ACTIVITY performed through which inputs, such as funds, technical assistance and other types of resources are mobilized to produce specific outputs BASELINE from which variations found in the project or programme are measured BENCHMARK as the reference point or standard against which progress or achievements can be assessed. It refers to the performance that has been achieved in the recent past by other comparable organizations or similar circumstances GOAL is the higher-order objective to which a development intervention is intended to contribute IMPACT might have positive and negative long-term effects on identifiable population groups produced by a development intervention, directly or indirectly, intended or unintended INPUTS are the financial, human, material, technological and information resources used for development interventions OUTPUTS are the products and services that result from the completion of activities within a development intervention within the control of the organization OUTCOME is the intended or achieved short-term and medium-term effects of an intervention’s outputs, responding to priorities and needs Outcomes represent changes that occur between the completion of outputs and the achievement of impact OUTCOME EVALUATIONS investigate whether a programme or project caused demonstrable effects on specifically defined target outcomes PERFORMANCE to which a programme or a partner operates according to specific criteria/standard/guidelines or achieves results in accordance with stated plans PERFORMANCE INDICATORS are units of measurement that specify what is to be measured along a scale or dimension but do not indicate the direction or change. Performance indicators are a qualitative (narrative) and/or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a programme or investment PERFORMANCE MONITORING is a continuous process of collecting and analyzing data for performance indicators, to compare how well a programme, partnership or policy reform is being implemented against expected results (achievement of outputs and progress towards outcomes) RESULTS are changes in a state or condition. They might be intended or unintended, positive and/or negative RESULTS-BASED MANAGEMENT (RBM) is management strategy by which an organization ensures that its processes, products and services contribute to the achievement of desired results (outputs, outcomes and impacts) RBM rests on clearly defined accountability for results and requires monitoring and self-assessment of progress towards results, and reporting on performance

1. RESULTS-BASED MANAGEMENT FOR NPOs and NGOs
FROM STRATEGY TO WORKPLANS

2. About Us
2
2

3. HOLZER & Associates Ltd
 International consulting company headquartered in
Switzerland (Geneva Area), with local representation in
Spain (Bilbao Area) and in USA (New York City)
 Exclusive focus on Corporate Performance Management
(CPM) & Business Intelligence (BI) and Global Enterprise
Architecture
 Building bridges between Business & IT
 Transforming customers’ BI/CPM initiatives into reality
 Over 120 clients taking advantage of our consulting services
for the past 18 years
 Addressing a complete CPM/BI Services Portfolio (Business &
Management Consulting, sound and vendor-neutral CPM/BI/
DWH recommendation, Supplier and provider selection,
Program/Project Planning & Management, Change
Management)
3
3

4. Exclusive focus on BI/CPM/DWH
 Controlling & performance management solutions
— Value based management and Balanced Scorecard
— Consolidation and financial reporting
— Analysis / planning & forecasting / operational reporting
 Conceptual work & project management
— Fit/Gap Analysis, recommendation, process enhancement
— Design of Performance Management and measurement models
— Project, Portfolio and Program management and coaching
 Implementation of Oracle EPM/BI products
—
—
—
—
—
Oracle/Hyperion Strategic Finance
Oracle/Hyperion Performance Scorecard
Oracle/Hyperion Financial Management
Oracle/Hyperion Planning /Essbase
Oracle BI / Hyperion FDQM / DRM
4
4

5. Professional Services
 We support our customers throughout the implementation of Enterprise
Performance Management initiatives to achieve management
excellence:
Concepts
Oracle EPM
Strategy development
Value based management
Risk management
Group accounting
Financial reporting
Group
Strategy implementation
Balanced Scorecard
Operational value drivers
Planning & Budgeting
Company⁄ BU
Strategic Finance
Crystal Ball
Financial
Management
Performance
Scorecard and
OSSM
Planning
Value chain optimization
Process monitoring
Detail analysis
Processes
People Behavior
Essbase
& OBIEE
Incentives, Culture, Communication
5
5

6. They Have Trusted Us for The Last 20 Years
6
6

7. Helping organizations align their work plan with their
strategic objectives in a single centralized model with
ORACLE SCORECARD &
STRATEGIC MANAGEMENT
7
7

8. Oracle Scorecard and Strategy Management 1
 OSSM provides a flexible approach to development of
scorecards, supporting bespoke and recognized score carding
methodologies.
 Oracle Scorecard and Strategy Management is a new
capability that enables companies to achieve alignment
between top-level corporate strategic goals, cascaded
through a series of objectives, and monitored in real-time
through integrated KPIs.
 Scorecard capabilities are delivered as a completely
integrated module that fully leverages the OBI Server, its
metadata, and the enterprise semantic model, which means
there is full alignment between score carding and the rest of
BI or EPM.
8
8

9. Oracle Scorecard and Strategy Management 2
 KPIs are stored as reusable, core metadata objects that
track owners, thresholds and history.
 A variety of visualizations, such as KPI watch lists, strategy
maps, strategy trees, and cause and effect diagrams help
define, map, and continuously monitor performance to plan.
— Oracle Scorecard and Strategy Management does not dictate a specific
methodology, such as Balanced Scorecard, but instead let each business
flexibly apply KPIs to how they would like to align strategy across their
organizations
 Case study: aligning the work plan with strategic objectives
in a single centralized model. The UN case
“Results-Based Management Framework”
9
9

10. 10
10

11. 11
11

12. Results-Based Management Framework
Medium-Term
Strategic Plan
6 Years
Program Planning
Resource Requirements
2 Years
Workplan
Yearly
12
12

13. Medium Term Strategic Plan
Medium-Term
Strategic Plan
Strategic
Goals
1
M
Strategic
Outcomes
1
M
Strategic
Outcome
Indicators /
Impacts
13
13

14. Medium Term Strategic Plan
Medium-Term
Strategic Plan
Strategic
Goals
M
M
Development
Agenda
1
M
Strategic
Outcomes
1
M
Strategic
Outcome
Indicators /
Impacts
14
14

15. Program Plan and Resource Requirements
Program Planning
Resource Rerquirements
(Framework View)
1
M
M
M
(Planning View)
Budget
M
Strategic
Goals
Budget
M
1
N
Program
Program
1
M
Strategic Goals
1
1
1
M
M
M
Program Unit
Expected
Results
Expected
Results
1
1
M
M
Performance
Indicators
Performance
Indicators
15
15

16. Workplan: Objects relationship network
Workplan
Budget
1
1
Program
1
M
Program Unit
1
Activities
M
M
1
Org Unit
16
16

17. OSSM allows iterative deployment and control
Collaborate, define, apply, monitor and control
17
17

18. Defining Mid-Term Strategic Plan (MTSP)
18
18

19. Defining expected results by strategic goals
19
19

20. Defining expected results by programmes
20
20

21. Defining and assigning KPIs against targets
21
21

22. Aligning Budgeting process with Strategy 1
22
22

23. Aligning Budgeting process with Strategy 2
23
23

24. Alerting on deviation of budget against strategy
24
24

25. Assessing actuals against target
25
25

26. Showing root cause and cascading impacts
26
26

27. Understanding cascading impacts
27
27

28. And many other possibilities and functionalities…
28
28

29. holzer
&
associates
ltd
rue
de
la
verrerie
3
|
1870
monthey
2
|
switzerland
tel
emea
+
41
78
772
64
54
tel
usa
+1
347
474
02
04
info@holzer-­‐associates.com
|
www.holzer-­‐associates.com
Fabrice Holzer
Partner
Thank you very much