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Strategy Management And Balanced Scorecarding At Barcelona City Hall With Ibm Cognos 8 Bi Scorecarding
 

Strategy Management And Balanced Scorecarding At Barcelona City Hall With Ibm Cognos 8 Bi Scorecarding

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Presentation on implementing a performance management system at the Barcelona City Hall using IBM Cognos BI (specifically Metrics Studio).

Presentation on implementing a performance management system at the Barcelona City Hall using IBM Cognos BI (specifically Metrics Studio).

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  • For each Sector, there is a catalogue with the total budget for programs and activities.Each activity has a budget allocatedExample: For the selected Objective (S15) is associated with the program 6501 and activities “A16042 - improve maintenance tunnels” and “A6043 – lighting maintenance and renewal”
  • Different tools. Technology agnostic solution.

Strategy Management And Balanced Scorecarding At Barcelona City Hall With Ibm Cognos 8 Bi Scorecarding Strategy Management And Balanced Scorecarding At Barcelona City Hall With Ibm Cognos 8 Bi Scorecarding Presentation Transcript

  • Powering Performance Management at the City Hall of Barcelona
    JordiVilalta, Director of Management & Control (Office of Strategy Management)
    Maria del Mar Gimenez-Salinas iBotella, Deputy Manager of Urban Planning
    Glyn Heatley, PM & Analytics Practice Leader (The Palladium Group, EMEA)
  • Agenda
    Introduction
    Barcelona 2.0 Transformation Model
    Model for Management by Objectives
    Enablement through a Performance Management Solution
    Conclusions
  • Introduction: Barcelona
    Barcelona has become one of the main economic and cultural hubs of Europe and is considered one of the European cities with the greatest projection in the world. Recently it was named the Euro-Mediterranean Capital. It is ranked as the Best European City in Quality of Life.
    Location & Population
    General figures
    Economic activity
    02
    03
    01
    Capital of Catalonia
    Second largest city of Spain:
    • 1.6 million inhabitants
    • 4.9 M metropolitan region: 10.7% of Spain's population
    Strategic geographical location
    Catalonia (mainly Barcelona) is driving the Spanish GDP as the largest contributor:
    • GDP Catalonia: 208,627 million € (2007)
    • GDP growth rate: 3.8% (2007)
    • PIB per Capita –PPP-: 25,651 € (9.4% ahead of EU27’s PPP)
    Number of companies: 477.942
    Foreign investment in Catalonia: 2,555 M €
    Fourth-best city in Europe for business*
    Airport passengers: 32,898,249
    Port Goods: 51.39 M tonnes
    Visitors: 7,108,398
    Conferences and conventions 1,775
    Barcelona economic triangle: 10,810,700 m2
    1000 Km
    1hr 40min flight
    1800 Km
    2hr 30min flight
    *Source: European Cities Monitor 2006
  • Introduction: The City Hall
    • eAdministration and Systems
    • General Services
    • Social Services
    • Environment
    • Prevention, Security and Mobility
    • Urbanism
    • Economic Development
    • Finances
    • HumanResources
    • Education and Culture
    10 SECTORS
    13.000  workers
    2.700 M€  budget
    10
    DISTRICTS
    MUNICIPAL HOLDING
    4
    • In the changing global environment, with society becoming better informed, more involved and more demanding, it is necessary to rethink public management models to address this new reality.
    • Virtual networks
    • New relationships between institutions and individuals
    • New economic and social structures
    Connectivity
    Social Diversity
    • Groups with a mixed background
    • Greater mobility
    • A future that demands quality of life alongside sustainability
    Sustainability
    Economic Globalization
    • Global economic recession
    • Infrastructure to compete in the global economy
    • Innovation
    Introduction: The Global Environment
    • The city of Barcelona has long been considered a world-class city. Therefore, due to the new realities of the global environment, it must adapt its model in order to successfully face challenges:
    Sustainable Barcelona
    Barcelona of the people
    Barcelona
    “Capital”
    Cohesion
    Quality
    Proximity
    Innovation
    Mobility
    Efficiency
    Barcelona and its
    neighbourhoods
    Dynamic, Enterprising, and Innovative Barcelona
    Introduction: The City Model
  • Agenda
    Introduction
    Barcelona 2.0 Transformation Model
    Model for Management by Objectives
    Enablement through a Performance Management Solution
    Conclusions
  • Gestión
    Ajuntament
    • The project to develop anewmanagement model of the City Council is known as Barcelona 2.0.
    Why should we change?
    What should we change?
    How can we achieve it?
    Key Projects
    New Management Model
    Global Environment
    +
    City Model
    The Barcelona 2.0 Transformation Model
  • Human
    Resources
    Plan
    Relationship
    with the
    citizens
    Management by
    Objectives
    e-Administration
    Territorialization Model
    Service
    Catalog
    IT Plan
    Transformation Model: Key Projects
  • Agenda
    Introduction
    Barcelona 2.0 Transformation Model
    Model for Management by Objectives
    Enablement through a Performance Management Solution
    Conclusions
  • Model for Management by Objectives
    Whydidwe decide toimplementthe Management byObjectives?
    1. Methodicalmonitoring of ...
    • PoliticalStrategy: Municipal Action Plan - PAM
    • Management Strategy: Plan Barcelona 2.0
    • OperatonalServices (external and internal)
    Tobeableto link corporate strategy with municipal budgets and its execution
    Clearly assign management responsibilities to managers and directors of the municipal structure
  • BPS
    • Objective: To implement a model that ensures that the City Council's strategy is enforced and that it is in line with all of the Sectors, Districts, Institutes, and Autonomous Organizations; so that management efficiency and effectiveness can be evaluated.
    Objectives
    Definition of programs
    MAP / City Activities
    Management by Objectives
    Budgeting by Programs
    Strategy Maps
    Breakdown of activities and projects
    Prioritization
    Scorecards
    Budget allocation for activities
    Information
    EFFECTIVENESS
    EFFICIENCY
    Model for Management by Objectives
  • BPS
    Groups of Programs
    Diagnostics
    Recurring objective activities
    Definition of overall budget limits
    Programs
    Activities
    KPIs
    Budget
    • Program budgets identified
