Two scorecards, one portfolio
Delivery KPIs tell leadership whether work is moving: schedule adherence, velocity, utilization, blocker age, and customer satisfaction signals. Business KPIs tell leadership whether the work still pays: margin, leakage, realization, and forecast profitability at completion.
Technology services organizations need both. Trouble starts when delivery KPIs become the only language of executive review — and green status substitutes for commercial health.
Where the gap creates risk
A team can hit sprint commitments while senior mix rises, rework expands, or scope lands without a commercial path. Delivery KPIs stay healthy. Business KPIs begin to slip. Without a bridge between the two, intervention waits until finance closes the books.
Aligning the scorecards means reviewing operational progress beside mid-delivery margin signals — so leadership intervenes while recovery is still possible.
What to prioritize in leadership reviews
Keep delivery KPIs for execution governance. Add business KPIs that answer: Are we still making money? Which projects are leaking? Where should we intervene first? That combination is the foundation of Margin Intelligence.