The Performance Institute provides comprehensive consulting services to help government organizations improve performance and deliver excellence to citizens. They offer strategic planning, performance measurement, resource alignment, reporting and evaluation, human capital management, project management, and process improvement services. Their methodologies are driven by public sector experience and focus on achieving strategic goals and measuring results that benefit citizens.
Presentation by Dr. Damien West on 'Developing High Performance: Performance ...OECD Governance
This presentation by Dr. Damian West from the Australian Public Service Commission, was made at the joint meeting of the Senior Budget Official Performance and Results Network and the Public Employment and Management Expert meeting on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.
Performance Indicators in the Public Sector: Case StudyNatalia Katasonova
This document discusses key performance indicators for public mental health services in Australia. It introduces the need for performance indicators to monitor and improve quality of care. A national framework was developed with input and criteria. The framework includes domains like effectiveness, appropriateness, efficiency, accessibility, continuity, responsiveness, capability, safety and sustainability. Specific indicators are proposed within each domain to provide a balanced view of inputs, processes, outputs and outcomes. The goal is a standardized set of indicators to evaluate performance over time and identify areas for improvement.
Measuring performance of the public sector-problems and appraochesminiverma1
The document discusses various approaches to performance measurement in government organizations. It describes traditional, uni-dimensional approaches that focus mainly on financial and output measures, and their limitations. It then introduces multi-dimensional approaches like the Balance Scorecard and Public Sector Value Model that provide a more holistic view of performance across financial and non-financial factors, and link performance measurement to organizational strategy and outcomes. Key benefits and challenges of these different performance measurement frameworks are also highlighted.
Presentation about QuestOps Employee Benefits & Insurance Services in how it assisted organizations from 2000 to 2006 with assessing, developing, and implementing a cost-effective benefits-program strategy that included a comprehensive suite of plans for healthcare (medical & dental), income protection (disability), survivor protection (life insurance), and retirement/long-term savings
The document discusses outcome-based pricing for technology services. It defines three types of outcomes that can be delivered: 1) consumption-based, 2) key performance indicator (KPI)-based, and 3) financial-based. It also distinguishes between revenue streams, offer types, pricing models, and pricing mechanisms. Traditional technology companies derive most revenue from products, annual services contracts, and implementation projects. However, the industry is shifting from an "asset" focus to an "outcome" focus, where companies bundle products and services to guarantee target business outcomes for customers.
Presentation by Rachel Holloway, Department for Business, Energy, & Industrial Strategy, United Kingdom, at the RIA workshop which took place in Lima on 22-24 May 2017. Further information is available at www.oecd.org/gov/regulatory-policy/.
Danika Tynes has over 17 years of experience in program management, analytics, and management consulting. She specializes in driving large projects, introducing change initiatives, and collaborating with stakeholders. Her background includes strategy development, program delivery, process improvement, change management, and technology integration. Currently she is a Research Professor at Georgia Tech Research Institute, where she provides program support as the Systems Integrator for Georgia's Medicaid Management Information System transformation initiative.
Implementing Strategic Reviews by Mark BussowOECD Governance
Presentation by Mark Bussow at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Presentation by Dr. Damien West on 'Developing High Performance: Performance ...OECD Governance
This presentation by Dr. Damian West from the Australian Public Service Commission, was made at the joint meeting of the Senior Budget Official Performance and Results Network and the Public Employment and Management Expert meeting on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.
Performance Indicators in the Public Sector: Case StudyNatalia Katasonova
This document discusses key performance indicators for public mental health services in Australia. It introduces the need for performance indicators to monitor and improve quality of care. A national framework was developed with input and criteria. The framework includes domains like effectiveness, appropriateness, efficiency, accessibility, continuity, responsiveness, capability, safety and sustainability. Specific indicators are proposed within each domain to provide a balanced view of inputs, processes, outputs and outcomes. The goal is a standardized set of indicators to evaluate performance over time and identify areas for improvement.
Measuring performance of the public sector-problems and appraochesminiverma1
The document discusses various approaches to performance measurement in government organizations. It describes traditional, uni-dimensional approaches that focus mainly on financial and output measures, and their limitations. It then introduces multi-dimensional approaches like the Balance Scorecard and Public Sector Value Model that provide a more holistic view of performance across financial and non-financial factors, and link performance measurement to organizational strategy and outcomes. Key benefits and challenges of these different performance measurement frameworks are also highlighted.
Presentation about QuestOps Employee Benefits & Insurance Services in how it assisted organizations from 2000 to 2006 with assessing, developing, and implementing a cost-effective benefits-program strategy that included a comprehensive suite of plans for healthcare (medical & dental), income protection (disability), survivor protection (life insurance), and retirement/long-term savings
The document discusses outcome-based pricing for technology services. It defines three types of outcomes that can be delivered: 1) consumption-based, 2) key performance indicator (KPI)-based, and 3) financial-based. It also distinguishes between revenue streams, offer types, pricing models, and pricing mechanisms. Traditional technology companies derive most revenue from products, annual services contracts, and implementation projects. However, the industry is shifting from an "asset" focus to an "outcome" focus, where companies bundle products and services to guarantee target business outcomes for customers.
Presentation by Rachel Holloway, Department for Business, Energy, & Industrial Strategy, United Kingdom, at the RIA workshop which took place in Lima on 22-24 May 2017. Further information is available at www.oecd.org/gov/regulatory-policy/.
