How do you measure IT change initiative outcomes?

When identifying metrics to measure success, they should be directly aligned to the corporate strategy and goals. This is to ensure that the changes made will move the organization toward their future state.

By the adoption! IT success should measured by the adoption of people using it. The only metric that matters. If people are not using it, no outcome will be sustaianble.

To ensure the success of an IT change initiative, it's crucial to have a clear vision aligned with your business strategy and stakeholder expectations. Define specific, measurable, achievable, relevant, and time-bound (SMART) metrics to track progress. Regularly monitor and adapt as needed, keeping stakeholders informed throughout the process. This strategic approach increases the chances of achieving your goals effectively.

It helps to clearly define the defect that you are trying to identify with a concise definition of maybe one or two sentences.

Two things I will add, and I think it the Achilles heal of many organization. Priorities your applications, not everything is a tier one application. Two, the main purpose of problem management is to identify and resolve issues asap. That said, it is key that we document root cause so that we can all learn from previous failures. Finally when people come running to you for an emergency, make sure they have documented the architecture, the energy that they exerted to solve the problem, and probably equally as important as all - is business impact. This needs to happen at the top, or executive’s ego’s can get in the way of true priorities.

The biggest challenge in this data collection even 30 years after trying (in healthcare) is the lack of data standards adoption and poor integration. We hear and see a lot of stuff on lakes and great AI visualisations, but yet to see really insightful visualisations. We have a great opportunity now as the world is moving more to preventive health and population health management. I am dreaming of the future where data analytics becomes a seamless part of any IT project and not a separate project of it's own. What data without analytics???

One thing I've found helpful is to establish reporting dates and systems to help ensure continuity in the data being collated.

When measuring data ?? and drafting your report for storytelling the following metrics plays a vital role in determining values and outcomes: Data quality, collecting information efficiency (ETL), accuracy of information analysis, insights generation - effectiveness of analysis methodology addressing actionable indicators, decision making impact - access the impact before & after, identifying seasonality & patterns, finally developing a clear business report with ease of understanding and user engagement!

One thing I've found helpful is to show a basic trend chart with callouts to show the time of any interventions made. In the following days, weeks, and months everyone can see and understand lead times from intervention to impact & and all levels of your organisation are able to explain in the same concise manner.

Effective reporting and communication are critical in the field of IT consulting. To comprehend each client's specific needs, explain technological solutions, and provide progress reports, IT consultants must communicate with them on a regular basis. This entails keeping the lines of communication open in order to quickly handle queries and issues, actively listening to clients' concerns, and translating complicated technical jargon into accessible words. Furthermore, presenting findings is an essential part of IT consulting since it enables customers to evaluate the return on their efforts.

Next to ?hard facts“ and results, you should always add some personal insights as well such as ?employees‘ testimonials ?customer satisfaction stories Because: At the end, change projects are people projects.

Going back we called it Data Warehouse and you had to feed the Warehouse from ancillary systems and report on it. Unless you have real-time data you will never have accurate data. Primary systems only provide there standard reports or queries. You thought is utopia and since codes and standards are alway changing, it becomes a challenge. Define you requirements to your vendors and maybe they can build it in for you.

I believe the Evaluation and Improvement elements must be thoughtfully incorporated into organizational feedback loops. Sometimes, the goals and metrics change, but sometimes, the systems and processes must change. An organization must be able to see itself and routinely adjust goals, metrics, systems, processes, etc., to an ever-changing operational environment.

It's been my experience that when implementing change initiatives, IT or otherwise, we don't always calculate the Return On Investment (ROI) correctly. In many cases, ROI is calculated on the specifics of the initiative. When in reality, the value of the ROI should also include the second and third-order effects of the initiative. For example, the ROI of moving from a manual to a digital system could be limited to just the process's value or expanded access to new data elements, which would allow organizations to better see themselves and trends.

You don’t. If you want to sit and have 15 people argue about baselines for weeks, sure, go have fun with that. You’re better off observing the relationship dynamics and deciding if that still works for the parties involved. Be okay with renewals being completely subjective. Save everyone some time and money.