Executive guide: measuring performance and demonstrating results of information technology investments

Original publisher: Washington, D.C.: The Office ; Gaithersburg, MD (P.O. Box 6015, Gaithersburg 20884-6015): The Office [distributor, 1998] OCLC Number: (OCoLC)40333404 Subject: Administrative agencies -- United States -- Data processing. Excerpt: ... Pract ice Area 3: Target measures, result s, and account abilit y at different decision-making t iers For the balanced scorecard areas, leading organizations match measures and performance results to various decision-making tiers or levels. These tiers include enterprise executives, senior to mid-level managers responsible for program or support units, and lower-level management running specific operations or projects. The organizations we studied document goals and measures in widely distributed IT performance improvement plans. Individual appraisals tie IT performance to incentives. Pract ice Area 4: Build a comprehensive measure, dat a collect ion, and analysis capabilit y Leading organizations give considerable attention to baselining, benchmarking, and the collection and analysis of IT performance information. They use a variety of data collection and analysis tools and methods that serve to keep them informed but without imposing unnecessary reporting burdens. They also periodically review the appropriateness of their current measures. Pract ice Area 5: Improve performance of IT business processes t o bet t er support mission goals In the leading organizations, IT performance improvement begins and ends with IT business processes. The organizations map their IT business processes and priortize among those processes which must be improved to support an enterprise and operational customers ' business processes. GAO / AIMD-98-89 IT Performance Measurement Guide Page 13