Danika Tynes has over 17 years of experience in program management, analytics, and management consulting. She specializes in driving large projects, introducing change initiatives, and collaborating with stakeholders. Her background includes strategy development, program delivery, process improvement, change management, and technology integration. Currently she is a Research Professor at Georgia Tech Research Institute, where she provides program support as the Systems Integrator for Georgia's Medicaid Management Information System transformation initiative.
Implementing Strategic Reviews by Mark BussowOECD Governance
Presentation by Mark Bussow at the 10th annual meeting of the Senior Budget Officials Performance and Results Network held on 24-25 November 2014. Find more information at http://www.oecd.org/gov/budgeting
Presentation by Dr Orlaigh Quinn on 'Improving Performance and Accountability...OECD Governance
This presentation by Dr Orlaigh Quinn of the Department of Public Expenditure and Reform, Ireland, was made at the joint meeting of the Senior Budget Official Performance and Results Network and the Public Employment and Management Expert meeting on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.
Enterprise architecture provides a holistic view of an organization by mapping the relationships between business strategy, processes, information, applications, and technology. It helps align IT with business goals and drive innovation while ensuring operational excellence. The enterprise architecture framework includes perspectives on the vision, objectives, policies, roles and more to understand how the organization functions at both the current and future states.
Microsoft & Blueocean Case study at TMRE'13Course5i
This document discusses Microsoft's use of "Extension Teams" provided by blueocean market intelligence to enhance their market research capabilities. The Extension Teams allow Microsoft researchers to spend more time providing strategic insights to business units rather than operational tasks. The teams provide additional capacity, skills, speed and access to diverse data sources. This enables Microsoft researchers to take a 360 degree view of problems and issues. An example project analyzing the emerging "Phablet" category demonstrated the benefits of using multiple data to provide integrated insights that informed Microsoft's understanding of new markets. Over time, blueocean has expanded the Extension Team model across more of Microsoft with the goal of increasing the impact and ROI of Microsoft's market research investments.
This document provides an overview of results-based management (RBM) principles and planning tools. It discusses key RBM concepts like defining results as outputs, outcomes and impacts; and establishing causal links between activities and results. Common challenges in applying RBM like attribution and measuring higher level results are also reviewed. The document introduces UN planning tools like the UNDAF, CPD and results matrix to structure programmes around achievement of development results. It emphasizes setting strategic priorities and using analysis of problems, stakeholders and causal factors to identify appropriate results.
After this lecture participants will:
understand the basics of project management and know the role of project manager,
understand principles of Project Cycle Management (PCM),
know how to use Logical Framework Approach (LFA) and key terms and definitions for proposals and reports,
understand key elements of project monitoring and evaluation (M&E) and its cycle within the project or program, and
learn about and use Active Implementation Frameworks (AIF).
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Michael Regis is an experienced executive actuary seeking new opportunities. He currently manages all actuarial aspects of Aetna's commercial business in the West region, totaling $7 billion in annual revenue and over 1.5 million members. Previously he has held senior actuarial roles at Coventry HealthCare, UnitedHealth Group, and CIGNA, leading teams of 15-35 actuaries and analysts. He specializes in pricing strategy, reserving, forecasting, and managing the financial performance of commercial and government health insurance programs.
Developing Metrics for Financial Shared Services: Best Practices, Tips and T...Jeff Zwier
The document discusses best practices for developing metrics for financial shared services. It recommends focusing metrics on information rather than data, isolating processes to select the appropriate level of analysis, and ensuring metrics have clearly defined inputs, outputs, and impacts. It also provides tips on designing dashboards, scorecards, and reports to effectively communicate metrics to different audiences.
David Bagley has over 20 years of experience in operations management, risk management, and process improvement. He has worked for several large financial institutions, leading projects to develop business control models, customer service metrics, and process improvements, saving companies millions of dollars. Bagley has expertise in change management, risk analysis, and developing strategic initiatives.
RIA in the context of regulatory policy and governance: UKOECD Governance
Presentation by Rachel Holloway, Department for Business, Energy, & Industrial Strategy, United Kingdom, at the RIA workshop which took place in Lima on 22-24 May 2017. Further information is available at www.oecd.org/gov/regulatory-policy/.
The Outlook for Data 2017: A Snapshot Into the Evolving Role of Audience InsightFilipp Paster
Data is playing an increasingly critical role across a vast range of advertising and marketing applications. Marketers, media buyers, publishers, and digital advertising technology executives said that a renewed focus on measurement and attribution will be the centerpiece of their efforts in 2017 —a shift from 2016, when “cross-device audience recognition” took the lead position. This second annual benchmarking report explores how digital marketing and media practitioners are using audience data, and how they intend to evolve their data-centric practices in the year ahead.
This document discusses an employee engagement analytics solution called EmPOWER. It provides insights into employee behavior through tailored analysis and continuous tracking. Key features include understanding employee sentiment at different levels, identifying attributes that influence engagement, and visualizing results. The solution aims to help organizations address gaps in current engagement surveys and institutionalize data-driven decisions to improve business value.
David Bagley is an experienced leader with over 20 years of expertise in operations management, compliance, human resources, strategy, and business development. He has held roles at several large financial institutions and consulting firms, where he has led projects, teams, and business units. His experience includes developing business control models, metrics, and process improvements to facilitate regulatory changes and drive operational excellence.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
Customizing the Finance Shared Services Model to align with Organization Obje...Kenny Ong
The document discusses CNI Holdings Berhad's journey in customizing its financial shared services model to better align with organizational objectives. It identifies understanding business objectives, aligning the service model framework, and using internal customer indicators as key steps. The service model was aligned based on a 4-wheel framework considering objectives, structure, resources, leadership, and principles to better support the company's strategy of product leadership, customer intimacy, and operational excellence.
