Based on the lessons from measurement in other disciplines, and from companies’ experiences with IT measurement programs in the past, it is well known that measurement accomplishes nothing unless it indeed drives improvement programs. Also, those activities should be measured where the need for improvement is greatest, and the needs of different audiences or stakeholders must be taken into account (in Chapter 2, the main stakeholders were identified, being the shareholders, customers, and employees of the organizational entity being measured). In practice, senior and IT management tend to violate this common sense. As Rubin asserts, lack of focus on the important issues, as perceived by the stakeholders, is one of the reasons for his observed IT metrics program failure rate of 80 percent, together with too strong a focus on individual measures unrelated to specific organizational goals.
Complete Chapter List
Ing. Han T.M. van der Zee
Measuring the Value of IT at ANWB
IT Supply Scorecards of Measures