metrics slide deck for mentees
DESCRIPTION
Another slide deck from one of my mentee presentationsTRANSCRIPT
Metrics
Stop. Hold On. Stay in Control.Kinks - Destroyer
CIO Pathways Program Steven Snyder
“If Columbus had turned back, no one would have blamed him. Of Course no one would have remembered him either.”
-Source Unknown
Business is Hard
Peers come to us to solve business problems
with IT resources IT is typically an overhead expense in most
organizations Our first response is to try to understand the
business need associated with the issue Our second response is to develop a project
plan to implement a solution to the problem Okay lets start coding
Our first response is to solve a problem!
We know there is a need Will the fix do any of the following?
Improve workflow Improve productivity Improve the business bottom line Reduce man-hours associated with a task or
process Improve the customer experience
Stop. Backup. Learn.
If any of the previous are true then:
Define a group of metrics before anything is implemented, including changes in processes
It’s okay if some of the metrics are squishy “The program feels slow” “The client is complaining that navigation sucks” “The colors are horrible”
These will become anecdotal evidence of success post implementation
Metrics build heros
ITMAN
If you don’t measure, you don’t know what is working well and where you need to improve. If you don’t measure, you don’t know if your fixes are making things better or making them worse. If you don’t measure, you can’t drive toward consistent performance and consistent delivery.
You can’t manage what you don’t measure.
Yes, more time and resources are required Yes, you have to talk to more folks Yes, you have to do some deep thinking
This will force a deeper understanding of the business need instead of “the IT perspective”
Yes, you will build allies in the organization as you develop an understanding of the problems from a stakeholders perspective
Just what I need. Another thing to do!
What? More work?!?!
No metrics—Cost center No measure of success—Cost center Before and after metrics validating project
performance—Hero Proof of improved performance, measured or
anecdotal—Hero Well thought out metrics proving project success—
Hero
Do you want to be a hero?
ITMAN
No top-level support to define or measure
metrics Lack of buy-in Lack of resources to perform function Lack of continuous reinforcement—correlation
of metrics to project outcomes No defined approach to measure return on
investment
Challenges
Consistent reinforcement of the terminology
and metrics definition Develop the metrics early in the project Gain agreement on key metrics Gain agreement on reporting and monitoring Dashboard and summary reports developed
pre- and post-implementation Metrics and measures are clear and concise
Key Success Factors
The Roadmap
Define Scope &
Governance
Metric Identification
Baseline Measurement
Industry Benchmarks
Define Targets
Establish Reporting Process
ImplementPost Project
Review/Audit
Encourage feedback from participants Must be institutionalized and repeatable If possible reward participants Metrics not analyzed or acted upon are useless Plan for changes in the measurements collected Measurement results should remain anonymous
Do not measure individuals Focus on the process and the product
Metrics Guidance
Process Steps
Identify Metrics
Customers
Target Goals
Ask Questions
Select Metrics
StandardizeDefinitions
Establish Counting Criteria
Define ReportingSystems
AdditionalQualifiers
Collect Data
Consider Human Factors
Do Don’t
Obtain buy-in Ignore the data
Provide feedback Use only one metric
Select metrics based on goals Measure people instead of process
Focus on products, processes and services
Use metrics as a “carrot & stick”
Metrics Do & Don’t
Metrics will quantify your team’s value within
the organization by: Providing tangible return on investment
benchmarks Prove IT/IS understands the business Proves IT/IS are trusted advisors in business
process redefinition Building alliances with your peers
In Closing