The document discusses a business performance management project at Johnson & Johnson Medical to build an integrated information solution to enhance business performance, planning, and analytics. It outlines key topics like the role of finance, performance management, and critical success factors. It also provides details of the proposed solution like scorecards, dashboard reports, and analytical cubes to provide benefits like improved decision making, monitoring, and building an analytical culture. Key issues to address include data integrity, change management, and executive sponsorship.
The document outlines Gary Zander's research into defining quality standards for charities. He reviewed the evaluation criteria used by the most widely referenced charity evaluators to identify common best practices. While financial health and accountability were priorities, there was little consensus on specific measurements. Values like respect, relationships, and empowerment were also identified as important to quality but not captured by standard indicators. The document proposes a standardized set of quality indicators balancing financial, effectiveness, and values-based metrics to help non-profits improve.
This document provides an overview of methodologies and regulatory impact assessments (RIAs) used in the UK. It discusses:
1) Guidance documents like the Green Book and Magenta Book that provide frameworks for policy appraisal and evaluation.
2) The purpose of RIAs is to make policy more evidence-based, ensure stability in legislation and business, and increase transparency.
3) The RIA process involves identifying the problem, objectives, options, impacts, costs/benefits, and includes public consultation and monitoring.
Proportionate analysis is key.
This document provides information about an upcoming conference on Measuring and Evaluating Social Services Performance to be held on March 22-23, 2010 in Arlington, VA. The conference will teach attendees how to build a successful performance management system, develop appropriate measures aligned with strategic goals, map activities and outcomes to improve results, and evaluate management capacities. Speakers will explore topics like establishing performance evaluation, strengthening outcome-oriented management, increasing accountability and transparency, and aligning data collection. The conference aims to provide social services professionals with tools and best practices for performance measurement and evaluation.
This document describes a two-day summit on measuring and evaluating social services performance. The summit will provide training on developing effective performance management systems, implementing outcome-oriented management, and strengthening accountability and transparency. Attendees will learn how to establish performance measures, collect relevant data, assess program effectiveness, and develop evaluation reports to improve social services programs. The trainer, Jon Desenberg, has 19 years of experience in performance management for government agencies.
Presentation by Dr Orlaigh Quinn on 'Improving Performance and Accountability...OECD Governance
This presentation by Dr Orlaigh Quinn of the Department of Public Expenditure and Reform, Ireland, was made at the joint meeting of the Senior Budget Official Performance and Results Network and the Public Employment and Management Expert meeting on 26 November 2015. For further information, please see http://www.oecd.org/gov/pem/.
Enterprise architecture provides a holistic view of an organization by mapping the relationships between business strategy, processes, information, applications, and technology. It helps align IT with business goals and drive innovation while ensuring operational excellence. The enterprise architecture framework includes perspectives on the vision, objectives, policies, roles and more to understand how the organization functions at both the current and future states.
Microsoft & Blueocean Case study at TMRE'13Course5i
This document discusses Microsoft's use of "Extension Teams" provided by blueocean market intelligence to enhance their market research capabilities. The Extension Teams allow Microsoft researchers to spend more time providing strategic insights to business units rather than operational tasks. The teams provide additional capacity, skills, speed and access to diverse data sources. This enables Microsoft researchers to take a 360 degree view of problems and issues. An example project analyzing the emerging "Phablet" category demonstrated the benefits of using multiple data to provide integrated insights that informed Microsoft's understanding of new markets. Over time, blueocean has expanded the Extension Team model across more of Microsoft with the goal of increasing the impact and ROI of Microsoft's market research investments.
This document provides an overview of results-based management (RBM) principles and planning tools. It discusses key RBM concepts like defining results as outputs, outcomes and impacts; and establishing causal links between activities and results. Common challenges in applying RBM like attribution and measuring higher level results are also reviewed. The document introduces UN planning tools like the UNDAF, CPD and results matrix to structure programmes around achievement of development results. It emphasizes setting strategic priorities and using analysis of problems, stakeholders and causal factors to identify appropriate results.
After this lecture participants will:
understand the basics of project management and know the role of project manager,
understand principles of Project Cycle Management (PCM),
know how to use Logical Framework Approach (LFA) and key terms and definitions for proposals and reports,
understand key elements of project monitoring and evaluation (M&E) and its cycle within the project or program, and
learn about and use Active Implementation Frameworks (AIF).
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Michael Regis is an experienced executive actuary seeking new opportunities. He currently manages all actuarial aspects of Aetna's commercial business in the West region, totaling $7 billion in annual revenue and over 1.5 million members. Previously he has held senior actuarial roles at Coventry HealthCare, UnitedHealth Group, and CIGNA, leading teams of 15-35 actuaries and analysts. He specializes in pricing strategy, reserving, forecasting, and managing the financial performance of commercial and government health insurance programs.
Developing Metrics for Financial Shared Services: Best Practices, Tips and T...Jeff Zwier
The document discusses best practices for developing metrics for financial shared services. It recommends focusing metrics on information rather than data, isolating processes to select the appropriate level of analysis, and ensuring metrics have clearly defined inputs, outputs, and impacts. It also provides tips on designing dashboards, scorecards, and reports to effectively communicate metrics to different audiences.
David Bagley has over 20 years of experience in operations management, risk management, and process improvement. He has worked for several large financial institutions, leading projects to develop business control models, customer service metrics, and process improvements, saving companies millions of dollars. Bagley has expertise in change management, risk analysis, and developing strategic initiatives.
