A measurement program is like building a wall. Make sure you have all your resources in place.

Part of the Simple Checklist Series (Resources Part 1)

Beginning or continuing a measurement program is never easy. Many times measurement programs begin because an organization or individual thinks it necessary for survival or to avoid pain. Measurement can be thought of as a balance between the effort to collect and report measurement data and the value gained from applying what is learned from the measurement data.  Measurement programs targeted only the at gathering and reporting part of the measurement program will languish in the long run. On the other side of the equation, i.e. measures need to be used in order to generate the value needed to eclipse the effort of collection and reporting. Everyone must be educated on how to use measurement data and then continually asked to use the data. Both sides of the equation are necessary. The simple Measurement Readiness Checklist will be useful for any major measurement initiative, but is tailored toward beginning a measurement program.  The checklist will provide a platform for evaluating and discussing whether you have the resources, plans and organizational attitudes needed to implement a new measurement program or support the program you currently have in place.

I have divided the checklist into three categories: resources, plans, and attitudes.  Each can be leveraged separately. However, using the three components will help you to focus on the big picture. We will address each component separately over the next several days.

Scoring

This checklist can be used as a tool to evaluate how well you have prepared for your measurement journey. The following questions are the evaluation criteria.  To use the checklist, answer each question with high, medium, low and not present (with one exception). Each question will contribute points toward the total.

Section and Question Weights:

Resources: Forty-two total points. Each component contributes up to 7 points (7, 3, 1, 0).

Plans: Eighteen total points. Each component contributes up to 6 points (6, 3, 1, 0).

Attitude: Forty total points. Each component contributes up to 8 points (8, 4, 2, 0).

Note that where support and implementation projects would need to take a different angle we will point out any possible nuances.

Resources

Resources are the raw materials that you will consume on your measurement journey.  As with any journey having both the correct resources and correct amount of resources will make the journey easier.  Just think of trying to canoe from New York to London for a meeting; the wrong resources can make the trip difficult.

Management Support: When initially implementing a measurement program, support from management is the most critical resource.  This is the time when measurement seems to be all effort, cost and bother.  Later, as value is derived, support can be less visible.  Note that the more management support you have across the whole IT structure, the easier it is to get a measurement program on its feet and keep it there.

Scoring

7 – Senior management is actively involved in guiding which measures and metrics are collected and how they are used.  Senior managers stop people in the hall to discuss progress in collecting and using measurement data. Discussion of progress is an agenda item at all management-staff meetings.

3 – Senior and middle managers attend formal measurement informational meetings and talk about the need to support the measurement initiative.

1 – A senior manager or two attended the kick-off meeting, then relocated en mass to Aruba, leaving the middle managers in charge.

0 – The measurement initiative is a grass-roots effort.

Support Note:  Whether you are answering from a support or implementation perspective does not matter.  Management support is important.

Change Specialist: Measurement is a form of organizational change that typically requires skills that are not generally found in an IT department. The skills needed to start and perpetuate a measurement program include sales, marketing and communication.

7 – An organizational change specialist has been assigned as a full time resource for the project.

3 – An organizational change specialist is available within the organization and works on many projects simultaneously. The specialist may or may not have experience with IT change programs.

1 – Someone on the team has helped craft an organizational change plan in the past.

0 – Organizational change websites are blocked and your best bet is buying a book on Amazon using your own cash.

Support Note: A change specialist is needed for ALL change programs regardless of whether we are discussing implementation or generating ongoing support.

Expertise: A deep understanding of measurement will be needed in a dynamic IT environment.  Experience is generally hard won. “Doing” it once generally does not provide enough expertise to allow the level of tailoring needed to deploy a measurement program in more than one environment. Do not be afraid to get a coach or mentor if this is a weakness.

7 – The leaders and team members working to implement and/or support the measurement program have been intimately involved in successfully implementing measurement in different environments.

3 –At least two team members have had substantial involvement in implementing a measurement program in the past, in a similar environment.

1 – Only one SME has been involved in a measurement program and that was in another environment.

0 – All of the team members have taken basic measurement classes and can spell measurement, assuming they can buy a vowel.

Support Note:  You can never have a measurement program without someone with (or without access to) measurement knowledge.

We will finish the resource part of the checklist tomorrow.