1. Presenter : Afanasyev Oleg
Participant : ________________
on October 17-18
Training Studio Business Systems

2. Purpose:
Equip managers with new technologies of the personnel productivity management.
Tasks :
Analyze performance of employees.
Describe business processes of subdivision.
Develop regulations of the organization of work for
departments.
Master the technology of controlling the behavior of
subordinates.
Learning how to manage the productivity of employees.
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3. Day 1.
10.00
Introduction to training: minute of boasting, analysis of the results of previous module.
11.30
Coffee break.
11.45
Theme 1. People.
•
•
•
•
•
Analysis of the effectiveness of subordinates.
Distribution of subordinates into categories based on their levels of performance.
Identify effective strategies for individual work with employees of different categories.
Development of the Program to improve productivity.
The implementation of the program to improve productivity.
13.00
Lunch.
14.00
Theme 2. Business Processes.
15.30
Coffee break.
15.45
•
17.15
Coffee break.
17.30
•
18.30
19.00
20.00
Summary of the day.
End of working time.
The movie.
•
•
•
Description of the output product of the units and definition its quality parameters.
Definition of Internal Customers and Internal Suppliers of subdivision.
Description of the Input and Output of key business process of subdivision.
Description of Key business process of subdivision.
Identification and description of the Providing business processes of subdivision.
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4. Name, title
Potential for the development
1.
2.
3.
4.
5.
Task of increasing employee productivity
My expectations for this training
1.
2.
3.
4.
5.
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5.  Speaks only one
 Gangway
 Autumn
 Shoulder loops
 I am – utterance
 A piece of Cake
 A cup of Tea
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6. www.businessystem.com
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7. 1. People
1.
Analysis of the effectiveness of subordinates.
2.
Distribution of subordinates into categories based on their levels of performance.
3.
Identify effective strategies for individual work with employees of different categories.
4.
Development of the Program to improve productivity.
5.
The implementation of the program to improve productivity.
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8. 1.
People
2.
5.
Business
Processes
Management
Increasing of the
productivity
4.
Valuables
3.
Organization
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9. KFS
People
Aspects of the improving economic efficiency of the personnel
1.
2.
3.
4.
5.
Points
Analysis of the effectiveness of subordinates.
Distribution of subordinates into categories based on their levels of performance.
Identify effective strategies for individual work with employees of different categories.
Development of the Program to improve productivity.
The implementation of the program to improve productivity.
Total
+
%
1.
2.
3.
4.
5.
5
Business Processes
1.
2.
3.
4.
5.
Description of the output product of the units and definition its quality parameters.
Definition of Internal Customers and Internal Suppliers of subdivision.
Description of the Input and Output of key business process of subdivision.
Description of Key business process of subdivision.
Identification and description of the Providing business processes of subdivision.
1.
2.
3.
4.
5.
5
Organization
1.
2.
3.
4.
5.
Definition or clarification of the organizational structure of the subdivision.
Creating Maps of activity for every job or Role position in a typical project.
Definition of the КPI.
Definition mechanism for monitoring and statistics control.
Statistics control in real time.
1.
2.
3.
4.
5.
5
Valuables
1.
2.
3.
4.
5.
Identification of key principles of behavior in the team.
Analysis of the loyalty of subordinates.
Description of the loyalty control.
Upbringing the desired behavior in employees.
Monitoring and control of deviations.
1.
2.
3.
4.
5.
5
Management
1.
2.
3.
4.
5.
Certification: Effectiveness, Competence, Loyalty.
Personal development planning.
Monitoring of development plans and efficiency dynamic.
Management decision making.
Implementation of management decisions.
1.
2.
3.
4.
5.
5
Total
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10. 5.
Leader
_______
4.
Excess maker
(>110%)
_________
3.
High potential
(>100%)
__________
2.
Reliable
(=100%)
___________
1.
Moaner
(< 100%)
__________
LEVEL OF PERSONAL RESPONSIBILITY IS MEASURED BY
ACHIEVEMENT OF THE OBJECTIVES STATISTICS
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11. Categories
Co-workers
1.
MOANER
2.
RELIABLE
3.
HIGH POTENTIAL
4.
EXCESS MAKER
5.
LEADER
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12. Categories
Strategies for performance improving
1.
MOANER
2.
RELIABLE
3.
HIGH POTENTIAL
4.
EXCESS MAKER
5.
LEADER
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13. Purpose - SMART
№
Major obstacles
Course of action
1
2
3
4
5
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14. Purpose - SMART
№
Course of
action
№
Steps
Terms
Results
Start
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Responsible
End
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15. Purpose - SMART
№
Course of
action
№
Steps
Terms
Results
Start
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Responsible
End
15

