by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : April 15, 2015
DrillDown 26 April 15, 2015 FCW.COM local, state and federal. Our goal was to understand how those CIOs were using metrics to manage their own departments and communicate the value of investments in IT infrastruc- ture, programs and personnel to stake- holders beyond the IT department. Our interviews have pointed us to an intriguing finding: Innovative CIOs are moving beyond a reliance on tech- nical metrics and designing client-cen- tric metrics. The results have been sig- nificant; stakeholders at the agencies and beyond have a more positive view of IT’s contribution to modernization, service delivery and engagement. Here is how they are doing it. 1. Involve clients from the beginning In the early days of scoping a major IT project or redesigning an existing system, innovative CIOs ask clients to describe how they would evaluate the success (and failure) of the effort. The conversation about metrics helps the IT department focus on the issues that matter most to the client. The discus- sions also have the unintended, but welcome, consequence of encourag- ing clients to prioritize their needs and outcomes. During those early conversations, a plan is created to collect data on the key metrics everyone will use to benchmark future performance. The CIOs we interviewed were quick to point out that data on key metrics does not exist in many cases, and significant effort might need to be expended to collect the data. The goal of the conversations is to get clients to clearly specify the overall metrics they care about and articulate the process through which the performance and success of the IT project or system modernization will be linked to agency outcomes. Captur- ing that process over time allows CIOs to see trends and patterns that enable the construction of maps linking IT performance to agency outcomes across a range of projects by type, system and client group. 2. Keep clients informed about progress As the IT project gets underway, the cli- ent is kept informed about its progress, and data is collected about his or her experience with the project. That data is mostly gathered through regular meet- ings that address what is working well and what is not, how much disruption the project is causing, and what can be done to reduce that disruption. Those discussions are an important aspect of building advocates and evangelists for the value of IT within the agency. Such conversations also allow cli- ents to discuss and highlight the value of IT in the context that makes the most sense to them: their own busi- ness operations and the realization of their goals and objectives. The IT team captures and reports metrics on a regular basis so that everyone affected by the project, both directly and indirectly, has situ- ational awareness on its progress and the next key milestones. In addition, some of the unintended consequences of metrics are unearthed during those meetings, and adjustments are made. For example, one CIO said his team tracked how quickly callers’ issues were resolved by the agency’s help desk. Unfortunately, the unintend- ed consequence was that help-desk personnel were closing calls quick- ly to meet the target but not effec- tively resolving the problems, which increased the number of calls. The IT team adjusted the metrics to measure the number of calls required to resolve an issue and the time spent on each call. A client survey was also initiated to capture information on the callers’ experiences. 3. Report on the things that matter Innovative CIOs are working with their peers to develop “top 10 lists” when it comes to metrics. Those efforts focus on ensuring that the IT department is reporting on the things that matter to the agency’s key stra- tegic objectives. Although many CIOs are just beginning such efforts, we applaud the approach. Some of them are building indices that combine multiple indicators into meaningful overall metrics. For exam- ple, one CIO has integrated more than 10 indicators to come up with an over- all score for IT security, while another is piloting an index to measure the IT department’s innovation capacity and contribution. Furthermore, CIOs are creating plans to measure their performance on key metrics and share that infor- mation with stakeholders on a regular basis. 4. Link IT’s performance to the agency’s mission Leading CIOs are finding innovative ways to prove their value. Consider Results Minneapolis, a public dash- board that links 34 pages’ worth of IT department performance measures to larger city values. One dashboard heading highlights the goal of having customer-focused and well-managed IT services and operations. Metrics on the number of IT proj- ects in flight, number of IT projects on budget and expenditure per full- time IT employee compared to other departmental employees are visual- ized as evidence of how well the IT team is performing. The department’s goals strive to push larger city goals forward and establish its worth in concrete terms. Other CIOs are looking into how to track the IT department’s contribution to projects that are transforming an 0415fcw_025-027.indd 26 3/25/15 11:58 AM
March 30, 2015
April 30, 2015