Effective Business Metrics for Governance – an IBM Case Study · 2013. 11. 6. · 3 Case Study -...

Effective Business Metrics for Governance – an IBM Case Study

Christian WalentaIBM

IAIDQ Information and Data Quality Conference (IDQ) November 4-7, 2013, Little Rock, Arkansas

2

Governance is the act of governing. It relates to decisions that define expectations, grant power, or verify performance. It consists of either a separate process or part of decision-making or leadership processes. In modern nation-states, these processes and systems are typically administered by a government. (Source: wikipedia)

Business Metrics to bring effective Governance to life !!!

Information Governance ?

3

Case Study - Business Environment

Multiple Hardware, Software and Service Brands

System X –

– 110 Machine Types

– 400 Machine Type Models

– 2600 Product Offerings

New Product announcements per year

– 200-250 Announcements

– 20 New Machine Types; 75 New Models

– 630 Product Offerings

– 42,000 parts for North America

4

Working in a Global environment

Shenzhen

Singapore

India

Austin

Rochester

Raleigh

NY/CTArea

Argentina

Slovakia

Mexico

Belarus

5

New Product Announcement Process

BrandEngineering

Teams

ProductSpecifications

Changes

Announce requests

DataEnablement

ConfiguratorEnablement

ManufacturingSystems

OrderingSystems

SalesCatalogs

SalesConfigurators

6

Governance Challenges in a Global environment

Shenzhen

Singapore

India

Austin

Rochester

Raleigh

NY/CTArea

Argentina

Slovakia

Mexico

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

Belarus

7

Governance Challenges in a Global environment

Shenzhen

Singapore

India

Austin

Rochester

Raleigh

NY/CTArea

Argentina

Slovakia

Mexico

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

Belarus

EACM

EPIMS HW

MMLC

WWPRT

EACM - CATALOG BUILD PROCESS

EACM Catalog db

PDH CATLGPUB(…,14:30,…)

CATNET(…,16:30,…)

CATGEN(18:30)

RDH

SHADOW

PRICE

PNHTABLES

HW32(..,09:00,..)

BrandTemplates

ACTA(..,13:00,..)

ACTA(..,13:00,..)

UK ODS

OIM

IDOCS sent every hour

Hourly push

Manualpush

Manualupdate

ManualPromote

hourly

Manual pull

RFAManualupdate

PricingS/S

Manualupdate

IBM.com

GFS

Pricers

AutoGen FileRFA Process

CBS

CCE MASSLOADER

BHMASSLOADER

CCE Staging

Core DataBH

BUILD

CCEBUILD

BH Catalog

CCE Web Catalogs

EDI CoC

LaunchCIR

POST PROCESSING& ENTITLEMENT

PublicEntitledPrices

EPRePricer

CMT

NetBillBIDOPS

BIDS

BIDS01Parts Price

File

Special BidsCatalog

SMBCatalog

Price Letters / Announcements

PartnerWorldUS CatalogData Store

USPrice(Greenock)

PPSG AMPrice Files

Partner CommerceCatalog

DATA ENTRY CUSTOMER

Price ActionWorksheet

Price AnnouncementCreation (Notes)

eAnnounce

HWPIMS ECCM

OIM (HVEC simplified)

8

Announce Readiness Management Mission

Shenzhen

Singapore

India

Austin

Rochester

Raleigh

NY/CTArea

Argentina

Slovakia

Mexico

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

Belarus

CBS

CCE MASSLOADER

BHMASSLOADER

CCE Staging

Core DataBH

BUILD

CCEBUILD

BH Catalog

CCE Web Catalogs

EDI CoC

LaunchCIR



EPRePricer

CMT

NetBillBIDOPS

BIDS

BIDS01Parts Price

File

Special BidsCatalog

SMBCatalog



USPrice(Greenock)

PPSG AMPrice Files


DATA ENTRY CUSTOMER



eAnnounce

HWPIMS ECCM


EACM

EPIMS HW

MMLC

WWPRT


EACM Catalog db


CATNET(…,16:30,…)

CATGEN(18:30)

RDH

SHADOW

PRICE

PNHTABLES

HW32(..,09:00,..)