RIA in the context of regulatory policy and governance: UKOECD Governance
Presentation by Rachel Holloway, Department for Business, Energy, & Industrial Strategy, United Kingdom, at the RIA workshop which took place in Lima on 22-24 May 2017. Further information is available at www.oecd.org/gov/regulatory-policy/.
The Outlook for Data 2017: A Snapshot Into the Evolving Role of Audience InsightFilipp Paster
Data is playing an increasingly critical role across a vast range of advertising and marketing applications. Marketers, media buyers, publishers, and digital advertising technology executives said that a renewed focus on measurement and attribution will be the centerpiece of their efforts in 2017 —a shift from 2016, when “cross-device audience recognition” took the lead position. This second annual benchmarking report explores how digital marketing and media practitioners are using audience data, and how they intend to evolve their data-centric practices in the year ahead.
This document discusses an employee engagement analytics solution called EmPOWER. It provides insights into employee behavior through tailored analysis and continuous tracking. Key features include understanding employee sentiment at different levels, identifying attributes that influence engagement, and visualizing results. The solution aims to help organizations address gaps in current engagement surveys and institutionalize data-driven decisions to improve business value.
David Bagley is an experienced leader with over 20 years of expertise in operations management, compliance, human resources, strategy, and business development. He has held roles at several large financial institutions and consulting firms, where he has led projects, teams, and business units. His experience includes developing business control models, metrics, and process improvements to facilitate regulatory changes and drive operational excellence.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
Customizing the Finance Shared Services Model to align with Organization Obje...Kenny Ong
The document discusses CNI Holdings Berhad's journey in customizing its financial shared services model to better align with organizational objectives. It identifies understanding business objectives, aligning the service model framework, and using internal customer indicators as key steps. The service model was aligned based on a 4-wheel framework considering objectives, structure, resources, leadership, and principles to better support the company's strategy of product leadership, customer intimacy, and operational excellence.
The document discusses a business performance management project at Johnson & Johnson Medical to build an integrated information solution to enhance business performance, planning, and analytics. It outlines key topics like the role of finance, performance management, and critical success factors. It also provides details of the proposed solution like scorecards, dashboard reports, and analytical cubes to provide benefits like improved decision making, monitoring, and building an analytical culture. Key issues to address include data integrity, change management, and executive sponsorship.
The document outlines Gary Zander's research into defining quality standards for charities. He reviewed the evaluation criteria used by the most widely referenced charity evaluators to identify common best practices. While financial health and accountability were priorities, there was little consensus on specific measurements. Values like respect, relationships, and empowerment were also identified as important to quality but not captured by standard indicators. The document proposes a standardized set of quality indicators balancing financial, effectiveness, and values-based metrics to help non-profits improve.
This document provides an overview of methodologies and regulatory impact assessments (RIAs) used in the UK. It discusses:
1) Guidance documents like the Green Book and Magenta Book that provide frameworks for policy appraisal and evaluation.
2) The purpose of RIAs is to make policy more evidence-based, ensure stability in legislation and business, and increase transparency.
3) The RIA process involves identifying the problem, objectives, options, impacts, costs/benefits, and includes public consultation and monitoring.
Proportionate analysis is key.
This document provides information about an upcoming conference on Measuring and Evaluating Social Services Performance to be held on March 22-23, 2010 in Arlington, VA. The conference will teach attendees how to build a successful performance management system, develop appropriate measures aligned with strategic goals, map activities and outcomes to improve results, and evaluate management capacities. Speakers will explore topics like establishing performance evaluation, strengthening outcome-oriented management, increasing accountability and transparency, and aligning data collection. The conference aims to provide social services professionals with tools and best practices for performance measurement and evaluation.
This document describes a two-day summit on measuring and evaluating social services performance. The summit will provide training on developing effective performance management systems, implementing outcome-oriented management, and strengthening accountability and transparency. Attendees will learn how to establish performance measures, collect relevant data, assess program effectiveness, and develop evaluation reports to improve social services programs. The trainer, Jon Desenberg, has 19 years of experience in performance management for government agencies.
This document provides information about an upcoming conference on Measuring and Evaluating Social Services Performance to be held on March 22-23, 2010 in Arlington, VA. The conference will teach attendees how to build a successful performance management system, develop appropriate measures aligned with strategic goals, map activities and outcomes to improve results, and evaluate management capacities. Speakers will explore topics like establishing performance evaluation, strengthening outcome-oriented management, increasing accountability and transparency, and aligning data collection. The conference aims to provide social services professionals with tools and best practices for performance measurement and evaluation.
This document provides information about an upcoming conference on Measuring and Evaluating Social Services Performance to be held on March 22-23, 2010 in Arlington, VA. The conference will teach attendees how to build successful performance management systems, develop appropriate measures, map activities and outcomes to improve results, and evaluate management capacities. Speakers will include experts from The Performance Institute. Attendees can earn up to 12 CPE credits. Reasons to attend include establishing performance evaluation, strengthening outcome-oriented management, increasing accountability and transparency, and aligning data collection.
This two-day training workshop focuses on performance management and program evaluation for social services. Attendees will learn how to build successful performance management systems, develop strategic measures, improve data collection and mapping of activities and outcomes, and evaluate program efficiency and effectiveness. The workshop will be held on March 22-23, 2010 in Arlington, VA and will provide up to 12 CPE credits. Attendees include officials from federal, state and local human services agencies and nonprofit organizations.
