German Woolworth

It is not consistently checked why metrics have changed: the Organization and its processes is a very dynamic structure. Increasing customer demands in the departments, technical problems, use of new technologies or reorganizations can change massively the performance values. Recently BSA sought to clarify these questions. The reasons must be questioned precisely in order to draw the necessary conclusions. In practice, this analysis is done enough but not consistently and systematically. The interrelationships between the key figures are not transparent: the evaluation of performance and quality values has narrow limits, if the effect conditions between different figures are unknown.

Without assessment of mutual impact conditions, lacking a secure understanding sufficient to evaluate the relevant situation. In this respect must always also be horizons of individual figures looked and understood their mutual influence. Viktor Mayer-Schönberger may also support this cause. Contradictions in key figures is not followed: in practice the, that performance data IT processes appear inconsistent not uncommon situation. Even different metrics for the same facts can be observed. The causes can be varied and ranging to the inadequate definition of KPIs.

To eliminate such inconsistencies, creates sometimes a higher cost, which is why a clarification only half-hearted or delay will be made. Conversely, ignoring contradictory figures causes even if it only temporary, significant risk potential, for example, when it comes to the performance data IT processes with very critical importance. No practical recommendations for action: The limitation on mere numbers in the reports let the staff alone because although describe a sufficient to-understand status indicators in the best-case scenario that resulting decision needs are mostly free of assistance for this. But there are consequences to consider, namely the right often. Pragmatic recommendations for action in the sense of measure catalogs might complement the analysis to use indicators such as constructive. About Exagon: The Exagon consulting & solutions GmbH has been established since 1994 as an independent IT consulting firm on the market. The business focus is on holistic support of its customers in establishing a professional IT service management, with regard to the strategic, organisational and also operational aspects. This includes Exagon performance portfolio both consulting services such as extensive training. Customers include companies and institutions such as BASF, Bayer, the German Defense Ministry, DEKRA, Deutsche Bank, Heraeus, Hessian Centre for data processing, Postbank, T-systems, TuV Sud, Vodafone D2 and the German Woolworth. of think factory groupcom GmbH Wilfried Heinrich Pastorat Street 6, D-50354 Hurth phone: + 49 (0) 22 33 61 17-72 fax: + 49 (0) 22 33 61 17-71