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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.