It goes without saying, if it can’t be measured by you you can’t manage it. This is not always very easy on SharePoint from a business user perspective. Easier for the server administrators as they can measure time It’s, total users, space used etc. But how do business users put SharePoint on the balanced scorecards?
The trick is to have measured from the beginning. It is much harder to measure advantage when you are years or weeks to assemble your project. If you’re, don’t worry; keep this in mind for future sites on SharePoint just. But sites are never “finished”, so you might begin from today if you need to. When determining metrics, you’ll need to show that your site / project is meeting and supporting business objectives. Management will want to know how SharePoint is adding value. Consider, if someone had to justify for you why you should continue to spend money on SharePoint (whether by updates, resources, business licensing, training, or third-party tools), what could you want to hear?
There are two aspects to consider, quantitative (numeric information), and qualitative (non-numeric information). Quite simply, the number of clients that have stopped at your site (quantitative), and their current pleasure level by the survey they completed (qualitative). Don’t give quantitative accounts without a bottom level range to demonstrate enough time / money savings, for example: “I used to have to email my entire team to get reviews, collate all the replies then, it is a lot easier now”.
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