Scribd
Upload
196 views3 pages

Key Performance Indicators Metrics Overview

This document discusses key performance indicators (KPIs) and metrics. It provides examples of various types of metrics like number of trouble tickets closed per week and cost per employee. It defines a KPI as a metric that measures progress towards a strategic goal, and outlines characteristics of a good KPI like being clear, relevant, and quantifiable. The document also discusses using metrics and KPIs to support data-driven decision making. It provides examples of KPIs like actual revenue versus target revenue. Finally, it summarizes a section of the BABOK that discusses managing business analysis performance through metrics captured from tasks. Example metrics mentioned are frequency of changes to requirements and number of review cycles.

Uploaded by

Shankar Somina
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
196 views3 pages

Key Performance Indicators Metrics Overview

This document discusses key performance indicators (KPIs) and metrics. It provides examples of various types of metrics like number of trouble tickets closed per week and cost per employee. It defines a KPI as a metric that measures progress towards a strategic goal, and outlines characteristics of a good KPI like being clear, relevant, and quantifiable. The document also discusses using metrics and KPIs to support data-driven decision making. It provides examples of KPIs like actual revenue versus target revenue. Finally, it summarizes a section of the BABOK that discusses managing business analysis performance through metrics captured from tasks. Example metrics mentioned are frequency of changes to requirements and number of review cycles.

Uploaded by

Shankar Somina
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 3

Key Performance Indicators and Metrics

IIBA Spring 2012 Study Group Assignment #1 Shankar Somina April 9 , 2012

Introduction
A metric is a quantifiable level of an indicator that an organization uses to measure progress. Not all metrics can be KPIs. Some examples of Metrics: Number of trouble tickets closed per week, Number of overtime hours per week, Net Revenue, Cost per FTE, Gross sales per week etc. A Key Performance Indicator (KPI) is one that measures progress towards a strategic goal or objective. An indicator identifies a specific numerical measurement that represents the degree of progress toward achieving a goal, objective, output, activity or further input. A good KPI has five characteristics: Clear or Uncomplex, Relevant, Economical, Adequate, Quantifiable. Use of Metrics and KPI are necessary for data-driven and analytical decision making. KPIs must be measured with a metric and tied to a target relevant to the business success, project and process. Not all indicators can be counted directly. Examples of KPIs: Gross revenue per release vs. target, Customer satisfaction: measured response score vs. target response score, Hours of resource usage vs. expected usage, Actual measured profit vs. Expected profit

Business Analysis Performance


A study of section 2.6 in BABOK ver 2.0 provides the purpose, description, inputs, elements, stakeholders and outputs for the Manage Business Analysis Performance activity. The purpose of metrics is To manage the performance of business analysis activities to ensure that they are executed as effectively as possible. Capturing actual performance metrics is a process that occurs through the business analysis effort and is implicitly a potential output from every business analysis task. In this task, actual performance measures are captured, analyzed, and become the basis for taking corrective or preventive action. The corrective action may impact development of future BA plans. Example metrics are frequency of changes to requirements and the number of review cycles required. References: BABOK (2009) 2.0, Sec 2.6, Pg. 49, Sec 9.16.2, Pg. 182, Toronto, ON: IIBA Kerzner H. (2011). Project Management Metrics, KPIs, and Dashboards. Hoboken, NJ: John Wiley & Sons.

You might also like