Managing IT Performance to Create Business Value provides examples, case histories, and current research for critical business issues such as performance measurement and management, continuous process improvement, knowledge management, risk management, benchmarking, metrics selection, and people management. It gives IT executives strategies for improving IT performance and delivering value, plus it guides them in selecting the right metrics for their IT organizations. Additionally, it offers knowledge management strategies to mature an organization, shows how to manage risks to exploit opportunities and prepare for threats, and explains how to baseline an IT organization’s performance and measure its improvement. Consisting of 10 chapters plus appendices, the book begins with an overview of performance-based strategic planning, after which it discusses the development of a quality improvement (QI) plan, establishing benchmarks, and measuring performance improvements. It covers how to design IT-specific measures and financial metrics as well as the establishment of a software measurement program. From there, it moves on to designing people improvement systems and discusses such topics as leadership, motivation, recruitment, and employee appraisal. The final few chapters show how to use balanced scorecards to manage and measure knowledge-based social enterprising and to identify, analyze, and avoid risks. In addition to covering new methods and metrics for measuring and improving IT processes, the author looks at strategies for measuring product development and implementing continuous innovation. The final chapter considers customer value systems and explains how to use force field analysis to listen to customers with the goal of improving customer satisfaction and operational excellence.
