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Rule No. 3: Don't obsess over metrics, but do measure change. We were surprised to learn that despite a focus on cost in other areas of IT, many organizations don't collect cost data on big-change initiatives (see Figure 4).
A CIO at a quick-service restaurant says that while costs include internal and external resources, software, hardware, training and efficiency loss during initial implementation, "I don't have a good idea of all of these costs." Not everyone uses a precise spreadsheet to spell out each dollar and cent; there are many legitimate ways to measure.
The CIO at a midmarket transportation company explains that "metrics are required before any change, and you have to have some idea of your current baseline." For IT change, this CIO likes to use "business surveys to establish baselines," he says. "For business-change projects, I want to establish a 'before' baseline, and this is dependent on the goals for the project."
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