Performance management government


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Performance management government

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Performance management government

  1. 1. Performance management governmentI. IntroductionThe term Government Performance Management (GPM) is totally derived from theconcept of "Corporate Performance Management (CPM)". However due to thedifferences in the goals and vision of corporate entities versus Government institutions,the new term GPM is more relevant.CPM consists mainly of three stages:1. Crafting/Planning2. Execution3. Monitoring and AnalysisGPM also consists of pretty much the same phases. However the main difference lies inthe Planning stage, and mainly in the strategic planning stage. When any organization"crafts" a plan, it does so based on its vision and mission. As per the Balanced Scorecardsconcepts, in order to measure the organizations performance, the various objectivesshould be classified under 4 main categories:1- Financial2- Customer3- Learning & Growth4- Business ProcessThe core difference between CPM and GPM lies in the order of these quadrants and alsoin the nomenclature. For GPM, the Customer (who is actually the "Citizen") lies on topof all the quadrants. The Financials quadrant lies in the bottom, as it is purely a means,not an end for Governments (obviously the opposite is totally true for corporateorganizations). Therefore the quadrants under GPM are:1- Citizens2- Processes3- Learning & Growth
  2. 2. 4- FinancialsII. Crafting/PlanningCrafting or Planning is the process of building the plans and criteria upon which theperformance of an entity will be measured. This is done usually on two levels:o Strategico OperationalStrategic Plans are long term objectives. The range of these plans vary based on thepolicies set by each organization. For example in the UAE, strategic plans forgovernment spans a three (3) years period. I.e. the strategic plan includes KPIs for goalsthat have to be achieved within 3 years. Other organizations might decide to buildstrategic plans for five (5) years. The Urban Planning Council in Abu Dhabi has anaggressive strategic plan that needs to be achieved by 2030. An example of theseStrategic goals would be achieving 98% in citizens satisfaction.To achieve a strategic plan, it has to be divided into annual milestones, which are mainlyOperational Plans. These operational plans will include initiatives that need to beaccomplished within one year, or at least a pre-defined percentage of them. Therefore astrategic plan for 3 years would include 3 operational plans. Each initiative in theoperational plan has to be linked to a strategic goal. For example, to achieve a strategicgoal in the above example, i.e. 98% citizens satisfaction, an operational initiative mightbe implementing a Citizen Relationship Management system to manage and trackcitizens complaints and suggestions. Another operational KPI might be hiring moreCustomer Care agents, or giving them additional training.In an ideal world, if all the initiatives that are related to a specific Strategic goal are met,then the strategic goal is expected to be achieved as well. However for this relationship tobe this accurate, then a proper Crafting/Planning platform has to be available. Such asolution has to enable authorized users to log the Strategic Objectives, Goals and theirrelated KPIs. Then necessary workflows will need to be triggered to collect the necessaryapprovals for these inputs. Many details should also be set, such as reminders, deadlines,stakeholders, etc.The system should also facilitate the operational planning which is done on an annualbasis. I.e. before the beginning of each year by a specific duration, authorized employeesshould be able to log the operational initiatives, KPIs, and other details such as thepercentages that should be achieved for each initiative throughout the 4 quarters of theyear. Then a workflow should also be triggered to get the operational plan approved bythe higher management.III. Execution
  3. 3. Throughout the operational lifecycle of the organization, KPIs stakeholders are expectedto log their achievement for each KPI on a quarterly basis. This will enable managerslater to track the progress of each initiative, and to keep track of any slacking inaccomplishing the defined tasks. The GPM system should send reminders to employeeson a quarterly basis, asking them to fill their accomplishment for each KPI that they areresponsible of. This will be the case if the results were supposed to be filled in manually.A more accurate Actual figure can sometimes be retrieved from other applications. Forthis purpose the system should be able to integrate with backend applications to getprecise numbers without any room for human errors. For example if an operationalinitiative was implementing a CRM application. If this initiative was supposed to be100% complete by the end of the operational year as follows:o 30% in Q1o 55% in Q2o 80% in Q3o 100% in Q4If the organization has an Enterprise Project Management system, then the progress of theCRM implementation project can be retrieved automatically from the EPM, thusdisallowing employees from filling inaccurate numbers for the actual progress of thisproject.IV. Monitoring and AnalysisNow that plans have already been set, and progress on various KPIs has been logged, itstime to monitor the performance of the organization, and analyze the organizationsperformance.a. MonitoringUnderstanding what is happening at any given point in time within your organization iscritical to effective performance management. Organizations need to be able to:o Check progress against individual, departmental and organizational goals.o Learn how a division, subsidiary, or team is performing against organizational targets.o See how individual goals affect overall organizations strategy.For this purpose, the GPM solution should provide highly visual and interactivescorecards and dashboards that can keep officials and authorized employees users up to
  4. 4. date on what is happening and how it relates to the overall performance of theorganization.Based on up-to-date and reliable data, officials will be able to study the situations at anypoint in time, and then come up with the right decisions faster, after proper analysis forthe data.b. AnalysisRich and powerful analytic capabilities can give users answers to the "why" questions:o Why did performance dip when you expected it to peak?o Why is citizens satisfaction not getting better?o Why is a forecast off-target?The GPM solution helps organizations answer those questions because it providesadvanced visualization tools that help them gain insight into data faster. Usingvisualizations like performance maps, decomposition trees, and other tools can helpexpedite their understanding of what is happening at any given moment in theirorganizations.V. GPM Solution - Technical OverviewThe GPM system provides an end-to-end solution for the performance managementlifecycle. It can be implemented using Microsoft technologies as follows:o .Net modules for the Crafting/Planning & the Executiono PerformancePoint Services of MOSS 2007 to build the interactive dashboards andanalytical reportso SQL Server Analysis Services for building the data warehouse necessary for thedashboardso A workflow engine for building the necessary workflows for Planning and Executiono MOSS 2007 for displaying the dashboards in an Intranet Portal : Over 200 ebooks, templates, forms forperformance appraisal.