This two-day training workshop focuses on improving social services performance through effective performance management and program evaluation. Participants will learn how to build successful performance management systems, develop strategic measures, integrate planning, evaluation and performance measurement, obtain individual accountability, and define outcomes. The workshop will provide strategies and best practices for collecting and analyzing quality data, assessing program impacts, and devising evaluation reports to improve social services programs.
This two-day training workshop focuses on performance management and program evaluation for social services. Attendees will learn how to build successful performance management systems, develop strategic measures, improve data collection and mapping of activities and outcomes, and evaluate program efficiency and effectiveness. The workshop will be held on March 22-23, 2010 in Arlington, VA and will provide up to 12 CPE credits. Attendees include officials from federal, state and local human services agencies and nonprofit organizations.
The document summarizes Capita's services for optimizing employee reward and benefit programs. It provides data-driven strategic reviews and designs of programs to improve engagement and identify cost savings. Key services include benchmarking current programs against market data, conducting workforce demographic analyses, and establishing governance processes to ensure programs meet evolving business needs. Clients have realized direct annual savings of over £17 million through Capita's evidence-based optimization approach.
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
This document discusses performance measurement in local governments. It explains that performance measurement can demonstrate accountability, improve resource allocation, and help achieve desired results. It outlines various performance measurement frameworks that can be used, including the balanced scorecard, logic models, benchmarks, and performance budgeting. It emphasizes the importance of linking performance measures to goals and using data to inform decision making and drive continuous improvement. Overall performance measurement is presented as a tool to enhance management and service delivery in local governments.
BEAT Consulting aims to support enterprises by developing innovative solutions to enhance operational performance and knowledge management. Their values include collaborating with clients to catalyze performance improvements through developing and implementing tailored solutions that deliver measurable results and competitive advantages. Their services include assessing business processes and strategies, developing performance management tools, improving value delivery, and formalizing planning and documentation to support growth.
The document discusses the implementation of the ActiveStrategy performance management system within WellPoint's State Sponsored Business division. Key points:
- ActiveStrategy was implemented within 6 months to centralize performance data, display KPIs, and ensure accountability.
- An internal team of 5 associates worked with ASE Consulting to build out scorecards linking objectives and measures across various levels.
- Over 100 users were onboarded and trained. The system now includes 30 scorecards, 14 objectives per scorecard, and over 4,000 measures across various dashboards and reports.
- Users have provided positive feedback on the system's fast reporting and ability to track historical performance. Future projects aim to utilize data to run the
The document discusses performance measurement for homeless services. It defines performance measurement and outlines ingredients for successful implementation, including establishing strategic objectives and metrics. It notes challenges like pressure on staff to lie about data and discomfort with data analysis. Approaches discussed include prioritizing clients, tracking outcomes over just outputs, and coordinating measurement across service sectors rather than just programs.
Professional Service Performance AccelerationJeanne Urich
This document provides an overview of Service Performance Insight's Professional Service Performance Acceleration Program. The program uses Service Performance Insight's PS Maturity Model to assess professional service organizations across five pillars: vision/strategy/leadership/culture, client relationships, human capital alignment, service execution, and finance/operations. The assessment identifies the organization's maturity level for each pillar. Service Performance Insight then facilitates an executive workshop to develop consensus on priority improvement initiatives. The goal is to provide an objective assessment of strengths and weaknesses to guide strategic planning and accelerate performance improvement. Typical client engagements include a maturity assessment, employee survey, leadership interviews, and a benchmarking report with recommendations.
Pyramid Consulting International provides strategy, capability, and execution consulting services to help clients translate their strategy into successfully executed programs and projects. Their service lines include strategic alignment, resource management, portfolio optimization, financial performance, infrastructure development, process improvement, organizational change management, and project monitoring and control. They have helped clients realize benefits such as increased capital project throughput, cost savings, process efficiencies, and standardized project management processes. Representative case studies described include developing project lifecycle management processes, establishing a portfolio management office, conducting a capital project management assessment, performing a process compliance audit, facilitating strategic planning, prioritizing capital projects, and developing a risk management plan.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
The document outlines Governor Gregoire's management framework, which consists of 7 elements: plan, allocate resources, manage people, analyze progress, respond by making decisions and taking action, improve processes, and communicate results and listen. The framework is intended to help agencies achieve strategic, responsive, and accountable results by aligning their work with the Governor's priorities of education, economic development, health care, accountability, public safety, the environment, and transportation.
The document provides guidelines for state agency strategic planning in Washington. It discusses why strategic planning is important, including linking agency budgets to goals and statewide priorities. The guidelines emphasize that strategic plans should focus on how agencies will achieve statewide results and outcomes. It also outlines best practices for strategic planning and implementing strategic plans. Resources and references are provided to help agencies with the strategic planning process.
The document discusses performance management in the public sector. It explains that performance management utilizes quantitative and qualitative indicators called performance measures to understand, manage, and improve government programs and departments. Performance measures help evaluate the efficiency and effectiveness of departments, identify if goals are being met, and determine if improvement is needed. The document then discusses Loudoun County's current performance management framework, noting issues like measures not clearly indicating if objectives are achieved and departments focusing more on outputs than outcomes. It proposes a performance measure model to help analysts work with departments to develop more consistent and reliable performance measures across the county.
