Lessons Learned on Information Technology Performance Management: Applying the Balanced Scorecard and Applied Information Economics to Federal Information Technology Initiatives

摘要

Measuring the contribution of IT investments to complex missions such as providing for the health, welfare, and defense of the citizens of the United States requires Federal executive agencies to overcome significant technical and management challenges. These challenges are magnified by a lack of an established body of knowledge for determining ITs contribution and methods to measure it efficiently. Federal executive agencies also lack examples relevant to their missions to guide their measurement practices and help them overcome organizational resistance as they incorporate measurement into their management practices. To address this knowledge gap, the Federal Chief Information Officers (CIO) Council completed experiments of two measurement methodologies applied to two major Federal IT initiatives in 2001. The two methodologies were the Balanced Scorecard (BSC) and Applied Information Economics (AIE). These pilot demonstrations showed that both methodologies determined and measured the contribution of specific IT investments to the missions of two Federal departments. They also showed that the methodologies are management tools for improving performance, though their focus and approach are quite different. Even though the pilots were completed more than two years ago, the performance measures developed would be still appropriate to include in annual performance plans and budget exhibits for capital investments. They also would be compliant with the Performance Reference Model developed by the Office of Management Budget in September 2003.