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Strategic Critical Success Factors Deliverable Template

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This article is a stub. It is currently undergoing major changes as it is in the very early stages of development and is only a placeholder. Please help improve MIKE2.0 by adding to this article.
This deliverable template is used to describe a sample of the MIKE2.0 Methodology (typically at a task level). More templates are now being added to MIKE2.0 as this has been a frequently requested aspect of the methodology. Contributors are strongly encouraged to assist in this effort.
Deliverable templates are illustrative as opposed to fully representative. Please help add examples to this template that are representative of the proposed output.

Critical Success Factors (CSF) are Business Issues or Opportunities that impact an organisation’s ability to grow or sustain their business model, market advantage, revenue, profit. For each CSF there must be at least one KPI and a Strategic Target for which success is measured. Examples would include:

  • Reduce Operational Employee Headcount
  • Increase Product Up-sell
  • Improve Customer Service
  • Improve Cost Efficiency

Headline text


For open source projects:

• Openness. The generally open conducted development corresponds to the academic tradition to directly exchange results of (scientific) work, provide research data etc. So far, that “rule” attaches itself to the experiences of many people, uses established communication channels and co-operation methods.

• Flexibility. Many OSS projects integrate a large number of developers with very different emphasis and background. That facilitates the understanding for special requirements and, at the same time, offers the potential to quickly implement needed adjustments. • Speed. The speed by which there is reacted to problems, errors or security leaks of the software is legendary. A large group of people that want to make a product successful and immediately undertake the tasks and test new versions, mostly is significantly faster and more successful than the proprietary competitors.

• Motivation. OSS developers are (experience themselves) as part of a community that works on a collaborative success(-product). Often they are, by the way, no part-time hobby developers but professional developers that create OSS full-time5. Also, the standard for governmental financed projects to provide the resulting software cost-free for others (that doesn’t necessarily mean OSS or free software), supports the motivation.

• Standards. The superimposition on mostly international based (Internet) standards generally ensures a greater independence from the single suppliers. The accessibility of a code allows, at least in theory, to hand over oncoming tasks to others – though that is, in practise, mostly less realistic. In a broader perspective that also applies for the long-term readability and usability of the software, because the open, to standards related approach acknowledges the needed sustainability on the developer’s side from the beginning.(ALTENHONER,2005)

Example of a list of Critical Success Factors for a Business

List of Critical Success Factors (CSF):

  • Money: Positive cash flow, revenue growth, and profit margins.
  • Business future: Acquiring new customers and/or distributors.
  • Customer satisfaction: How happy are they?
  • Quality: How good is your product and service?
  • Product or service development: What's new that will increase business with existing customers and attract new ones?
  • Intellectual capital: Increasing what you know that's profitable.
  • Strategic relationships: New sources of business, products and outside revenue.
  • Sustainability: Your ability to keep it all going.

Reference: ALTENHONER, R. (2005) Open Source Software - definition, licensing models and organisational consequences (introduction). IFLA Conference Proceedings, 1-6.

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