Faces of Measurement

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2 Faces of Measurement Middle level: A combination of top and lower, with timeframe of week to quarter Screening, diagnosis Timeframe = month, quarter cost, waste, time

3 Faces of Measurement Front line level To provide answers to customers, minute to week view Am I on plan? Frequent measuring, for control Clear-cut measures

4 Performance Indicators Performance Indicator is variable which can be used to measure the extent to which objectives are being met It can be used to turn objectives into targets

5 Performance Indicators and Measures The fact that a programme is six months late and $2 million over budget does not tell anyone what went wrong or what to do next Performance Indicator must be used to tell what is occurring in terms of output and also how and why it is happening Improvement is within reach when managers venture beyond data Performance indicators respond to the question What will tell us how we re doing with respect to the plan?

6 Measures Values that provide data Housed within performance indicators

7 Linkages; a consistent, flowing story Determine Key Performance Indicators (KPI) that are consistent with what constitutes satisfactory performances KPI must provide evidence that what is done works Important to link indicators and measures to goals and objectives

8 Steps to Build the Right Measures Identify Key Performance Areas ( glittering generalities ) Define Key Performance Indicators for each Key Performance Area (the hard part, must get specific and measurable) Get Current Level for each KPI (data collection details) Set Target Level & Slope for each KPI (driven by mission, customers, competition, legislation, etc.) 67

9 Building a performance Measurement system Identify measures that reflect key outcomes Measures aligned with initiatives identified as necessary to attain goals Appropriate for decision makers Tools for collecting information about these indicators Data sources Data not linked to strategy should not be tracked and evaluated HR must link activities to strategic goals Develop a Balanced scorecard

10 In Practice: Building a Measurement System Step 1: write about the desired future Step 2: quantify the future (desired results) Step 3 understand the past and its influence today Step 4 identify process drivers Step 5 develop indicators for the process drivers Step 6 execute drivers and systematically and regularly study status Step 7 annually renew or refine (organization s direction and the strategic management process) 66

11 The steps Map the business processes! Develop priorities Understand existing performance measurement system Develop Performance Indicators Establish data collection systems De-bug the measurement system Implement the system, use it!

12 The steps

13 Map the Business Processes! Performance is determined by different stakeholders Ask the stakeholders what they want Basic Exceptional Identify corresponding business processes Document the processes

14 Develop Performance Priorities Mission critical Urgent Impact to stakeholders

15 Understand Existing Performance Measurement System Obtain overview of existing measurement system Reports Documents Management minutes Analyze which parts can be re-used Review existing performance indicators Understand current measurement system

16 Develop Performance Indicators Performance Indicator Responds to the question; How will we know truth about our performance against a stated goal? Control limits and target values

17 Indicators are Useless Unless the Results are Feedback to the System The information should be portrayed to support decisions leading to action that will improve the system 12

18 Characteristics of robust Performance Indicators Demonstrate results Represent the critical few Respond to multiple priorities Sensitive to programme and project performance (good or bad) Provide key information about what is being measured Controllable by your actions

19 Types of measures Outcome Inform about the consequences of mission Results Inform about accomplishment of output/goal Process Inform about processes that are assumed to have an effect on the desired result

20 Key Result Areas The broad statements of outcome that the ministry delivers The critical make or break results that must be delivered On what do we focus in order to be successful? Must reflect the vision of the Ministry

21 Key Result Areas Examples from Ministries: Diversified Economy Satisfied Customers Sustainable economic growth Competitiveness Public service Performance Safety and security in the Community (lives and properties) Accountability to the public Social harmony

22 What to measure economy value for money Efficiency Effectiveness Dollar Inputs outputs outcomes Stakeholder contributions The measurable results that Ministry must deliver What stakeholders want

23 Types of Measures Efficiency How well inputs are being used On time, on cost, correct quantities Effectiveness Whether desired results are being accomplished Quality Economy Value for money

24 Establish data collection systems Data availability Cost of producing data Data accuracy Approaches used Accountability for data Frequency of data collection Storage and retrieval

25 Data Collection Indicator Definition Data source Collection frequency & Accountability Reporting method Frequency of review

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