BrandTemplates

ACTA(..,13:00,..)

ACTA(..,13:00,..)

UK ODS

OIM


Hourly push

Manualpush

Manualupdate

ManualPromote

hourly

Manual pull

RFAManualupdate

PricingS/S

Manualupdate

IBM.com

GFS

Pricers


We ensure Products are orderable on Announce date

All IBM systems are ready for new System X products

Oversee and Manage the end to end “Announcement Information Chain(s)”

9

Announce Readiness Management Mission

Shenzhen

Singapore

India

Austin

Rochester

Raleigh

NY/CTArea

Argentina

Slovakia

Mexico

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

Belarus

CBS

CCE MASSLOADER

BHMASSLOADER

CCE Staging

Core DataBH

BUILD

CCEBUILD

BH Catalog

CCE Web Catalogs

EDI CoC

LaunchCIR



EPRePricer

CMT

NetBillBIDOPS

BIDS

BIDS01Parts Price

File

Special BidsCatalog

SMBCatalog



USPrice(Greenock)

PPSG AMPrice Files


DATA ENTRY CUSTOMER



eAnnounce

HWPIMS ECCM


EACM

EPIMS HW

MMLC

WWPRT


EACM Catalog db


CATNET(…,16:30,…)

CATGEN(18:30)

RDH

SHADOW

PRICE

PNHTABLES

HW32(..,09:00,..)

BrandTemplates

ACTA(..,13:00,..)

ACTA(..,13:00,..)

UK ODS

OIM


Hourly push

Manualpush

Manualupdate

ManualPromote

hourly

Manual pull

RFAManualupdate

PricingS/S

Manualupdate

IBM.com

GFS

Pricers


We ensure Products are orderable on Announce date

All IBM systems are ready for new System X products

Oversee and Manage the end to end “Announcement Information Chain(s)”

10

Scenario 1: Business Partner Complaints

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

I can’t place an order, the new product is not in my

catalog !

11

Where is the problem?

EACM

EPIMS HW

MMLC

WWPRT


EACM Catalog db


CATNET(…,16:30,…)

CATGEN(18:30)

RDH

SHADOW

PRICE

PNHTABLES

HW32(..,09:00,..)

BrandTemplates

ACTA(..,13:00,..)

ACTA(..,13:00,..)

UK ODS

OIM


Hourly push

Manualpush

Manualupdate

ManualPromote

hourly

Manual pull

RFAManualupdate

PricingS/S

Manualupdate

IBM.com

GFS

Pricers


CBS

CCE MASSLOADER

BHMASSLOADER

CCE Staging

Core DataBH

BUILD

CCEBUILD

BH Catalog

CCE Web Catalogs

EDI CoC

LaunchCIR



EPRePricer

CMT

NetBillBIDOPS

BIDS

BIDS01Parts Price

File

Special BidsCatalog

SMBCatalog



USPrice(Greenock)

PPSG AMPrice Files


DATA ENTRY CUSTOMER



eAnnounce

HWPIMS ECCM


Trusted Source Data Steward

Announce Readiness

Customer View

Parts PriceFile

12

Customer Catalog availability

0102030405060708090

100

1H08

Catalog Attainment

%

13

Customer Catalog Availability

0102030405060708090

100

1H08 3Q08 4Q08 1Q09 2Q09 3Q09

Catalog Attainment

%

14

Governance Metric Tips

Understand metric composition

What is the base of 100%

X Y

The metric has to represent the object of interest Is the content right?

