Reporting and Measurement
Table of Contents

In the absence of facts, anyone's opinion is a good one...

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Introduction to Reporting and Measurement

Measurement and Reporting is a process within the Continual Service Improvement module of the ITIL Service Lifecycle.

Reporting and Measurement

As companies become increasingly adept at extracting and analyzing data, ironically, they often become slower to act. This "analysis paralysis" is a result of too great a focus on getting as much data as possible and not enough focus on developing strategies based on using the right data. The successful enterprise effectively extracts only the data required to make a decision and quickly turns that data into action. While the importance of analyzing the data cannot be underestimated and undervalued, it must be balanced by processes that quickly impart information to key decision-makers and allow for swift execution of strategy changes when the data uncovers the need. Although a fine line, there is a distinct difference in the results garnered from a "technology dependent" organization and a "technology-enabled" organization.

DM Review (www.dmreview.com)

How the Process Scales

Concepts

Roles and Responsibilities

Performance Measurement

The four popular perspectives that are often selected and sequenced for the strategy map and scorecard are:

Financial—profit and investment return results
Customer—customer satisfaction and needs attainment
Internal core business process—efficient and effective execution
Innovation, learning, and growth—the “soft” side measures describing new product and service development as well as people development and learning. Another way to think of this perspective is as enabling assets, including not only people but also equipment, technologies, and brand power.

Processes

there is no single PM methodology because PM spans the complete management planning and control cycle. Think of it as a broad end-to-end union of solutions including three major purposes: collecting data, transforming and modeling the data into information, and web-reporting it to users and decision makers. Many of PM's component methodologies have existed for decades or have become recently popular, such as the balanced scorecard. Some of PM's components, such as activity-based cost management, are partially or crudely implemented in many organizations, and PM refines them so that they work in better harmony with PM's other components. Early adopters have deployed parts of PM, but few have deployed its full vision.

Gary Cokins, Performance Management – Making It Work

Appendix

Terminology

Terms

Term	Definition
Performance Management	The methodologies, metrics, processes, software tools, and systems that and manage the performance of an organization.
Strategy Maps	Depiction(s) which define strategic objectives and associated initiatives and action plans that support the organization’s vision and mission.
Strategic Objectives	the actions that an organization must complete—or at least make much progress toward—to achieve the organization’s mission.