Similar to Consulting Brochure / The Performance Institute (20)
This document discusses how brands can use gamification to engage customers and build loyalty. It notes that it is 6-7 times more expensive to acquire a new customer than retain an existing one. Gamification uses elements like rewards, levels, progress, and meaningful choices to motivate customer participation and continued engagement with a brand. Examples are provided of how Club Psych and Samsung Nation saw increased user engagement and loyalty through gamified experiences. While gamification is not always necessary, the document argues it can be a powerful tool when integrated into a brand's content and engagement strategy.
Nicole Cathcart has case studies and projects from work with several companies including ExxonMobil, Thompson Media Group, Bioworld, Sheshunoff Information Services, The Performance Institute, and Personal, Inc. Her work includes creating dashboards, launching blogs and social media campaigns, developing strategies to increase online reach and revenue, managing SEO and SEM programs, and more. Through her efforts, she helped companies add thousands of followers on social media, increase conversion and transaction rates, and grow revenues in the double or triple digits.
This document summarizes a 20th anniversary magazine published by BioWorld. It provides an overview of the publisher's history acquiring BioWorld in 1994 and evolving it into an online enterprise. It then thanks various people who have contributed to BioWorld over the years, including customers, previous owners, editors, reporters, sources, and partners. It expresses gratitude to the biotechnology industry for being an interesting subject to cover over the past 20 years.
This document outlines a web strategy and brand consolidation plan for a publishing company. The key objectives are to develop an online customer experience across marketing and product sites, maximize profitable online customer acquisition and retention, and expand brands through thought leadership online. It recommends consolidating multiple brands and sites under 8 main brands to improve SEO, marketing efficiency and the customer experience. The strategy involves redesigning sites and products, enhancing the member experience, developing social/community features, and defining new product delivery. It provides examples of how to structure brands both horizontally by topic and vertically by market served to create comprehensive compliance solutions for customers.
The document provides information about The Grants Insider program, which offers resources and training for grant professionals. It summarizes:
1) The Grants Insider program provides access to grants publications, manuals, training courses, consulting services, and a grants management certification program to help users seek, manage, audit, and maximize grants.
2) Resources include an e-newsletter, online and live training courses, manuals and handbooks, and discounts on combination purchases.
3) Training covers the full grants lifecycle, including seeking, managing, auditing grants, and features both online asynchronous courses and live classroom instruction.
The document discusses using lifecycle email marketing to effectively promote products with limited budgets during tough economic times. It recommends segmenting lists based on demographics and behaviors to personalize messaging. Key lifecycle segments include prospects, free subscribers, trial customers, active customers, renewal customers, expired customers, and cancelled customers. Testing different email formats, content, and timing is important to engagement. Analytics like open and click-through rates help optimize the program. Lifecycle marketing allows publishers to craft targeted messages to move recipients through the sales funnel.
This document provides an overview of an issue of the InnoGov magazine from May 2009. It includes articles on strategies for finding and retaining top talent, an interview with Marcus Peacock on the Program Assessment Rating Tool (PART), and information on upcoming policy forums. The main article discusses the professional networking site GovLoop, which aims to connect federal, state and local government employees. It provides five reasons for its creation: to open up the government community, meet new people, break down silos, provide an outlet for ideas, and serve as a central hub.
Human: Thank you, that was a concise 3 sentence summary that captured the key information from the document.
This document outlines Sheshunoff & Wall Street Reform's initial social media plan. The objectives are to establish a presence on key social media platforms, engage in discussions around financial reform topics, and drive traffic to their website. The plan details setting up accounts on Twitter, LinkedIn and Facebook to regularly share content on the Dodd-Frank Act and financial industry news. Key performance metrics include growing followers/fans and increasing website traffic and revenue. The appendix provides a list of banks and credit unions to follow on Twitter and LinkedIn discussion groups to engage with.
The document provides recommendations for rebranding Sheshunoff Information Services. It analyzes Sheshunoff's goals, research conducted, background, mission, product line, competitors, and brand personality. A brand positioning statement is presented positioning Sheshunoff as the personalized, practical source for timely financial compliance guidance. Recommendations include updating the logo, website, direct mail, product collateral, and training staff to represent the new brand identity reinforcing Sheshunoff as the trusted expert.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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Digital Transformation Compass
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Consulting Brochure / The Performance Institute
1. www.PerformanceWeb.org
For more information, visit
www.PerformanceWeb.org/Consulting
Comprehensive Consulting Services
Driven by Values. Measured by Results.
Performance
Delivered
2. About Us
The methodologies created by The Performance Institute are driven by public sector experience and reality. We understand
the difference between the political and the managerial, the roles of the different agencies and the unique struggle for power
between the different branches of government. Rather than a private sector approach, tailored to the desires of flavor-of-the-month
CEOs, our approach is mandate-driven. The strength of the Institute is that we understand the unique challenges of government.
The Institute has a passion for public service and a mission to help deliver excellence to the taxpayer. Once you have
identified the change desired to improve citizen services, the Institute is prepared to help you define the desired end state,
create a strategic implementation architecture and show transparency to the public. We won’t tell you what you want to hear;
it is our responsibility to simply get the job done.
Research
Through extensive surveys and focus groups, the Institute has created and maintained a measures
database for apples-to-apples comparisons of government program results.
National Conferences
The Institute offers over 150 national conferences each year, bringing together experts from
across the country to share best practices from their cities, counties, states, federal departments
and agencies.
Training
The Institute offers over 240 open enrollment courses annually and can bring any course
on-site. Intensive, methodology-based courses include step-by-step processes to improve
organizational management capacity.
Certification
Many government managers are now required to receive formal certification.