16. Purpose - SMART
№
Course of
action
№
Steps
Terms
Results
Start
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Responsible
End
16

17. Purpose - SMART
№
Course of
action
№
Steps
Terms
Results
Start
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Responsible
End
17

18. Purpose - SMART
№
Course of
action
№
Steps
Terms
Results
Start
www.businessystem.com
Responsible
End
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19. www.businessystem.com
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20. 2. Business Processes
1.
Description of the output product of the units and definition its quality parameters.
2.
Definition of Internal Customers and Internal Suppliers of subdivision.
3.
Description of the Input and Output of key business process of subdivision.
4.
Description of Key business process of subdivision.
5.
Identification and description of the Providing business processes of subdivision.
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21. Company
For whom?
What do we do?
What is the result of
activities?
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The quality criteria
of the result?
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22. External customers
External suppliers
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23. EXTERNAL CUSTOMER
EXPECTATIONS
REACTIONS
IMPLEMENTATION
OF APPLICATION
COMPANY
DESIRE FOR FURTHER APPLY
Input
Output
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24. Subdivision
For whom?
What do we do?
What is the result of
activities?
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The quality criteria
of the result?
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25. Internal Customers
Internal Suppliers
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26. INTERNAL
CUSTOMER
EXPECTATIONS
REACTIONS
IMPLEMENTATION
OF APPLICATION
SUBDIVISION
DESIRE FOR FURTHER APPLY
Input
Output
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27. INTERNAL
CUSTOMER
EXPECTATIONS
REACTIONS
I. Stages
1
2
3
4
5
ПОДРАЗДЕЛЕНИЕ
II. Algorithms
1.1
1.2
1.3
1.4
1.5
III. Procedures
DESIRE FOR FURTHER APPLY
Input
Output
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28. The Key
Business Process
Customer
KPI
Algorithms of actions
Implementation of
application
Application
Feedback
Correction of actions
1.
1.
1.
1.
Ans.
Ans.
Ans.
Ans.
2.
2.
2.
2.
Ans.
Ans.
Ans.
Ans.
3.
3.
3.
3.
Ans.
Ans.
Ans.
Ans.
4.
4.
4.
4.
Ans.
Ans.
Ans.
Ans.
5.
5.
5.
5.
Ans.
Ans.
Ans.
Ans.
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29. www.businessystem.com
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30. EXPECTATIONS
INTERNAL
CUSTOMER
YES REACTIONS
SUBDIVISION
DESIRE FOR FURTHER APPLY
Input
PROVIDING BUSINESS PROCESSES
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Output
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31. Subdivision
№
Providing
Business Processes
Suppliers
KPI
1
2
3
4
5
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32. Providing Business
Processes
Supplier
KPI
Algorithms of actions
Implementation of
application
Application
Feedback
Correction of actions
1.
1.
1.
1.
Ans.
Ans.
Ans.
Ans.
2.
2.
2.
2.
Ans.
Ans.
Ans.
Ans.
3.
3.
3.
3.
Ans.
Ans.
Ans.
Ans.
4.
4.
4.
4.
Ans.
Ans.
Ans.
Ans.
5.
5.
5.
5.
Ans.
Ans.
Ans.
Ans.
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33. Day 2.
10.00
Subject 3. Organisation.
•
•
•
Determination and specification of the department organizational structure.
Development of Function Maps for each Workplace.
KPI Determination.
11.30
Coffee Break.
11.45
•
•
•
•
13.00
Lunch.
14.00
Subject 4. Core Values.
•
•
•
•
•
Development of Function Maps for each Role position in a typical project.
KPI Determination.
Specification of the monitoring mechanism and statistic control.
Real-time statistic control
Determination of key team -behavior principles.
Subordinates’ allegiance Evaluation.
Specification of an Allegiance control mechanism.
The desired employees' behavior development.
Deviations Monitoring.
15.30
Coffee Break.
15.45
Subject 5. Performance Management.
•
•
Appraisal: Performance, Competence, Allegiance.
Personal development planning.
17.15
Coffee Break.
17.30
•
•
•
18.30
19.00
Recapitulation.
Closing-up.
Monitoring of development plans and achievement progress.
Management decision-making.
Execution of Management decisions.
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34. 3. Organisation
1.
2.
Determination and specification of the department organizational structure.
Development of the Function maps for each workplace or a Role position in a typical project.
3.
KPI Determination.
4.
Specification of the monitoring mechanism and statistic control.
5.
Real-time statistic control
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35. ORGANIZATIONAL STRUCTURE
Department
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36. Scrum in a rugby game between Newport and London Welsh in 1904
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37. 


