of the keys to achieving organizational and project goals
is to identify progress.
helps identify metrics that can be used to measure progress
toward achieving organizational goals and milestones. They
are indicators of the health of products, projects and processes.
can and should be used to measure such classic areas as:
an approach to measurement we focus on key performance
indicators (KPIs), which are the most indicative of
progress: they are the metrics that matter the most.
important not to select indicators simply because the data
are easily acquired. On the other hand the acquisition of
the data can't be so burdensome that it outweighs the value
of the information that it is intended to communicate. A
common tendency is to measure too many performance indicators
simply because measurement is possible. Ask the question,
'Is the measurement adding value or confirming the already
metrics we take care to identify an appropriate combination
of leading and lagging indicators. Leading indicators
(such as numbers of white paper downloads) are a predictive
measurement. Leading indicators provide real-time data that
help to gauge the likely early success of changes in strategy
or tactics. Lagging indicators (such as information gleaned
from customer satisfaction surveys) provide information
on activities that already have occurred. While useful from
an historical perspective they are likened to driving a
car while looking in the rear view mirror.
KPIs also must be reviewed to ensure that there aren't unintended
consequences. For example, measuring the number of white
paper downloads may not be as effective as measuring the
number of clients who downloaded a white paper and became
a client within 6 months.
organizational metric program extends past the C-level:
it should be deployed so that every individual in the organization
is monitoring information pertinent to his or her responsibilities.
This helps to align individual activities with organizational
strategy and provides timely feedback on performance.
can be presented in various formats. They can be as simple
as checklists or spreadsheets, or as visual as graphs, scorecards
us to discuss how a measurement program can benefit your
organization: whether we design and conduct the program
for you or train the your people in monitoring.