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
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