What metrics do you use to improve global delivery performance?

A well-defined Program / Project Quality Management Plan will establish the approach for managing quality for both the process and the product with metrics that are objective (quantifiable and measurable) and subjective (expert opinion, observation). An example of an objective process metric would be earned value management, with associated variance analysis. An example of a subjective process metric would be deliverable acceptance of a project document (e.g., Scope Management) based on review by a qualified subject matter expert. Product quality consists of verification (product adheres to requirements) and validation (product is fit for use and purpose). Quantifiable, verifiable metrics are best, and the list is too long place here.

In some industries, adherence to specific quality metrics may be a legal or regulatory requirement. Organizations operating in such sectors must not only monitor these metrics but also ensure compliance meeting those quality standards.

The quality metrics need to reflect the value been added to the customer instead of traditional quality metrics. High CSAT scores indicate that the delivered solutions align with customer expectations and deliver value. Time To Value measures the elapsed time from the initial engagement with a product or service to the realization of value by the customer. Quality of Service assesses the reliability, availability, and performance of services delivered to customers.

Accuracy of Service / Product Delivery Cost of Delivery Human Capital Well defined frameworks pertaining to Project management that are verifiable and quantified

Effective communication of cost metrics within project teams is vital. Transparency in sharing cost-related information encourages accountability among team members and promotes responsible spending practices.

Time metrics are also instrumental in risk management. By closely monitoring project schedules, organizations can identify potential delays and implement contingency plans to mitigate risks and minimize disruptions.

Successful projects align with organizational objectives. Scope metrics help ensure that the scope of a project or service remains in alignment with these objectives throughout its lifecycle, ultimately contributing to the overall success of the initiative.

Few other parameters to consider : Service Level Agreements (SLAs) Compliance: Measure how well the service delivery meets predefined SLAs and commitments. Response and Resolution Times: Track the time taken to respond to inquiries or issues and the time required to resolve them satisfactorily. Customer Satisfaction (CSAT) and Net Promoter Score (NPS): Collect feedback to gauge customer satisfaction and loyalty, identifying areas for improvement.

Building trust and loyalty is paramount in today's competitive landscape. High customer satisfaction leads to increased trust in a brand or company and fosters customer loyalty. Satisfied customers are more likely to return and become advocates for the brand.

This is the bottom-line measure of project success. I've worked on projects where the relentless focus on measurement and management control hampered focus on customer product acceptance. To achieve this mandates involvement by the right group of knowledgeable and influential customers in ongoing requirements validation and incremental testing. Especially for very large programs and projects, it is impossible to precisely design a solution at the beginning that will pass muster at the end, and a more agile process that achieves the big picture vision of the end result will by nature evolve within a constrained lifecycle that balances constraints on scope, schedule, cost, quality, and functionality.

Global delivery teams in information technology sector like other sectors face unique challenges due to time zone differences, cultural nuances, and communication barriers. To ensure successful project completion and customer satisfaction, it's crucial to track and analyze key performance indicators (KPIs). Here are top 12 metrics used to improve global delivery performance in the IT sector: Delivery Quality: ? Defect rate: ? First contact resolution (FCR): ? Customer satisfaction score (CSAT): Delivery Speed: ? Lead time: ? Cycle time: ? Throughput: ? Velocity: Delivery Cost: ? Cost per unit of work: ? Project cost variance: Delivery Culture: ? Employee engagement score: ? Team communication score: ? Innovation rate:

One of the first metrics to look at is internal facing, linked to productivity, margins, employee satisfaction, average cost per hire, retention rate and more. Often, the root cause of the inability to deliver superior lies in an organisation's work, where employee happiness and satisfaction tops the list. Ever heard of superior Cx when the Ex sucks? Another area to look at critically is the use of the quality framework. Is it correctional and developmental or is it critical and reprimandal? The processes we follow will dictate the quality of delivery and experience.

In many cases, measurement, monitoring, and reporting the value proposition and metrics established before and during a project ends with project delivery. This is a strategic mistake, and high-performance organizations continue the process of measuring actual results against the business case used to justify the investment. This identifies investments that achieved their intended objectives as well as the owning business units that have provided the best return on investment. In addition, measurement data can be analyzed to help surface delivery issues after product acceptance; for example, insufficient user training has led to sub-optimal product acceptance. Factoring lessons learned into future projects leads to continuous improvement.