8. Measurement and Metrics
Beware the project that introduces financial or reporting metrics that are not leveraging/interfacing/enhancing as much as possible existing financial/budget reporting. For example if the fleet fuel budget is currently reported to the CFO, and the project expects to demonstrate fuel savings, the existing measurement/reporting process that finance uses needs to show demonstrable positive change. Introducing a new measurement, disconnected from how fleet expenditures are captured and report today, will be difficult for finance to support as demonstrable change. Fuel consumption data and existing MPG reporting show be examined and subsequently integrated with and enhanced to drive accuracy – as opposed to creating a new MPG or consumption reporting system. This holds for risk management, crash management, and fleet management (vehicle lifecycle costs).
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