    • Activities for each program defined
    • Money allocated for each activity
    • Budget activities aligned with the objectives in the map
    Spending
    Goals
    Investment
    Model for Budgeting by Programs
  • Objective X
    S
    Strategy Formulation through the Muncipal Action Plan –PAM-
    (2008 – 2011)
    Main Strategy Map
    MAP
    Recurring Activity
    +
    Revision of theassumptionsmade in the PAM. Input to formulatethenew PAM for nextterm of office
    Consolidation of the OSM
    MAP
    2012 - 2015
    Cascading maps for each Sector and District:
    BudgetingbyPrograms:
    • Defineactivities for eachbudgetedprogram
    • Allocate a budget for eachactivity
    • Alignbudgetedprogramswithmap’s objectives
    BI Solution: Dashboards of KPIs in IBM COGNOS for each map.
    Monitoring of defined KPIs.
    Program
    Activity
    $
    Management by Objectives as a Continuous Improvement Cycle
  • Model for Management by Objectives
    Global Mapforthe City Hall
    Drill-downinto 20 Maps:
    • Oneforeach Sector
    • OneforeachDistrict
  • Model for Management by Objectives
    Example
    • StrategicMaps are builtwithObjectivesthat are measuredwithKPI’s
    P7- Update and Expand Corporate Network Voice and Data
    • Each KPI isassociatedwith a Goal/Tolerance/Weight and Responsible
  • Management by Objectives: Schedule
    At a high level, the objective-based management schedule is summarized as follows:
    1 yearschedule
    Start Mandate
    End Mandate
    PAM
    2008
    PAM
    2012 - 2015
    BudgetbyPrograms
    Mandate Strategy
    Input to define PAM2012-2015
    IdentifyBudgetaryActivities
    Assign € toactivities
    Budgetnegotiation
    Link budgetaryactivitiestoStrategyMap
    BudgetValidation
    x4 years
    MbO
    Translatestrategyintoobjectives and StrategyMap
    Define / ReviewKPIs
    Updatetechnologyplatform
    COGNOS configured
  • Agenda
    Introduction
    Barcelona 2.0 Transformation Model
    Model for Management by Objectives
    Enablement through a Performance Management Solution
    Conclusions
  • URBANITZACIÓ
    MANTENIMENT
    CONSTRUCCIÓ
    URBANISME
    City Manager
    Are we executing our strategy?
    Global view of each District and Sector:
    • 80+ KPIs by Sector and District
    • Consolidated information
    Management Report
    KPI performance against target
    What KPIs and action plans will achieve our targets?
    Objectives details
    # of buildings restored
    Strategy Map
    Sectors & Districts Managers
    Improve conditions of urban buildings
    Where should we allocate our budget in order to reach the targets stablished at our plan?
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    Budget assigned to a given Objective
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    Budgetary Programs
    Status of objectives linked to a given budgetary program
    Are we allocating resources to the correct actions and initiatives? Are they bringing the expected results?
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    Finance Department
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    MbO: A new way of managing the city
  • 1
    2
    3
    Strategy Map
    Balanced scorecard - BSC
    Objective details
    4
    Programs - Activities and Budget
    KPI’s details
    Management by Objectives Solution Sample
  • Management by Objectives Solution Sample
    Strategy Map
    1
    Illustrative example
  • Management by Objectives Solution Sample
    Balanced Scorecard
    2
    Illustrative example
  • Management by Objectives Solution Sample
    Balanced Scorecard - BSC
    2
    • Example:In the case of S15 Objective "To provide the city with quality lighting, we have detail KPIs:
    Objective details
    3
    Illustrative example
  • Management by Objectives Solution Sample
    KPI Detail
    4
    Illustrative example
  • Programs– Activities and Budgets
    4
    Management by Objectives Solution Sample
    Illustrative example
  • Solution Architecture & Technologies
  • Solution Architecture & Technologies
    • Master Data & Meta Data Management: Strategies, Objectives, KPIs + Custom Attributes)
    • Security: Admin, Data and Usage
    • Status Calculations: Objetive and KPI status calculation for Monthy and Year To Date views
    • KPI Data Entry for those that can not be automated
    Cognos Metrics Studio
    Cognos Report Studio
    • Management of Budget Programs Activities (projects) and their assocaition with Strategic Objectives
    • Management of Special Projects, e.g. Tour de France
  • Solution Architecture & Technologies
    • Custom Reporting; Strategy Map, Balanced Scorecard, Objective Detail, KPI Detail and Financials (Monthly & Year To Date Views)
    • Financial Reporting of Actuals vs Budget for Activities/projects providing transparancy and accountablity
    • Management Comments to be maintained and reported on for Maps, Objective, KPIs and Special Projects
    • Management Control Reporting for the Office of Strategy Management to enable them to assist Sectors and Districts on their Strategy Management Process and Performance Analysis & Reporting
    Cognos Report Studio
    Cognos Query Studio
    • Adhoc Query & Reporting; Repeatable and one time analysis and reporting of City Management performance management activaties and status
    Cognos Go!Office
    • Executive Reporting; High quality executive management summary reporting using MS-Word with embedded Cognos Query and Report Objects
  • Solution Architecture & Technologies
    • Data Warehouse for centralization and integration of Performance Management Data
    • Advanced Status Calculations for Objectives and KPIs including Year to Date
    • Integrated, Historical Data Platform for Global Performance Management Reporting and Analysis (i.e across Sectors & Districts)
    • Data Sourcing of Financial Budget & Actuals for Program Activities
    • Data Sourcing of KPI Actuals
  • Performance Management SolutionSummary
    Objetivo X
    S
    Performance Management Solution
    Strategy Map
    Management Framework Adoption and Solution Enablement
    • 20 Maps
    • 500+ Objectives
    • 2000+ KPIs
    • 700+ Users
    • Integration with SAP
    • Integration with +20 Source Systems for data automation
    • Initial Framework and Solution Implementation 8 Months
    • 10 Team Members (Business & Technical)
    Strategy Cascaded to Sectors and Districts
    Budget by Programmes
    • Definition of activities for each program
    • Budget allocation to each activity
    • Links between strategic objectives and activities
    Programa
    Actividad