“you don’t know what you don’t know”

Understand the critical elements of the information

Chain Measure from a customer

perspective

15

Shortcomings of the Customer Catalog metric

0102030405060708090

100

1H08 3Q08 4Q08 1Q09 2Q09 3Q09

Catalog Attainment

%

0102030405060708090

100

1H08 3Q08 4Q08 1Q09 2Q09 3Q09

Catalog Attainment

0102030405060708090

100

1H08 3Q08 4Q08 1Q09 2Q09 3Q09

Catalog Attainment

0102030405060708090

100

1H08 3Q08 4Q08 1Q09 2Q09 3Q09

Catalog Attainment

Multiple Customer Catalogs- too many Bar Graphs-too many options to

aggregate by Geo, Time etc

Quarter can contain up to 12 weeks of announcements, - lack of attainment views for

specific new products

?

Ok, I understand it was not ON time, but

how late was it?

© 2009 IBM Corporation16Metric Color Code 0-9% 10-29% 30-49% 50-59% 60-69% 70-79% 80-89% 90-94% 95-99% 100%

Business Metric, Announcements on time

Affected Catalog

Cty / Geo Attainment in % by Announce date

Jan

08

Jan

15

Jan

22

Jan

29

Feb

05

Feb

12

Feb

19

Feb

26

Mar

05

Mar

12

Mar

19

Mar

26North America AnnVolumes NA 176 104 88 255 222 NA 55 18 340 110 96

EDI SEO Catalog

US 100% 0%

100%

100% 100% 100% 100% 100% 100%

EDI SEO Catalog

CA 67%

100%

0%

100%

100% 100% 100% 100% 100% 100%

Partner World

US 100% 100% 100% 100% 100% 100% 100% 100%

Partner World

CA 67%

100%

100% 100% 100% 100% 0%

100%

100% 100%

PSAT Catalog

US 100% 100% 100% 6%

100%

0%

100%

100% 100% 100%

PSAT Catalog

CA 67%

100%

100% 100% 6%

100%

0%

100%

100% 100% 100%

EMEA AnnVolumes 2 3 2 2 17 NA NA 6 7 44 13 NA

PSAT Catalog

Hungary Germany France Russia Sweden UK

100% 100% 100% 100% 0%

100%

100% 100% 100% 100%

AnnVolumes 483 1464 26 2 21 NA NA 13 1 57 NA 47CTO Launch Sites – BHR1 CTO/SBB’s

EMEA 100% 100% 8%

8%

100% 100% 100% 100% 100% 100%

Metric Evolution: Quarterly Summary

NA = No Announcements White Font: +3 Days from announcement % Black Font: on Day of announcement %

89%

82%

99%

© 2009 IBM Corporation17


Don’t be afraid to keep changing your metric

design to make them better

Watch the “real estate” –make it easy to understand and read metrics in a single

view

Colors matter

18

Scenario 2: “Churn”

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

We can’t keep up with the work – too many changes and often on short notice

19

Problem

We did not have a lot of data from team on churn – But had many specific examples

Needed to find a way to systematically “collect” data on changes– and find a way to identify what changes are causing issues

Once we could confirm behaviors based on “data facts”, we were able to drive process improvements from that point forward

Such as …. – What is considered a (too) late change?– How do we know what changes are critical to implement on time?– What kind of changes are typically late?– Are the specific Development teams that are usually late?– Are specific kind of new product announcements usually late?– Are late changes driven by engineering or marketing?

20

3 year “late change” comparison 2010-2012 Churn Percentage

0%

10%

20%

30%

40%

50%

60%

70%

80%

Jan'

10

Feb'

10

Mar

'10

Apr

'10

May

'10

Jun'

10

Jul'1

0

Aug

'10

Sep

'10

Oct

'10

Nov

'10

Dec

'10

Jan'

11

Feb'

11

Mar

'11

Apr

'11

May

'11

Jun'

11

Jul'1

1

Aug

'11

Sep

'11

Oct

'11

Nov

'11

Dec

'11

Jan'

12

Feb'

12

Mar

'12

Apr

'12

May

'12

Jun'

12

Jul'1

2

Aug

'12

Sep

'12

Oct

'12

Nov

'12

Dec

'12

Month

% C

hurn

“Implemented process improvements”

Focus on pain points –In this case % of changes received late (= churn)Show Trends over longer time horizonidentify what is acceptable level of change

