Quick wins can result in the merging of sections. For example, the development of a performance measurement system for all process KPIs allows a cross-process control, which takes account of all interdependencies of the relevant processes in addition to the individual process control. Establishing a performance measurement system comprising multiple perspectives creates an even greater benefit, how about there are the balanced scorecard. Project progress are clearly transparent, as related to the use of financial resources. Level Ministry: the Ministry would aggregate with the advanced KPI system of the IT service provider a base for individual numbers and to be able to insert into the strategic control. The formerly simple”error code can be combined with different process KPIs and checked only in order to meet targets. In the simplest case would be so a single measure process efficiency”, which is much more meaningful.
The same would be possible for such project key figures, which together provide an overview of the project portfolio. Aggregates can then allow a significantly more effective control of the project portfolio these metrics with strategic priorities by means of targeted prioritization of actions. The financial information will be significantly more meaningful in connection with the project data. Downstream Government level: here also provides a separate treatment a better interpretation of the KPIs. A reference of frequency of disturbance to other metrics such as number of IT services, intensity of use and compliance with SLAs is based on the same data, is it clear informative. Also reduces the cover expenditure on individual services (E.g. cost per IT service users) also the danger of false reviews.
Target must be certainly an integrated performance measurement system and to work on, where the KPIs of the various areas of the Organization are networked with one another”, Fischer points the way. Because an effective quality optimization without KPIs in the desired dimension could be realized, nor whether it is helpful to work with isolated scorecard. However a necessary as strategic task that must be thought from top to bottom is hidden behind it.” She should also not by the widespread argument taking the wind out of the sails, there is no financial means for the implementation of strategic objectives. Also within the existing financial framework optimization potentials can enable”, he stressed. Fischer pointed out that not only theory is the creation and the effective utilization of a comprehensive performance measurement system. This show about the example of the IT service provider of the Dutch Ministry of Justice GDI”. Consistently, he has successfully established a balanced scorecard with around 20 indicators for its internal IT control. Moreover, not only the internal operational processes, but also the implementation of strategic goals are controlled. ITSM consulting: The ITSM Consulting AG is an independent, internationally operating IT consulting company in the areas of process optimisation and organisational Consulting IT service management. In addition, the core competencies include the effective and efficient management of IT organizations in the interest of timely and targeted IT governance. At the same time, ITSM Consulting AG is one to the few training houses accredited by the TuV for ISO/IEC 20000 and all ITIL V3 training courses in Germany. Also there is a close cooperation with the ISACA and corresponding COBIT training courses are offered. of think factory groupcom GmbH Wilfried Heinrich Pastorat Street 6, D-50354 Hurth phone: + 49 (0) 22 33 61 17-72 fax: + 49 (0) 22 33 61 17-71