Each certification program is customized to meet the demands of numerous
functions in government, while maintaining a strong foundation in fundamental
performance management skills.
Policy Forums
As a thought leader in government management reform, The Performance
Institute hosts quarterly policy forums to provide decision makers and
government managers ideas on the latest reforms, mandates and best
management practices.
Consulting
The Institute’s consulting services provide access to comprehensive
and experience-tested methodologies for government to achieve
radical transformations within programs and among their workforce.
Easy Access to Institute Consulting Servies through MOBIS
PI MOBIS Contract Number: GS-10F-0261M
3. Citizens Deserve Excellence from Government.
It is the goal of The Performance Institute to
educate and connect government leaders for a
public sector focused on performance.
4. Strategic Planning
Facilitating and Crafting the Plan
Mission, Vision, Strategies, Tactics—Without the best guided facilitation, its hard to get the
right executives, stakeholders and partners together to set a clear plan designed to benefit the
American people.
Values-based Service Assessment
(eliciting customer and stakeholder feedback)
The Institute’s approach to measurement has won accolades because we delve deeper into the
statutory, regulatory and customer-based evidence that can bring about the right values and
outcomes—we focus only on those things that truly lead to the desired goals and help ensure
resources are placed accordingly. Our model is to cut to the chase—from establishing the right
baselines to properly using focus groups and other tools to develop priority values that lead to
a clear understanding of every employee’s role in achieving core objectives. Time and again,
we’ve brought together sometimes contentious groups of stakeholders in order to drive an honest
conversation forward on strategies, goals and key activities. The Institute uses a number of
methodologies to uncover challenges, including:
Environmental Analysis: Understand organizational strengths and the future landscape to
analyze the services your group provides and what you should or should not be providing in
the future
Performance-Windows: Take various services your agency provides and ask your customers
how well you’re doing and how important the service you’re providing
Strategy Audit Workbook: A survey of internal managers asking what the worst things about
the organizations, what are the major challenges that can be overcome and what do we have
to do in the next 2 years to achieve the results of our strategic plan
Execution and Reporting of the Plan
The Institute understands that the power of strategy lies in the planning, not the plan. We de-
emphasize the static nature of a traditional plan and move organizations to a more dynamic
reporting style. By merging the value of a well-developed plan with The Institute’s strengths
in performance measures and reporting, organizations no longer simply create a plan, they
manage, prioritize and move resources through the plan’s objectives. More than a document
to comply with external requirements, a strong plan and integrated performance management
system create a method to align all of your organization’s resources to achieve you’re your most
important objectives.
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Service Areas
Facilitating, crafting and
communicating your strategic plan
Values-based service assessment
(eliciting customer and stakeholder
feedback)
Execution and reporting of the
strategic plan
Methodologies
SWOT analysis
Performance windows
Strategy audit workbook
Client Results
Clear measures that benefit the
American people
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Strategy Alignment
and Execution.
5. Performance Measurement
What Gets Measured Gets Done
The Performance Institute measures your existing data to determine what works and what
doesn’t. Challenges facing government managers in performance measurement:
Where to Start: How to measure outcomes not outputs
Measuring too much: You need to perform an audit of measurement systems to determine what
measures work
Choosing the Right Measures: Selecting the measures that drive change in an organization
The Performance Institute has spent years studying compiling measures in government. This
information has been compiled into a measurement library, which serves as an invaluable
source of reference and comparison. We can tap into this library to give you best-in-class metrics
and measures. This information is based on our performance management survey, an ongoing
project to gather information from government managers across all disciplines and agencies. For
more information, visit the survey at PerformanceWeb.org/Survey
Citizen Surveys
Survey design is critical in understanding and getting real actionable information on how your
customers—stakeholders and the public—perceive your agency and your services. What is
really driving their satisfaction.
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Service Areas
How to measure outcomes
not outputs
Performing an audit of
measurement systems to determine
what measures work
Selecting the measures that drive
change in an organization
Methodologies
The Logic Model
Performance Measures database
Citizen surveys
Client Results
Measuring your existing data
to determine what works and
what doesn’t
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Like a doctor, we narrowcast
our measures to determine the
necessary treatment to bring an
organization back to health.
6. Resource Alignment
Achieve Alignment
One of the biggest benefits of the Institute’s services is our performance-based budgeting
process incorporates knowledge and experience with the appropriations process. We take our
understanding of the government budget process and reflect it in budget formulation, justification
and execution.
Budget Formulation
Look where you are currently spending your money, and move money to programs that are more
efficient or more aligned to strategy.
Budget Justification
Apply performance measures in budgets, and tell your performance story by sampling measures
that align to your budget account structure. Show congressional, city council or state legislature
probations, through a performance story, a cost per unit efficiency in terms of results.
Budget Execution
Ensure that once a budget is adopted, the money is allocated and expended in a cost efficient
manner. When able to comply with appropriation law and legislative intent, move the money
to be reflective of the best allocation of resources and measure and track results to justify next
year’s budget.
Service Areas
Budget Formulation
Budget Justification
Budget Execution
PMO
Methodologies
The Logic model
Activity-based costing
Seven-step budget model for
performance-based budgeting
Client Results
Programs, activities, business lines
and support functions aligned to the
strategic plan
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Aligning Programs, Activities,
Business Lines and Support
Functions to the Strategic Plan.