Target range

21


Listen to teams and observe business pain points – to identify

governance issues and come up with idea for metrics

Sometime you may need to systematically collect data over longer periods of time to identify

the “real nuggets”

Speak with data and facts, they have tremendous

power over “opinions” and “perceptions”

22

Standard set of change management metrics

2012 Total TCRs vs Chrun TCRs

26%

49%

40%

58%

46%43%

61%

36%

46%

67%

61%

30%

0

20

40

60

80

100

120

140

160

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Tota

l TC

Rs

0%

10%

20%

30%

40%

50%

60%

70%

80%

Chur

n pe

rcen

tage

Total TCRs Churn TCRs % Churn

2012 Weeks before Announcements

0102030405060708090

100110120130140150160170180190200210220

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 24 26 27 28 29 33 37 42A

fter A

D

Week

Tota

l TC

Rs

47%604

53%679

2012 Churn TCRs by Type

0

20

40

60

80

100

120

140

160

Add

a F

C/S

BB

Cha

nge

A/D

DN

L

Cha

nge

GE

O

WD

Des

crip

tion

Rem

ove

FC/S

BB

Upd

ate

mod

el

Add

Opt

ion

Oth

er

Add

Pop

tion

Cha

nge

RFA

Rem

ove

DN

L

Add

mod

els

Upd

ate

T3 R

ule

via

TCR

WD

to C

urre

nt

Cha

nge

Val

ue P

ack

Add

to C

TO B

OM

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Standard histograms, line charts, Pareto Diagrams and Timeline distributions have

their place and value – use it !

23

Scenario 2+: “Churn” and Quality

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

We can’t keep up with the work – too many changes and often on short notice

Hey !! What about supplier (Brand

Engineering) quality?

24

Supplier “requirements” quality metric

0

10

20

30

40

50

60

70Ja

n

Feb

Mar Apr

May

June

July

Aug Se

p

Oct

Nov

Dec

ErrorsOmissions

“What we really wanted was to get the Brand to give us changes earlier that they could and should have knownahead of time”

0

10

20

30

40

50

60

70

Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

% Error rate % Omissions rate

The rate ratio is a relative value of the errors and omissions in relation to the total (late) changes and as such can be compared for trending and improvement

Make sure the Metric does what you need it to do – in

this case – ensure that values are comparable

month to month and can be used to determine if

things are getting better or not

25

Scenario 3: Late Data Flow

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

We are getting our data input too late and don’t have

enough time to finish our work

26

The Business Problem Data ReadinessMilestone 9 wk 8 wk 7 wk 6 wk 5 wk 4 wk 3 wk 2 wk 1 wk

MS1 Initial Distribution X

MS2Ready for Review Hardware

X

MS3Ready for Review Software

X

MS4Ready for Review Europe

X

MS5 Approvals X

MS6 Americas Final X

MS7 Europe Final X

Time to Announce Date

27

Data Governance Scorecard – take1 Proven format

By Announce date

Clear color coding

Achievement by Milestones or

Achievements by Announce date

? How late was it?

? Any particular announcement?

Metric Color Code 0-9% 10-29% 30-49% 50-59% 60-69% 70-79% 80-89% 90-94% 95-99% 100%

Business Metric, Announcement Milestone

Target # of weeks prior to announce Mar

05Mar12

Mar19

Mar26

Apr02

Apr09

Apr16

Apr23

Apr30

AnnVolumes (# of RFAs) 3 3 2 5 6 5 6 0 5

Initial Distribution

-9wks 0% 100% 100% 0% 20% 0% 17% 40%

Ready for Review Hardware

-9wks 0% 100% 50% 0% 33% 0% N/A 80%

Ready for Review Software

-7wks N/A N/A N/A N/A 0% 0% 33% N/A

Ready for Review Europe

-6wks 0% 50% 50% N/A 67% 50% 0% 100%

Approvals -3wks 100% 0% 0% 33% 100% 40% 33% 100%

Americas Final -3wks 67% 100% 50% 40% 40% 67% 0% 100%

Europe Final -2wks 100% 100% 50% N/A 67% 0% 100% 100%

N/A = Milestone Not Applicable Black Font: % attainment on target date

28

Data Governance Scorecard – take2

Metric Color Code 0-9% 10-29% 30-49% 50-59% 60-69% 70-79% 80-89% 90-94% 95-99% 100%

