Managing IT Performance to Create Business Value provides examples, case histories, and current research for critical business issues such as performance measurement and management, continuous process improvement, knowledge management, risk management, benchmarking, metrics selection, and people management. It gives IT executives strategies for improving IT performance and delivering value, plus it guides them in selecting the right metrics for their IT organizations. Additionally, it offers knowledge management strategies to mature an organization, shows how to manage risks to exploit opportunities and prepare for threats, and explains how to baseline an IT organization’s performance and measure its improvement.
Consisting of 10 chapters plus appendices, the book begins with an overview of performance-based strategic planning, after which it discusses the development of a quality improvement (QI) plan, establishing benchmarks, and measuring performance improvements. It covers how to design IT-specific measures and financial metrics as well as the establishment of a software measurement program. From there, it moves on to designing people improvement systems and discusses such topics as leadership, motivation, recruitment, and employee appraisal.
The final few chapters show how to use balanced scorecards to manage and measure knowledge-based social enterprising and to identify, analyze, and avoid risks. In addition to covering new methods and metrics for measuring and improving IT processes, the author looks at strategies for measuring product development and implementing continuous innovation. The final chapter considers customer value systems and explains how to use force field analysis to listen to customers with the goal of improving customer satisfaction and operational excellence.
Designing Performance-Based Strategic Planning Systems
IT Roadmap
Strategic Planning
Strategy Implementation
In Conclusion
References
Designing Performance Management and Measurement Systems
Developing the QI Plan
Balanced Scorecard
Establishing a Performance Management Framework
Developing Benchmarks
Looking Outside the Organization
Process Mapping
In Conclusion
Reference
Designing Metrics
What Constitutes a Good Metric?
IT-Specific Measures
System-Specific Metrics
Financial Metrics
Examples of Performance Measures
In Conclusion
References
Establishing a Software Measurement Program
Resources, Products, Processes
Direct and Indirect Software Measurement
Views of Core Measures
Use a Software Process Improvement Model
Software Engineering Institute Capability Maturity Model
Identify a Goal-Question-Metric (GQM) Structure
Develop a Software Measurement Plan
Example Measurement Plan Standard
In Conclusion
Designing People Improvement Systems
Impact of Positive Leadership
Motivation
Recruitment
Employee Appraisal
Automated Appraisal Tools
Dealing with Burnout
In Conclusion
References
Knowledge and Social Enterprising Performance Measurement and Management
Using Balanced Scorecards to Manage Knowledge-Based Social Enterprising
Adopting the Balanced Scorecard
Attributes of Successful Project Management Measurement Systems
Measuring Project Portfolio Management
Project Management Process Maturity Model (PM)2 and Collaboration
In Conclusion
References
Designing Performance-Based Risk Management Systems
Risk Strategy
Risk Analysis
Risk Identification
Sample Risk Plan
RMMM Strategy
Risk Avoidance
Quantitative Risk Analysis
Risk Checklists
IT Risk Assessment Frameworks
Risk Process Measurement
In Conclusion
Reference
Designing Process Control and Improvement Systems
IT Utility
Getting to Process Improvements
Enhancing IT Processes
New Methods
Process Quality
Process Performance Metrics
Shared First
Configuration Management
In Conclusion
References
Designing and Measuring the IT Product Strategy
Product Life Cycle
Product Life Cycle Management
Product Development Process
Continuous Innovation
Measuring Product Development
In Conclusion
References
Designing Customer Value Systems
Customer Intimacy and Operational Excellence
Customer Satisfaction Survey
Using Force Field Analysis to Listen to Customers
Customer Economy
Innovation for Enhanced Customer Support
Managing for Innovation
In Conclusion
References
Biography
Jessica Keyes is the former president of New Art Technologies, Inc., a high-technology and management consultancy and development firm started in New York in 1989. Prior to founding New Art, Keyes was managing director of R&D for the New York Stock Exchange and has been an officer with Swiss Bank Co. and Banker’s Trust, both in New York City. She earned a master’s of business administration from New York University and a doctorate in management. A noted columnist and correspondent, Keyes is the author of more than 200 published articles and more than 25 books. She also is a frequent keynote speaker. She is currently a professor at both the University of Liverpool and University of Phoenix.