7. Reporting & Evaluation
Performance measures only tell part of the story—tap the Institute to conduct a thorough program
evaluation to make realistic recommendations for significant performance improvements. Then,
use performance measures to communicate your results record to decision makers and the public
through the Institute’s effective performance reporting techniques
Designing and Developing Internal Reporting Systems
Dashboard for both programs and employees
Initiative tracking through the SMO
Activity-based costing—where are your resources now? How is your budget being used, and
is it consistent with your strategic plan and the new direction of policy?
Performance Reporting, CEAR and PAR
Performance reporting is about showing results to legislators, political leaders and the
general public
KPI—Key Performance Indicators—whether you were effective in the last year
Understanding what stakeholders are interested in hearing, providing credible performance
data to back it up and having a schedule of credible independent third party evaluations.
Benchmarking
The Institute’s philosophy is the best benchmarking is your own performance and creating a race
to the top within your own agency. However, the Institute’s performance measurement database
allows the Institute to provide a sense of apples-to-apples comparison of organizations facing
similar issues.
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Service Areas
Facilitating, crafting and
communicating your strategic plan
Values-based service assessment
(eliciting customer and stakeholder
feedback)
Execution and reporting of the
strategic plan
Methodologies
SWOT analysis
Performance windows
Strategy audit workbook
Client Results
Clear measures that benefit the
American people
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Evaluation is not the same as measurement.
Measurement keeps score, evaluation tells you why you won or lost.
8. Human Capital Management
Human Capital Planning
Workforce Management is about identifying the workforce of today and in five years and
creating a plan that aligns to your strategic goals.
How Much Work Will Need to Be Done?
What are your staff demographics based on skills sets, attrition and retirement?
What skill sets to you need to perform the work and what skill sets do you have?
What are your specific strategies to close that gap?
Employee Performance
Human capital is the most important part of any organization, yet often managers lack the skills
to clearly define and lead their staff to the greatest level of success. Employee development
management ensures that employees have the guidelines for job performance success and
managers have a framework for giving appropriate and helpful feedback.
Develop the right measures for employees based on your human capital plan and the
individual
Ways to coach managers at employee performance feedback
Internal tracking of performance and early warning signs
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Service Areas
Human Capital Planning
Employee performance
development
Methodologies
Human Capital Logic Model
Employee Development
Performance Plan
Client Results
Creating a plan that aligns to
your strategic goals and identifies
the workforce of today and the
workforce necessary in five years
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Plan for the workforce of today…and tomorrow.
9. Project Management
Keep Projects on Target
The Performance Institute provides a broad spectrum of consulting services tailored exclusively
to the needs of government organizations. With its government-centered mission, the Institute
knows government: from mandates and standards to the unique operating environment faced by
government managers. More importantly, with its expertise in project management, the Institute’s
consulting division provides comprehensive and high-impact advice and solutions to government
agencies seeking to improve their project management policies, procedures and performance.
Current and planned government policies emphasize project management in response to a
growing concern over the high-risk of today’s projects.
Announcing new initiatives in projects has a significant implication on resource consumption.
The Institute model for project management follows resource alignment to allow you to see where
resources are allocated and whether or not they are strategically aligned or identify whether you
have overspent your resources by launching too many simultaneous projects and initiatives.
Common Project Management Challenges
Scope, cost and time creeps
Communication breakdowns
Competency gaps
Poor requirement definitions
Unrealistic performance expectations
Project Management Assessment Services
Define project management processes and procedures
Apply financial and performance evaluation techniques to compare and select projects
Measure and evaluate individual or portfolio project management success
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Service Areas
Project assessment
Project kickoff
Project recovery
Methodologies
The Project Management Office
PMBoK®
Client Results
See where resources are allocated
and if they are strategically aligned
and identify whether you have
overspent resources by launching
too many simultaneous projects and
initiatives.
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Keep Your Projects on Target.
10. Process Improvement
Process Improvement
Every high performing organization is focused on how to operate “better, faster, cheaper”,
which in the beginning, usually requires a significant culture change. Pushback often comes from
individuals who claim “I’ve been doing it this way for my entire career, why should I change
now?” This type of mentality is common and can be difficult to overcome. While it may be
easier to remain in your comfort zone, high performing organizations are constantly seeking to
push the limits of process excellence to transform work processes to deliver a better result. The
end outcome is to deliver the highest quality service not only to the external customer, but to the
internal customers that need to work together to make it all come to life.
Lean Six Sigma
Lean and Six Sigma are often integrated to provide a comprehensive toolset for organizations to
solve problems and improve process performance. Some key points to think about:
How do I get my senior leadership on board?
Is it possible to create a grass roots effort?
What do I do in regards to training?
Should I become a White, Yellow, Green or Black Belt?
How do I effectively select and mobilize leaders to sustain a deployment?
How to I develop a deployment plan rooted in strategy that creates lasting change and
achieves dramatic results?
Voice of the Customer
The customer is the most important part of any process. Organizations that live by continuous
improvement are focused on flowing the service or product at the pull of the customer in pursuit
of perfection. Some key points to think about:
How do I understand what my customer actually wants? Do they even know what they want?
What should I do to effectively collect customer feedback data?
How do I integrate the customer into my process improvement efforts?
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Service Areas
Identifying and improving
processes
Identifying the voice of
the customer
Methodologies
Process Management
and Redesign
Lean Six Sigma
Voice of the Customer Techniques
Communication Strategies
Managing Change
Client Results
Using the voice of the customer for a
faster, better, cheaper government
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Identify the Voice of the Customer. The Citizen.
11. 1515 N. Courthouse Rd., Suite 600
Arlington, VA 22201
Phone: 703-894-0481 | Fax: 703-894-0482
www.PerformanceWeb.org/Consulting