Balanced Scorecard-Goals and Metrics

Balanced Scorecard-Goals and Metrics

Balanced Scorecard-Goals and Metrics
Balanced Scorecard-Goals and Metrics
 

 
Balanced Scorecard: Goals and Metrics  Goals & Metrics by Perspective       
Customer Perspective     
  • Internal Perspective     
  • Financial Perspective     
  • Learning & Growth Perspective 
Customer Perspective  How can we fulfill user/customer/University expectations and needs?  GOALS (WITH OBJECTIVES/STRATEGIES):
  • Improve user experience (including ease of use, availability, accessibility and usability within the context of security and compliance)          
  • Measure and meet Service Levels (including establishing baselines, targets, costs, etc.) that meet customer needs         
  • Improve project management (including usability testing, solid timelines, communications, training, holding project managers accountable for project management standards, etc.)         
  • Implement Service Management Improvements (Information Technology Infrastructure Library: ITIL-Lite)         
  • Ensure broad representation on project and service delivery teams         
  • Educate and train to ensure services are used and useful         
  • Simplify services and access to services      
  • Improve communication, transparency and outreach         
  • Develop channels to highlight operational services (including SLAs) and products         
  • Improve project delivery (communications and training)         
  • Ensure two-way communication between our organization and stakeholders         
  • Establish strong communication with University strategic initiatives (through AVP for IT Initiatives)         
  • Maintain and expand issue and solution documentation for services      
  • Advance the University's strategic mission by establishing priorities in support of that mission         
  • Establish new governance/advising structures (maximize effectiveness in advising our organization on projects and services)         
  • Establish portfolio management and project prioritization policies and procedures         Ensure the CIO Balanced Scorecard is aligned with the University's Mission      
  • Be a strategic resource and trusted partner within the University community         Understand customer perspective and environment         
  • Collaborate with stakeholders on their strategic planning (from University level down)         
  • Partner with the library (including digital preservation, big data, etc.)         
  • Participate in University-wide enterprise risk management (ERM), policy development, and compliance initiatives     
  • Be a champion for emerging technologies         
  • Participation in creation of new national higher education standards and services         Monitor the national environment for opportunities         
  • Ensure the University is positioned to take advantage of national higher education standards and services (including InCommon, Net+, etc.)         
  • Develop channels across the University to promote new technologies and discovering emerging needs 
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METRICS:      
  1. How many SLAs were measurable and met?         
  2. Percentage of services with SLAs         
  3. System availability and up-time percentages         
  4. Number and duration of planned and unplanned downtimes         
  5. Mean time-to-resolution for incidents (P1 and P2)         
  6. Response time to 1st communication for incidents (P1 and P2)         
  7. Help Desk IT referrals time-to-resolution and response time     
  8. Number of new services/strategically retired services/technologies     
  9. Help Desk tickets per select project rollout/service upgrade/service as a whole     
  10. Number of services monitored and to what level
Internal Perspective
How should we execute internal processes most efficiently/effectively to meet user/customer/University needs and expectations? 
  •  GOALS (WITH OBJECTIVES/STRATEGIES):      
  • Improve operational efficiency and effectiveness         
  • Mature project management and implement portfolio management         
  • Improve recruiting, hiring, onboarding and retaining staff and succession planning         
  • Advance asset, media, and access management         
  • Improve Disaster Recovery plans, ensuring inclusion of key stakeholders         
  • Encourage ideas for improvements from staff and stakeholders         
  • Eliminate redundancy of tools, processes, services (examples are backup systems, billing systems)         
  • Strengthen vendor management (bulk buying, service escalation, strategic alignment, etc.)        
  • Establish technology design standards (from router standards to service standards)         Enhance service monitoring and management with automation      
  • Improve coordination of services and projects         
  • Implement Service Management Improvements (Information Technology Infrastructure Library: ITIL-Lite)         
  • Ensure transition to new services and retirement of old services is as smooth as possible (planned and coordinated)         
  • Identify project and service teams and dependencies         
  • Identify roles and responsibilities for projects and services including establishing Operating Level Agreements (OLAs)         
  • Streamline and formalize organizational processes for service delivery/changes         Ensure strong communication within project and service teams         
  • Establish portfolio management and project prioritization policies and procedures         Improve sharing of standards, policies and guidelines across CIO areas         
  • Improve and coordinate service delivery systems         
  • Encourage stronger communication and transparency across CIO areas     
  • Leverage governance to improve internal efficiency and effectiveness         
  • Increase oversight & guidance for projects & services         
  • Evaluate existing and identify new governance groups; optimize governance structure     Ensure that we are operating in a safe and compliant manner         
  • Improve sharing of standards, policies and guidelines across CIO-areas