Business Metric, Announcement Milestone

Target # of weeks prior to announce Mar

05Mar12

Mar19

Mar26

Apr02

Apr09

Apr16

Apr23

Apr30

AnnVolumes (# of RFAs) 3 3 2 5 6 5 6 0 5

Initial Distribution

-9wks 0%100% (5wks)

100% 100% 0%100% (3wks)

20%100% (5wks)

0%100% (4wks)

17%100% (4wks)

40%100% (2wks)

Ready for Review Hardware

-9wks 0%100% (3wks)

100% 50%100% (1wk)

0%100% (1wk)

33%100% (2wks)

0%100% (6wks)

N/A 80%100% (5wks)

Ready for Review Software

-7wks N/A N/A N/A N/A 0%100% (4wks)

0%100% (6wks)

33%100% (0wks)

N/A

Ready for Review Europe

-6wks 0%100% (5wks)

50%100% (2wks)

50%100% (5wks)

N/A 67%100% (5wks)

50%100% (4wks)

0%100% (4wks)

100%

Approvals -3wks 100% 0%100% (1wk)

0%100% (2wks)

33%100% (0wks)

100% 40%100% (2wks)

33%100% (2wks)

100%

Americas Final -3wks 67%100% (1wk)

100% 50%100% (1wk)

40%100% (0wks)

40%100% (2wks)

67%100% (1wk)

0%100% (0wks)

100%

Europe Final -2wks 100% 100% 50%100% (1wk)

N/A 67%100% (1wk)

0%100% (1wk)

100% 100%

N/A = Milestone Not Applicable Black Font: % attainment on target date White Font: When was 100% attainment reached?

Proven format

By Announce date

Clear color coding

Achievement by Milestones or

Achievements by Announce date

How late was it

? Any particular announcement?

29

Metric Design Idea – 3 Dimensions

wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone

Ann

ounc

emen

t

30


wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone

Ann

ounc

emen

t

31


wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone

Ann

ounc

emen

t

32


wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone

Ann

ounc

emen

t

33


wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone1

Ann

ounc

emen

t

wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone2

wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone3

wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone4

34


wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone1

Ann

ounc

emen

t

wk6 wk3

wk5 wk2

wk4 wk1

Milestone2

wk6 wk3

wk5 wk2

wk4 wk1

Milestone3

wk3

wk2

wk1

Milestone4

35


wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Milestone1

Ann

ounc

emen

t 1

wk6 wk3

wk5 wk2

wk4 wk1

Milestone2

wk6 wk3

wk5 wk2

wk4 wk1

Milestone3

wk3

wk2

wk1

Milestone4

wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Ann

ounc

emen

t 2 wk6 wk3

wk5 wk2

wk4 wk1

wk6 wk3

wk5 wk2

wk4 wk1

wk3

wk2

wk1

wk9 wk6 wk3

wk8 wk5 wk2

wk7 wk4 wk1

Ann

ounc

emen

t 3 wk6 wk3

wk5 wk2

wk4 wk1

wk6 wk3

wk5 wk2

wk4 wk1

wk3

wk2

wk1

36

Final Metric Example

Clear performance of each Announce

MANY announcements in single view

Clear color coding

Easy visibility & trending by Milestone

Need to learn on how to use

‘We have positive feedback from stakeholders that this Announce Governance process and metrics

provide value and have seendata availability to teams improve”

37


Often you may need summary level performance metrics for

“management” and lower level performance metrics for teams

Be creative !!Often the team decides if

metrics are useful and provide value

Test if the metric really measures the

“performance” of the process at hand

38

Scenario 4: End of Life Process

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

Our withdraw process is not working that great

-----–How do we get an

improvement project going?

