There were a lot of good ideas about what metrics to include for Stars. A few of you focused too much on metrics that were internal to IT’s operation. This is a common mistake for IT people. The business is more interested in what IT is contributing, not how they do it. The project portfolio is important because it is the overt link to business strategy. If you are funding projects that don’t align your strategy or the business’ goals it should come out here. ROI is very hard to measure but you should try to, even if its by business process metrics, not dollars.
Here are our thoughts:
- Listed by key business goal – Business process metrics highlighted for each goal over time, IT projects and total funding related to each goal. Goal is to show improvement on the business process metrics overtime.
- IT investments linked to goal, projected ROI, funded or not, goal is to show alignment of dollars
- IT Projects currently underway goal is 100% on time, on budget, on scope
- Percentage on time
- Percentage on budget
- Percentage on scope
- Problem projects listed with issues, goal is transparency – no surprises
- Current spend compared to budget, prior year and current re-forecast.
- Budget spending by run-the-engine and discretionary investments – Goal, reduce the former, increase the later
- Consulting Fees – RISK – Show consulting fees over time with goal to reduce them
- Asset inventory – RISK – Show the collection of IT asset and percentage out of support with goal to reduce.
- Current availability data, goal is no unplanned downtime
- Disruptions this year and root causes of each – goal to eliminate all
- Most frequent help desk calls by type with analysis of key issues and response
- Current customer satisfaction metric overtime, goal to increase
- RISK – highlight calls/disruptions connected to out-of-support assets