It is a project management methodology , which is actively
applied in the information systems development for the agile
software development.
Scrum clearly emphasizes on a quality control of the
development process.
Besides the software development project management,
Scrum can be also applied in
◦ A work of software support teams, or
◦ As an approach to the management of program development and
maintenance: Scrum of Scrums.
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38. Project Backlog
Sprint Backlog
24 hours 30 days
Sprint
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Functioning SW with
new opportunities
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39. 
This approach was originally introduced by Takeuchi Hirotaka and Ikudjiro Nonaka in the
article “The New Product Development Game “(Harvard Business Review, January-February,
1986).

They noted that the projects, where small cross-functional teams are involved, usually produce
better Deliverables, and they explained it as “RUGBY APPROACH”.

In 1991 deGrace and Stahl in their book “Wicked problems, righteous solutions” referred to this
approach as SCRUM , sport term, mentioned by Takeuchi and Nonaka in their article .

At the beginning of 1990-s Ken Schwaber used the approach that has brought Scrum into his
company.

For the first time ever the Scrum has been widely introduced аs a documented and described
method by Schwaber and Jeff Sutherland at OOPSLA’96 in Austin.


Later on, Schwaber and Sutherland used to work together in order to process and describe
their experience and the industry best practice and integrate them in a methodology known
today as Scrum.
In 2001 Schwaber united his efforts with Mike Beedle in order to describe the method more
specifically in the book “Agile Software Development with SCRUM”.
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40. 
Is a set of principles on which the development
process is based. It enables
1. In a fixed limited-in-time interactions , called sprints,
2. to deliver to an end-user functioning software with
advanced features, to which the greatest priority has been
determined.
3. Software features for the production in the following
sprint are determined during planning at the sprint
primary stage, and cannot be changed during its
duration.
4. The fact that sprint is strictly fixed and limited in time
makes the development process predictable and flexible.
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41. Roles
________________
________________
________________
________________
________________
________________
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42. Mission Roles
The major goal
(performance indicator)
Key Tasks
(activity indicators)
Script Task Performance
(Algorithms, Deadlines)
Competence Sets
(Knowledge, Skills and Experience)
Behaviour
(core values)
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43. Decomposition Levels
Content
KPI
1. Mission
2. The major goal
3. Key Tasks
KPI
4.
Algorithms
1
2
3
4
5
Deadlines
1
2
3
4
5
6
7
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44. Algorithms
5. Competence
1
2
3
4
5
ЗУН
ЗУН
ЗУН
ЗУН
ЗУН
1
2
3
4
5
6
7
6. Corporate
culture values
What are the key-factors for this Role implementation??
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45. www.businessystem.com
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46. 4. Core Values
1.
Determination of key team behavior principles.
2.
Subordinates' allegiance Evaluation.
3.
Specification of an Allegiance control mechanism.
4.
The desired employees' behavior development.
5.
Deviations Monitoring.
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47. Company core values
Department employees
Total
Sum
Rating
1.
2.
3.
4.
5.
Total
Score
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48. www.businessystem.com
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49. 5. Management
1.
Appraisal: Performance, Competence, Allegiance.
2.
Personal development planning .
3.
Monitoring of development plans and achievement progress.
4.
Management decision-making.
5.
Execution of Management decisions.
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50. Performance
Competence
Allegiance
50

