Dashboards are visual display mechanisms used in an operationally oriented performance measurement system that measure performance against targets and thresholds using right - time data. Scorecards are visual displays used in a strategically oriented performance measurement system that chart progress towards achieving strategic goals and objectives by comparing performance against targets and thresholds.
All processes should be measurable and performance driven (not just time, but measuring overall efficiency including cost, effort and other resources used). • Processes are strategic assets when they create competitive advantage and market differentiation. • Processes may define roles, responsibilities, tools, management controls, policies, standards,guidelines, activities and work instructions if they are needed.
One cannot control what one cannot measure. A well- chosen set of metrics clarifies the goals of the organization. Lack of governance to control project progress. Across the organization, different teams were using different governance mechanisms, not connected,with progress measured during informal weekly meetings. Poor communication due to different time zones and locations and cultural and political differences. Not all team members were fluent in English,and due to different time zones, many discussions were inconclusive or had to be postponed for days.
Productivity improvement through right governance
1Productivity improvement through RightGovernanceChandan Patary01 November 2012
2Agenda• What are the parameters relevant to productivity that need to betracked for effective Governance?• How can an organization demonstrate customer satisfaction andeffective value for money with metrics driven approach?• Effective Change management and Risk management tominimize down time and increase productivity?• Effective Business Requirement Management• How can we do the Benefit Realization and achieving results andlink the same for knowledge building and productivity?Presentation Title
5Dashboard and Scorecard• Measurement program and decision making• G-Q-M approach• Communication• Project/Program KPIs• Continuous improvement• Infrastructure and centralized displayPresentation Title
6Productivity• According to the definition of Productivity = Output/Input• Various questions appear when we look into the resourceusages.– How can stakeholders know how efficiently resourceutilization is happening?– How can stakeholders ensure optimum usage of theresources so that productivity goes up?– How can stakeholders take decision to control the ambientfactors which influence the output?Presentation Title
7Productivity Reduction Reason• Incomplete requirements• Lack of user involvement• Requirements churn• Wasted resources• Gold plating• Inaccurate estimatesPresentation Title
8Benefit Management and Realization• Benefit Realization plan(Start-middle-end)• Benefit monitoring and review• Organization maturity due to Benefit• Validate Benefit and impact• Benefit presentation• knowledge management(Benefit tracking information)Presentation Title
9Governance• The process of decision-making and the process by whichdecisions are implemented (or not implemented)• Governance is a framework which enables managementteams to make better decisions.• Accountability• Customer Satisfaction measurementPresentation Title
11Measurement• Measurement is ultimately a quest for certainty and control: certainty in understanding the natureof some phenomenon so as to control, influence, or evaluate that phenomenon• CSI Model – What is the vision? (strategy) Where are we now? (assessment) Where do we wantto be? (target) How do we get there? (process improvement) Are we there yet? (measure) Howdo we keep the momentum going?• 7-Step Improvement Process – What should you measure, what can you measure, gather thedata, process the data, analyze the data, present the data and implement improvement• Measure what you can? Measure what you value? Measure what drives behavior? Measure whatoptimizes results?• Success in any activity requires effective decision making based on clear indications of status andprogress• Measurement maturityPresentation Title
12Requirement Management• Requirements development is an iterative process• Organization Requirement management process, infrastructure.• Attributes captured(Absolute reference, Author of the requirement,Complexity, Ownership , Priority, Risks, Source of therequirement, Stability, Status, Urgency,cost,etc)• Requirement related change management(Process,Person,impact,plan etc)• Other attributes like (Unambiguous, Concise, Finite, Measurable,Feasible, Testable, Traceable)Presentation Title
13Project Classification• The complexity of the project, the nature of the deliverables, and theoverall risk to the business needs to be taken into consideration– How many stakeholders?– What will be the business/functional areas affected?– What will be the business systems that will be affected?– Amount and nature of risk?– Uniqueness of requirements– Number of technical resources required and expertise we have?– Domain where project is executing?Presentation Title
15Change Management• How the change align with the project and business objectives tohelp ensure all changes add business value?• Change should handled as a “mini project “ , plan change,cost,time,solution impact and contingency plan.Presentation Title
16Productivity Improvement stepsPresentation Title