Included with the suite is an IT Executive Scorecard that provides visibility in critical performance indicators at cascading levels of IT leadership. It's founded on the open IT data model with built-in capabilities to integrate data from multiple sources, including third parties to deliver a single holistic view of ongoing IT metrics. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]
HP has identified 150 standard, best-in-class key performance indicators (KPIs), 50 of which are included in the Executive Scorecard as a starting dashboard. KPIs are distributed in customizable dashboards that provide real-time, role-based performance insights to technology leadership, allowing alignment across common goals for an entire IT organization.
"With this we can leverage our human capital better," said Alexander Pasik, PhD, CIO at the IEEE, based in Piscataway, NJ. "The better automation you can apply to IT operations, the better. It frees us up to focus on the business drivers."
The Performance Suite uses HP's lifecycle approach to software development and management and integrates industry standards such as ITIL.
The first solution to be offered in the suite is the CIO Standard Edition, which includes the Executive Scorecard, along with financial planning and analysis, project and portfolio management (PPM), and asset manager modules. This edition automatically integrates data from the modules to provide more than 20 best-practice KPIs covering financial and project health, enabling the optimization of IT performance from a business investment point of view.
"Our use of IT is about driving the actual business," said Pasik, who is adopting elements of the suite and looks forward to putting the scorecard to use soon. "We need to measure IT overall. We will have legitimate metrics on internal operations."
The scorecard can be very powerful at this time in computing, said Piet Loubser, HP senior director of product marketing, because the true capital expenses versus operations expenses for IT can be accurately identified. This, in turn, allows for better planning, budgeting and transitioning to IT shared services and cloud models. Such insight also allows IT to report to the larger organization with authority on its costs and value.
Using the scorecard, said Loubser, IT executives can quickly answer with authority two hitherto-fore vexing questions: Is IT on budget, and is IT on time?
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