Project Management

You Are What You Measure

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

Regardless of what many of us have been led to believe, an IT project is not successful when the final software or hardware components are installed. The real success of a completed project comes when the benefit reaches the customer, employee or company it is designed to help and an appreciable bottom line impact is made.
 
Behind the Scenes
When information technology is not considered the “bread and butter” of a corporation’s identity and product line, IT operations and support areas are often only relegated to a level similar to that of a utility service. Taken for granted and often not given appreciation for their efforts (although they are certainly contacted when something’s not working), they keep an enterprise running smoothly. People generally don’t give them a passing thought and have come to expect that when they flick on a switch, the lights will come on.
 
To help provide better service requires good data on what is working well and what is not. In a systems rich environment, it can be easy to measure the positive and negative forces at work for applications that are specifically CRM-focused--such as a system that monitors the volume and direction of sales force calls or a knowledgebase product that supports the needs of a help desk staff and/or connected client--and determine what the corporate value as well as return…

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