided as follows: reduction of IT services in line with the needs of the business and clients; improving the quality of IT services; a reduction of the provision of these services costs. As part of the business continuity management describes the responsibilities and opportunities, through which the company manager can improve one of the key services that bringing contribution to productivity and business efficiency.
References
Furst, P. (2006). Measuring Success—Integrated Risk Management | IRMI.com. Irmi.com. Retrieved 12 January 2017, from https://www.irmi.com/articles/expert-commentary/measuring-success-integrated-risk-management
