Decision and Quality
here are a lot of matters involved in the Quality sector. Our conclusion is that it cannot be considered
as a technical matter, as it involves more than technical skills. This means that all the
processes (business and other) must be developed on a Quality framework.
Quality doesn't mean a lot if it is related to one aspect in particular.
Administrative processes, IT processes are different and for each there must exist a
way of measuring this level of quality. The measure is increasingly used to demonstrate
and to assess the value of something. This is also true when considering the value of
ICT. It is increasingly translated in numbers because numbers are easier to compare.
Of course, this bring us in another subject which is the decision process. In fact,
to make short a long story, deciding means mainly comparing numbers (whathever
they represent) and choosing among a set of alternatives based on the result of the
comparison. In general, the way of choosing is based on "I choose the alternative A
because compared agains B and C, A is better".
All the problem is deciding what means "A is better than B and C".
As such, when measuring, two schools are to be considered: The US school and the
European one. They are different in that the US approach translates everything in
financial decisions. A is better than B means that A brings in return more than B. This
also means that it has been found a function to translate A and B in financial terms.
The European approach also compares two numbers, but when translating A and B in numbers,
it means that it has been found a mathematical function to translate A and B. As a
consequence, the comparison means that A is better than B if the function representing A
is greater than the function representing B.
To measure the value of the ITC is increasing because many executive managers have
shifted from the view of the ICT as a cost to the view of the ICT as a driver to create
The method described in the paragraph related to the KPI's can be used. First, the Critical
Success Factors (CSF) of the business are formulated, based on the business objectives.
Then they are translated in "values" (named Base Identfiers) against which to compare.
And then the KPI's are formulated but the KPI's refer to the business processes.
A correlation analysis is made in order to ling the KPI's to the Base Identifiers.
The method ends with the CSF ponderation. Every process measured by the KPI's is then
compared to the CSF and it translates "how much does this process contribute to the CSF?".
In other words "how much does it contribute to the success of the business?".
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