As some traditional forecasting models are less reliable due to geopolitical tensions and regulatory uncertainty, what novel metrics or frameworks are you using to demonstrate IT value and progress?
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We continually evaluate project pipelines, measuring progress quarterly for longer-term initiatives. If our guiding objectives change or outcomes are no longer achievable, we stop and reassess, reallocating resources as needed to avoid wasted time or money.
We’ve shifted to value-based, business outcome, and engineering effectiveness metrics. Engineering progress is tracked via deployment frequency, lead time for changes, and time to restore service. Product-centric metrics such as cost per transaction, time to market, and feature adoption rate connect IT progress directly to business outcomes.
We rely on traditional metric reporting every quarter. This includes tracking projects and initiatives to show whether we are over or under budget, on time or late, as well as monitoring help desk tickets and change orders. We categorize change orders by type, such as defects, enhancements, or new development. These metrics are compiled in Power BI and shared with our executive board every quarter. While the metrics may be considered old-fashioned, they provide a clear and comprehensive view of IT’s performance and value.
Our methods are not revolutionary, but we do align our reporting with business outcomes. The P&L reporting we use came directly from the need to demonstrate alignment between technology initiatives and business strategy. By linking technology projects and spending to specific business outcomes, we can clearly show value and returns. Stakeholders see exactly where budgets are allocated and how IT supports the broader business strategy.
User sentiment and customer experience are increasingly important. We leverage NPS scores and user comments to understand frustrations and visibility gaps, especially with a dispersed workforce. This data informs our focus areas.