PERFORMANCE MEASUREMENT

Background

A household name in the food industry was in the process of undergoing a major change in IT infrastructure across the whole business.

Despite the high profile of the project no real means of measuring the added value of the changes had been agreed.

Method

All initiatives were structured to highlight whether they were really strategic projects, operational projects, support projects or high potential projects. In this way the investment criteria could be modified for each type.

By getting the business sponsors to concentrate on the business benefits for each change and what enabled the changes to happen a clear focus of priorities was established.

Outcomes

- An easy means of evaluating each project proposal
- A clear statement of potential benefits
- A means of measuring success not in terms of technology delivery but in terms of added value