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Adrian Barker's slides for the PM+ event on 9th Jan - see http://ideaperformance.com for more info...

Adrian Barker's slides for the PM+ event on 9th Jan - see http://ideaperformance.com for more info...

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  • 1. Performance Management + Mapping the Territory Adrian Barker, Strategy Manager, IDeA 9 th January 2009
  • 2. Outline of session
    • Why review performance management?
    • What are we including within the topic?
    • What are the different aspects of performance management and how do they relate to each other
    • Challenges
  • 3. Why look beyond PM?
    • Review, revise and reinforce current practice
    • Application to new areas (eg partnerships)
    • New purposes (e.g. outcomes, behaviour)
    • New circumstances (eg faster change)
    • Applying new technology (eg for better collection, analysis and reporting)
    • Combining approaches (eg LIS, R&I, strategic management, customer insight)
  • 4. Practical Problems PLAN REVIEW REVISE DO No action Simplistic responses Not focusing on what will make a difference Monitoring not managing PIs Ambiguous Don’t reflect reality Costly to collect Wrong mix Unreliable Etc. Wrong balance of qualitative and quantitative information (over-reliance on PIs) An industry of PIs No trust in the information Poor presentation Inadequate understanding and analysis Data but not intelligence No commitment from leaders (members and officers) No clear direction Inadequate public involvement Conceptual confusion (e.g. targets / priorities) It’s hard! Distorted activity Perverse incentives Gaming Not pulling together
  • 5. Performance Management “ Performance management is taking action in response to actual performance to make outcomes better than they would otherwise be” Community Strategy Corporate Service Team and Individual PLAN REVIEW REVISE DO
  • 6. Leadership Performance Management Culture Learning (organisations) Recruitment Training Organisational Structure Pay and conditions New Technology Reaction to one-off events What is and isn’t PM Professionalism / public service ethos
  • 7. Accountability Performance Management Local Information Systems Strategic Management Business and Service Planning Horizon scanning / futures Research and Intelligence Associated areas Customer insight Operational management Risk management Public engagement
  • 8. Formal decisions (e.g. cabinet, management team) Operational decisions Hard qualitative information (e.g. photographs) Soft qualitative information (e.g. views of constituents) Data sets Collate, access and assess Information and knowledge Analysis, interpretation, presentation. Judgement and decision making. Fundamental Research (how things work in the world) Implicit and non-decisions Procedures and routines Information to the public e.g. for accountability Use of Information – a conceptual model Customer interactions Surveys Observation / counting Analyse and interpret Performance mangt Research and Intelligence Policy – horizon scanning Performance measurement Strategic mangt Professional expertise Organisational design and devpt
  • 9. Performance Management – dimensions Linear – complex Simple - complicated regular - varied Operational – corporate - partners Silo - system Timescale (days –> years) Applied to scope, context, circumstances: How prescriptive Integration Number and type of approaches Formalised Permanence Consistency Timescale Ownership Centralised – devolved Control vs improvement vs innovation
  • 10. Performance Management – components Targets PIs Analysis Presentation People Technology Processes Resources Qualitative information Data Input Process Output Outcome Info collection Corporate, PI based Outcomes based accountability EFQM Excellence Model Balanced scorecard Lean / process redesign / Six Sigma Strategic Business Intelligence IiP Social media Photo and video Statistical Process Control Systems Improvement action Customer and citizen involvement Prioritisation Aims and objectives Dynamic 3-d Simulation Peer support Customer insight Delivery of LAA outcomes Revise aims and targets PLAN REVIEW REVISE DO
  • 11. Challenges
    • Practicalities (eg data sharing, gaming and distortions, Members involvement etc.)
    • Effective operationally and corporately
    • Shared accountability in partnerships
    • Complexity and unpredictable outcomes
    • Making best use of technology
    • Real time data
    • Citizen and customer involvement and accountability
    • Making the best of existing approaches
    • Developing new models

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