Your institution’s vision, mission, goals and strategies have been determined. As an IT leader, you have created your IT vision and strategies that are compatible with enterprise strategies and goals.
You then worked hard to achieve your institution’s goals with plans, projects, programs, activities, operations and all other related works. It’s now approaching the end of the year, and in your view, everything went well according to plan. Now, the enterprise leadership asks you how much your current works and efforts are adapted to the organizational strategy and objectives, and at what level the objectives have been achieved.
So, how can we be sure that all of your work and efforts are carried out on the right path and for the right goals? Do we know how many projects and programs that were completed throughout the year really contributed to the organization achieving its goals?
If you have established a structure to measure your impact and achievement of goals using the balanced scorecard methodology, you can respond to this easily and with great consistency. However, if you have not established any measurement methodology or leave the measurement to the project manager’s feelings, then you may not hit the targets.
We know that no one will want or accept such uncertainty. That’s why I recommend using the balanced scorecard method so that the result is realistic, consistent and provides the values closest to the targets.
You have created the IT strategic goals that will meet the corporate strategic goals. You have linked strategies with the associated IT processes that implement them and the IT services that depend on them. Of course, you have also established the relationships between IT application, information structures, technology, infrastructure and the areas that make all these structures work.
In order to reach our IT vision, which was defined at the top, the balanced scorecard approach leads to continuous X-rays of IT to establish a scorecard-based measurement mechanism. In this way, a healthy IT management and decision-making model will be established for both business units and senior management by constantly measuring and controlling all steps from the bottom to the top.
Continuous measurements will also allow regular tracking of deviations from targets. Observing the deviations from the target, which can be detected before the targeted time comes, investigating the root causes of these deviations, determining the actions that will enable them to improve, and addressing those responsible will ensure that strategic goals can be realized to the desired extent.
It has become the norm to measure the contribution of IT services to reaching IT strategic goals in relation to the projects they develop. This measurement model, through which IT can self-assess and evaluate services, should allow for an in-depth analysis of IT performance.
If we integrate these measurements, it is possible to summarize the flow as follows:
To measure strategic performance, the success of projects is measured through metrics. Process and service metrics measure how well we have achieved IT targets. The success rate is obtained by measuring the IT strategies with the measurements in these two groups.
The aim of the model, which was developed from a performance management perspective, is to continuously measure, evaluate measurements, take actions against emerging findings, and dynamically remodel the system while planning for the future.