PRODUCT WITHDRAWAL PROCESS

© 2009 IBM Corporation39

Legend: YES: Current scope of ARM execution/tracking , Green: No Known Issues

NO: No ARM execution/tracking, Yellow: Low impact issues

NA: Not applicable, Red: High impact issues

Grey: Not applicable

T1 T1 T2 T2

T3 T3

T2 T2

R2,3 R1,2,3R1,2,3 R1,2,3 R1,2,3R1,2,3R2,3 R2,3 R2,3 R2,3R2,3,4R2,3,4 R1,2,3,4

R2,3 R2,3

X1 X1 X1 X1 X1 X1X2,O3 X2,O3 X2,O3 X2,O3 X2,O3 X2,O3 X3

Hardware HVEC/XCC

Software HVEC/XCC

Storage and Solutions (HW)HVEC/XCC

ServicePacs XCC

US/CA EMEA/AP/LA US/CA EMEA/AP/LA US/CA EMEA/AP/LA US/CA

SEO Model

SEO Option TMF GAV Option

PseudoOption

SEO Option TMF Option

PseudoOption

SEO Model

SEO Option TMF MTM Option

SEO Option MTM

Withdrawal RFA: track & Log YES YES YES YES YES YES YES YES YES YES YES YES YES YES YES YES YES

Requirements: TCR NO YES YES NO YES YES NO NO NO YES YES YES YES YES YES NO NO

Systems update: EACM execution YES YES NO NO NO NO YES NO NO NO YES YES NO NO NO YES NO

Systems update:Fulfilment execution NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO

Client visibility: Catalog YES YES NA NO NO NO YES NA NO NO YES YES NA NO NO YES NO

Client visibility: Sales Configurators NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO NO

Emergency withdrawal process NO YES YES NO YES NO NO NO NO NO YES YES YES YES YES NA NA

Monthly feature code withdrawal process NA NA YES NA NA NA NA YES NA NA NA NA YES NA NA NA NA

Example how to use metric approach to show business process governance scope and performance gaps

40

Scenario 5: Ongoing Governance Reporting

BrandEngineering

Teams


Changes

Announce requests

DataEnablement



OrderingSystems

SalesCatalogs

SalesConfigurators

How do we keep the focus on our governance work

and metrics?

Ensure Continued Health of Business Process

Global Configuration and Offering Information Management

© Copyright IBM Corporation 201341

Mini Review / OCEP / PCR performance

Attainment: YTD Mini: 91% - OCEP: 95% - PCR: 98%

00

1

0

3

0

77

7

66

3

189

3

0%10%20%30%40%50%60%70%80%90%

100%

Minis OCEPs PCRs MinisYTD

OCEPsYTD

PCRsYTD

Start / Close on time Late Start / Closure

41

System X ARM – Operations Scorecard Sep 9 – Sep 13RFA completed

Announce Withdrawal

wk YTD Wk YTD

Hardware 16 90 33

Software 33 4

Storage 8 2

Tivoli

Serv Pacs 7

Xcc FC/SEO Volumes

Data enabled

Wk 4742

YTD 11661

Price enabled

Wk 3457

YTD 8704

Catalogs US CA Europe

Ann. volumes 310 282 1384

EDI 100% 78% N/A

PSAT 100% 100% 100%

SBB/CTO Catalog - - 100%

MTM / SvcPac N/A N/A -

Tgt: 90%

This week YTD

Notes: xxxxxx

Highlights • xxxxxxx

Use your Governance metrics frequently and consistently

------Incorporate into existing status

(governance) forums ------

Over time they become part of the fabric and culture !!!

------… and can help drive the behavior

changes needed for successful governance ….

42

S P COI

Final Governance Tip - “my favorite tool”

Build your own Governance Tool Kit

Effective Business Metrics for Governance – an IBM Case Study · 2013. 11. 6. · 3 Case Study -...

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Transcript of Effective Business Metrics for Governance – an IBM Case Study · 2013. 11. 6. · 3 Case Study -...