METRICS:      
  1. System availability and up-time percentages     
  2. Number and duration of planned and unplanned downtimes     
  3. Mean time-to-resolution for incidents (P1 and P2)     
  4. First contact resolution (% of cases resolved at the Help Desk)     
  5. Mean time for Help Desk and other service referral resolution — IT only     
  6. Staff turnover     
  7. Cross-training matrix with metrics     
  8. Number of documented processes, policies and standards     
  9. Areas where redundancy has been eliminated 
Financial Perspective
How can we be good stewards of University resources? 
GOALS (WITH OBJECTIVES/STRATEGIES):       
  • Understand and manage service and project finances, serving as good stewards of University resources         
  • Develop CIO budget structure to support Cost of Services (CoS)         
  • Develop/revise/communicate rate structures for new or existing services         
  • Ensure continual analysis of CoS annually and comparison across years         
  • Validate Cost of Services data/definitions within CIO areas (and with peers where applicable)         
  • Improve project management o Improve resource planning         
  • Evaluate resources for projects/services undertaken and ensure benefit realization         Promote sustainability practices         
  • Ensure sustainable funding structure for services and projects         
  • Participate in organizational excellence planning and implementation         
  • Use portfolio management to evaluate projects and services undertaken and retired         Seek opportunities for new revenue streams         
  • Improve internal processes and enhance productivity    
  •  Identify and evaluate opportunities to strategically source services         
  • Take advantage of economies of scale, new services offered in the marketplace, and commoditization, and source services accordingly     
  • Ensure CIO budget model supports operations, goals and objectives         
  • Develop and Implement multi-year budget planning (5-10 year plan)         
  • Refine budget accounting structure and reporting
METRICS      
  1. Costs compared to peers (Compare costs and capabilities of services)     
  2. Manage to approved budget     
  3. Captured/recovered costs/budget savings (for re-deployment)     
  4. Cost avoidance resulting from vendor negotiation for key projects     
  5. Costs savings where redundancy has been eliminated 
Learning & Growth Perspective  
How can we ensure current and future capability of our workforce? 
 GOALS (WITH OBJECTIVES/STRATEGIES):      
  • Develop workforce to gain needed skills (both hard and soft skills)         
  • Cross-train (incorporating identification of critical skillsets)         
  • Develop and maintain deep current and future technical skills         
  • Develop presentation and communication skills         
  • Develop customer services skills o Ensure new and existing employees are provided with mentors as appropriate         
  • Promote ownership, empowerment, and appropriate risk-taking         
  • Develop internal staff-led training around specific topics and conferences (“lunch and learn”)         
  • Explore/Design CIO-area orientation for new and existing employees         
  • On the job experience to gain and use soft skills (leadership, culture, people skills)         
  • Identify critical certifications and number of people who certify
Provide opportunities for further development of project management skills          
  • Establish formal and informal training      
  • Provide opportunities for further development of IT Service Management/ITIL knowledge and skills      
  • Engage staff in their own professional development         
  • Incorporate feedback from peer evaluations into professional development planning         
  • Provide coaching as needed         
  • Promote leadership development      
  • Focus on succession and organizational planning         
  • Promote leadership development         
  • Work with University Human Resources to develop succession planning structure         
  • Provide opportunities for exploration of and information sharing about other roles/functions internal to the CIO area 
METRICS:      
  1. Number of training sessions given and attended (% of people trained)     
  2. Number of certifications obtained by staff    
  3. Number of people that attended conferences and/or training     
  4. Percentage of staff accomplishing professional development goals     
  5. High quality and relevant training sessions (as rated/measured by participants)     
  6. Cross-training matrix with metrics     
  7. Decrease in human resource single points of failure 
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The Author: Ala'a Elbeheri
 
                                           Ala'a Elbeheri
About:
A versatile and highly accomplished senior certified IT risk management Advisor and Senior IT Lead Auditor with over 20 years of progressive experience in all domains of ICT.  
• Program and portfolio management, complex project management, and service delivery, and client relationship management.      
• Capable of providing invaluable information while making key strategic decisions and spearheading customer-centric projects in IT/ICT in diverse sectors.    
• Displays strong business and commercial acumen and delivers cost-effective solutions contributing to financial and operational business growth in international working environments.      
• Fluent in oral and written English, German, and Arabic with an Professional knowledge of French.  
• Energetic and dynamic relishes challenges and demonstrates in-depth analytical and strategic ability to facilitate operational and procedural planning.  
• Fully conversant with industry standards, with a consistent track record in delivering cost-effective strategic solutions.    
• Strong people skills, with proven ability to build successful, cohesive teams and interact well with individuals across all levels of the business. Committed to promoting the ongoing development of IT skills  throughout an organization. 
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