For the CIO, KPIs can be a challenge, particularly since the IT function is playing an ever-widening role in the modern business.<\/p>\n\n\n\n
As IT takes a more central role in the modern enterprise, CIOs are also playing a more strategic role in the C-suite and the business as a whole. This added complexity makes it even more crucial to have an accurate and comprehensive set of KPIs.<\/p>\n\n\n\n
Below, we\u2019ll look at a simple way to understand CIO KPIs and metrics, then follow that up with a few examples of these KPIs.<\/p>\n\n\n\n
Naturally, every CIO\u2019s role is different. Yet as Gartner<\/a>, IDG<\/a>, and others have observed, the CIO\u2019s role is becoming increasingly business-oriented. At the same time, many CIOs are still responsible for operational IT activities, such as IT services management and cybersecurity.<\/p>\n\n\n\n Today\u2019s CIO, is a hybrid \u2013 part business executive, part IT delivery manager.<\/p>\n\n\n\n For CIOs whose responsibilities fall into these two areas, this is a good starting point for creating KPIs.<\/p>\n\n\n\n Namely, CIOs can begin from a top-down perspective and create two main categories for their KPIs based on their overarching responsibilities.<\/p>\n\n\n\n Assuming a CIO is responsible for two main types of activities, strategic programs and IT operations, we could create KPI categories such as:<\/p>\n\n\n\n The terms will, of course, vary from organization to organization. What matters more is that the categories of KPIs accurately reflect one\u2019s job duties. If a CIO has three primary responsibilities, for instance, it may be useful to create three function-based categories.<\/p>\n\n\n\n Each category, in-turn, will have two essential \u201corders\u201d of KPIs:<\/p>\n\n\n\n Once the categories and orders have been understood, it\u2019s time to actually create the KPIs.<\/p>\n\n\n\n Developing KPIs<\/a> is a step-by-step process that begins with the performance target, then works backwards to assign the most appropriate performance measurements.<\/p>\n\n\n\n Strategy Management Group suggests following six steps when developing KPIs:<\/p>\n\n\n\n After the KPIs have been decided upon and defined clearly, they must then be implemented properly.<\/p>\n\n\n\n Here are a few points to keep in mind when implementing the newly developed KPIs:<\/p>\n\n\n\n Finally, KPIs are not always perfect the first time they are used. They can certainly be adjusted, refined, or redefined if need be.<\/p>\n\n\n\n Based on what we\u2019ve covered so far, let\u2019s see how these KPIs might look in practice.<\/p>\n\n\n\n IT operations, services delivery, and services management are the traditional focal points of the CIO. <\/p>\n\n\n\n IT system performance<\/strong> metrics, for instance, can include:<\/p>\n\n\n\n Cybersecurity<\/strong>, another common IT function, can include:<\/p>\n\n\n\n Customer KPIs <\/strong>that are affected by IT performance should also be measured. These can include:<\/p>\n\n\n\n Technology deployment<\/strong> KPIs can track the deployment of IT upgrades, projects, and services, and these can cover areas such as:<\/p>\n\n\n\n The majority of the metrics covered here would be considered \u201coperational.\u201d That is, they are concerned with lower-order business activities such as IT maintenance and services delivery. <\/p>\n\n\n\n However, as mentioned above, the CIO\u2019s role<\/a> is becoming more strategic, so there are other higher-order metrics that should also be tracked.<\/p>\n\n\n\n1. Take a top-down view of the CIO\u2019s job responsibilities<\/strong><\/h3>\n\n\n\n
2. Develop the KPIs<\/strong><\/h3>\n\n\n\n
3. Implement KPIs, track, and adjust as needed<\/strong><\/h3>\n\n\n\n
Examples of CIO KPIs<\/strong><\/h2>\n\n\n\n
IT operations<\/strong><\/h3>\n\n\n\n