Metrics Reporting
Develop a suite of metrics to enable reporting on a range of budget performance criteria (for example, over/under expenditure and expenditure run-rates), and the relationships between them.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Metrics Reporting at each level of maturity.
- 1Initial
- Practice
- Rely on the best endeavours of available personnel.
- 2Basic
- Practice
- Implement a basic system to capture metrics at the project level in the IT function.
- Outcome
- Reporting includes a basic set of metrics which allow management to review projects budgets and detect issues.
- Metrics
- % of projects with budget metrics reported.
- (# of projects reporting × # of metrics reported) as % of goal.
- Practice
- Report on budget performance with reference to time, cost and quality against IT performance targets for selected budget categories.
- Outcome
- Linkage is established between performance metrics and IT targets.
- Metrics
- % of projects with budget metrics reported.
- (# of projects reporting × # of metrics reported) as % of goal.
- Practice
- Make reference to IT risk, when reporting on budget performance.
- Outcome
- IT risks are identifed and therefore considered.
- Metric
- % of budget categories with IT risk reported.
- 3Intermediate
- Practice
- Report a defined set of budget performance metrics (e.g. cost per unit, earned value) for all budget categories.
- Outcome
- Budget performance standard set of metrics can be compared across budget categories, thereby facilitating deeper analysis.
- Metrics
- % of projects with budget metrics reported.
- (# of projects reporting × # of metrics reported) as % of goal.
- Survey of stakeholder confidence.
- Practice
- Report on budget performance with reference to IT performance targets for all budget categories.
- Outcome
- There is improved confidence in IT's ability to manage budgets amongst stakeholders.
- Metrics
- % of projects with budget metrics reported.
- (# of projects reporting × # of metrics reported) as % of goal.
- Survey of stakeholder confidence.
- Practice
- Report on budget performance making reference to both IT risk and value.
- Outcome
- There is improved confidence in IT's ability to manage budgets amongst stakeholders.
- Metrics
- % of projects with budget metrics reported.
- (# of projects reporting × # of metrics reported) as % of goal.
- Survey of stakeholder confidence.
- 4Advanced
- Practice
- Report a full set of budget performance controlling metrics, including: time, cost and quality targets.
- Outcomes
- The full set of budget performance controlling metrics produced include links to IT targets.
- Management have a suite of metrics and understand the strategic alignment of the metrics.
- Metric
- $ spent on IT target projects divided by $ total IT budget.
- Practice
- Link the full set of budget performance controlling metrics to both individual performance and IT targets.
- Outcomes
- Management have a suite of metrics and understand the strategic alignment of the metrics.
- A clearly defined set of KPIs can be linked to individual performance targets.
- Metric
- $ spent on IT target projects divided by $ total IT budget.
- Practice
- Report on budget performance making reference to both business risk and value.
- Outcome
- A full set of controlling metrics that is linked to organizational business risk and value is reported.
- Metric
- $ spent on IT target projects divided by $ total IT budget.
- 5Optimized
- Practice
- Include IT budget performance analysis metrics in senior management dashboards of controlling metrics.
- Outcomes
- A full set of controlling metrics exist that is linked to business ecosystem IT targets and is documented in management dashboards with multiple views.
- Value and risk influence the view.
- Metrics
- Stakeholder confidence on ability to deliver on budgeting.
- Stakeholder survey results.
- Practice
- Link the budget performance metrics on the senior management dashboards to the business ecosystem IT targets.
- Outcomes
- A full set of controlling metrics exist that is linked to business ecosystem IT targets and is documented in management dashboards with multiple views.
- The organization is familiar with budget metrics and understands variances.
- Objective metrics can be produced linking IT business ecosystem targets directly to budgeting performance objectives.
- Metrics
- Stakeholder confidence on ability to deliver on budgeting.
- Stakeholder survey results.
- Practice
- Detail the value and risk associated with IT budget performance analysis metrics to enable senior management to make informed decisions.
- Outcomes
- A full set of controlling metrics exist that is linked to enterprise IT targets and is documented in management dashboards with multiple views.
- Value and risk influence the view.
- Metrics
- Stakeholder confidence on ability to deliver on budgeting.
- Stakeholder survey results.