One of the more controversial arguments from a prior post was that success metrics for a project used by a vast majority of organizations are incomplete to decide whether a project was successful. Well, apparently I'm not the lone voice in the wilderness on this! Great article on CIO.com by Meridith Levinson on the topic, citing Forrester research:

Common Project Management Metrics Doom IT Departments to Failure - CIO.com

I can see now why Forrester team, headed by Jeff Scott, took a very strong stance on capability-based approach to Business and IT Alignment a few weeks back:

"Business and IT alignment remains a top priority for CIOs and other business leaders. While many CIOs have made significant progress in gaining a seat at the strategy table, a gap remains in organizing and illuminating business executives' thinking in a way that drives consistent understanding throughout the organization. Business capability models provide a new approach to deepen the strategic dialogue between business and IT leaders and increase strategic coherence. These models can act as a "Rosetta Stone" that provides the translation between business concerns and IT concerns. Tying IT strategies, projects, and costs to business capabilities offers a view of IT that resonates with business executives. Enterprise architects should construct a capability map that CIOs can use to encourage a more meaningful dialogue with their business peers to guide IT investments."

It's great to see Capability Revolution gaining steam!