    Metrics, Query & Report Studio,Go! Office
  • UpcomingMbOSolutionChallanges
  • Real case of Success
    UrbanPlanning Sector
    Maria del Mar Gimenez-Salinas i Botella, Deputy Manager of Urban Planning
  • Real case of Success
  • Real case of Success
    “ The implementation process of the Management by Objectives has facilitated the alignment between the Urbanism Sector and different municipal companies and institutes with whom we coordinate to achieve common goals ”
    Maria del Mar Gimenez-Salinas i Botella, Deputy Manager of Urban Planning
  • Real case of Success
    “The new model of Management by Objectives is giving us the possibility to work in a different methodology in which we can plan we can plan our strategy at the beginning of the year and then we can analyze the results by monitoring the development of our objectives status ”
    Maria del Mar Gimenez-Salinas i Botella, Deputy Manager of Urban Planning
  • Real case of Success
    “So, we believe it is a huge positive change for the Sector being able to make decisions by comparing and analyzing what we planned at the beginning of the year and the results we have had monthly “
    Maria del Mar Gimenez-Salinas i Botella, Deputy Manager of Urban Planning
  • Agenda
    Introduction
    Barcelona 2.0 Transformation Model
    Model for Management by Objectives
    Enablement through a Performance Management Solution
    Conclusions
  • Development of a new city management model:link the strategic objectives of the term of office (PAM) to the tactical objectives specific to each Sector/District (maps)
    Definition of balanced scorecards according to KPIs for tracking key objectives
    Identification of the actions needed to meet objectives and aligning them to the city budget
    Establish a common framework of relationships, understanding, and evaluation among allstakeholders
    Promote verticalization within the City Council: between the service coordinator (Sector), the regional coordinator (District), and the service provider (Institute)
    High level of commitment and consensusamong everyone involved, thanks to the participatory nature of the project
    Very important cultural changethroughout the organization
    Improvefocusedof senior management
    Conclusions: Results Obtained
  • The Management by Objectives and methodology (XPP) havemadeit possible tosuccessfullyclosethe GAP between politics and management.
    Politicians - Managers
    Change management has been the key element for the success of the project.
    Change Management
    To ensure the success of Management by Objectives (and Barcelona 2.0), it is crucial to have an office that centralizes strategic management and key project management.
    Management Office
    Diverse information, several processes and multiple variables, makeKPI extraction highly complex.
    Difficulty to measure
    Lessons Learned