51. EMPLOYEES’ PERFORMANCE EVALUATION
№
Employees
Types of Employees
Downer
Regular
fellow
Candidate
Pool
Batman
Leader
Performance
< 100%
= 100%
Up to 110%
> 110%
each –
min 100%
Level
1
2
3
4
5
1
1
2
3
4
5
2
1
2
3
4
5
3
1
2
3
4
5
4
1
2
3
4
5
5
1
2
3
4
5
6
1
2
3
4
5
7
1
2
3
4
5
8
1
2
3
4
5
9
1
2
3
4
5
10
1
2
3
4
5
Total
Average score
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52. EMPLOYEES' COMPETENCE EVALUATION
№
Employees
Professional training received from the company
Knows
working
standards
by heart
Has been
trained at a
workplace
Instructed as
to a problemsolving
algorithm
Works without
mistakes
Performs
assigned
tasks fast and
in a good
manner
1
2
3
4
5
1
1
2
3
4
5
2
1
2
3
4
5
3
1
2
3
4
5
4
1
2
3
4
5
5
1
2
3
4
5
6
1
2
3
4
5
7
1
2
3
4
5
8
1
2
3
4
5
9
1
2
3
4
5
10
1
2
3
4
5
Competence
Total
Average score
52

53. EMPLOYEES’ ALLEGIANCE EVALUATION
№
Behaviour
Employees
Total
1
1
1
1
1
1
1
2
1
1
1
1
1
1
3
1
1
1
1
1
1
4
1
1
1
1
1
1
5
1
1
1
1
1
1
6
1
1
1
1
1
1
7
1
1
1
1
1
1
8
1
1
1
1
1
1
9
1
1
1
1
1
1
10
1
1
1
1
1
Rating
1
Total
Average score
Total points
Allegiance Level
«1»
1-2 scores
«2»
3-4 scores
«3»
5-6 scores
«4»
7-8 scores
«5»
9-10 scores
53

54. APPRAISALS' STORY
№
Employees
Evaluation Aspects
Average score
Performance
competence
Allegiance
1
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
2
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
3
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
4
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
6
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
7
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
8
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
9
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
10
1 2 3 4 5
1 2 3 4 5
Rating
1 2 3 4 5
Total (as per an aspect)
Average score (as per an aspect)
Sum of average scores (as per a team)
Average score (as per a team)
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55. www.businessystem.com
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56. №
Steps
Deadli
ne
Accountable
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Deliverables
Ок
56

57. Has this
training
met my
expectations?
What is my
major finding
in this
training?
What would I
like to wish
the team?
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58. OLEG AFANASYEV
Director of Business Systems,
Managing Partner of Profiles International Ukraine (USA)
Partner of Global Management Ukraine (Portugal)
www.profilesinternational.com
www.profilesinternational.com.ua
www.businessystem.com
www.gmcua.com
www.gmc.in.ua
www.ukrinnovation.com
oooaaa.bs@gmail.com
oleg@profilesinternational.com.ua
(+38067) 401 31 71
skype: oleg.afanasyev2
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