This document outlines a plan to implement key performance indicators (KPIs) across an organization to better evaluate online degree programs. It recommends: 1. Having departments identify critical data points and KPI metrics to gauge program success. 2. Creating an automated reporting tool to generate consistent KPI dashboards and reports from organizational databases. 3. Piloting the tool with select programs before rolling it out organization-wide, along with training. The goals are to provide a consistent, data-driven means of program evaluation and inform decisions using performance metrics. This should help align employees and improve organizational health and viability.

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KPI Process Analysis
CSU OnlinePlus
Greg Soffe – EDOD 674

2. • Organization lacks a consistent, data-driven means
of evaluating general health and viability of online
degree programs offered
• Finance, Recruitment & Retention, Marketing, and
Program Ops. all use data to varying degrees
• Looking to identify key performance indicator
(KPI) metrics to better inform employee and team
decisions regarding individual programs offered
• Creation of a reporting tool to generate consistent
dashboard and detailed KPI report
Performance Gap to be
Addressed

3. Current Performance
Diagnosis
Performance variables1 affecting KPI identification and analysis
process
• Org. Mission/Goals: Employees inconsistently able to gauge
their success in contributing to org. goals of creating and
implementing programs in an efficient manner
• System Design: Organizational growth has created
opportunity for cross-departmental collaboration for program
implementation (program team formation)
• Capacity: Organizational growth has increased capacity
(intellectual and number of employees) – Getting everyone
onboard and on the same page with metrics has been a
challenge

4. Current Performance
Diagnosis (cont.)
Performance variables affecting KPI identification and analysis
process
• Motivation: Employees are highly motivated to accomplish
this task. Harnessing the energy and keeping everyone
moving in the same direction has been a challenge and at times
has halted progress, created circular debate.
• Expertise: Expertise to create KPI reporting tool exists in-
house. Interpretation and organization of data has been a
challenge. KPI task team has the expertise to do this, but is
early stages of trying to understand available data.

5. Recommended
Interventions
KPI Task Team
1. Reps from each department work with their department to
identify critical data points necessary for efficient job
performance (30 days)
1. KPI team reviews collected data and identifies which metrics
truly reflect “key” performance indicators with the goal of
creating a dashboard of KPIs that will span all four departments
(2 weeks from completion of step 1)
1. IT team creates automated, degree specific, KPI to be generated
from orgs. databases. Will include dashboard data as well as
more detailed data for each department (2 weeks from
completion of step 2)

6. Test Program Teams
1. Three program teams will help pilot the new KPI data and
reporting tool on a monthly basis for four months. Teams will
discuss, analyze, and evaluate the given data points noting
issues and their experience using the reporting tool
1. Test teams report back to KPI task team at the end of four
month trial period and provide feedback on the reporting tool,
functionality of chosen KPI metrics, and recommendations for
improving these items
Recommended
Interventions (cont.)

7. Recommended
Interventions (cont.)
All Program Teams, Organization-wide
1. One-hour training for all program teams provided by
management on the new KPI process and reporting tool.
• Group training format with the test program team present
to help facilitate, answer questions, and provide feedback
• Include specific component on how this information can be
used at the individual decision-making level when taking
action with programs
2. With roll-out complete all teams begin utilizing and compiling
KPI data for their programs

8. Recommended
Interventions (cont.)
Program Evaluations
1. KPI task team will continue to meet at least twice per year to
review program information (KPIs) and begin noting trends in
an effort to start defining the term “program health”
1. KPI task team begins to direct action and work with program
teams to make informed program decisions based on new
metrics.
• Importance of process management – Rummler & Brache’s
Nine Performance Variables Model3

9. Financial Analysis
A Case for Success - Marketing KPI Usage
• Marketing KPIs used for campaign performance
evaluation
• Fiscal Year 2014 changes based on metrics
 8% reduction in number of vendors
 18% increase amount of relevant web traffic
• Efficient and more informed spending

10. CRM Success Factor Model2

11. References
1. Swanson, R.A. (2007). Analysis for Improving Performance (2nd ed). San
Francisco, CA: Berrett-Koehler.
1. Roh, T.H., Ahn, C.K., Han, I. (2005). The priority factor model for customer
relationship management system success. Expert Systems with
Applications, 48, 641-654. doi: 10.1016/j.eswa.2004.12.021
1. Rummler, G.A., & Brache, A.P. (2013). Improving Performance: How to Manage
the White Space on the Organization Chart (3rd ed.). San Francisco: Jossey-
Bass.