Fabric - Performance Framework
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The document outlines a framework for developing an effective corporate performance information system including an overall framework, criteria for individual measures, and components for managing performance information. The framework consists of 6 criteria: focused, integrated, balanced, cost effective, appropriate, and robust. Individual measures should be relevant, attributable, well-defined, reliable, comparable, timely, verifiable, and avoid perverse incentives. Key components include aligning measures with strategic objectives, monitoring results, evaluating performance, and comparing performance over time.
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3) Different types of fabrics include woven, knitted, non-woven and special fabrics. Proper yarn preparation and tension are important to produce good quality fabric during weaving.
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“Good SHE Is Good for Business” How many times have we heard that phrase being used? And how many times have we been told that tmoney is not available, or before money is made available to show the return on investment (ROI) for SHE projects? We all know that in reality "production comes first” and without production we would have no employment. This does not mean that employers do not care about the welfare of their employees, but when finances are tight often becomes harder to justify SHE projects.
This presentation addresses some common issues facing the SHE Professional while attempting to integrate the SHE functions into the core business. This includes:
• Identifying and using core business drivers for leverage
• Establishing a vision and Strategy that is aligned with the business direction
• Selling and marketing this vision throughout the organization
• Providing leadership within the organization to create business opportunities
• Building real business metrics and communication strategies
• Measuring and communicating the results
Performance Assessment of Agricultural Research Organisation Priority Setting...
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Implementing Balance Scorecard
The document discusses implementing a balanced scorecard approach at a client's firm. It describes challenges the client previously faced around strategy execution and measurement. It then details the goals sought in implementing a balanced scorecard, including aligning operations with strategy and facilitating strategic learning. Lessons learned from the client's implementation included establishing cause-and-effect linkages between objectives and ensuring balance between leading and lagging indicators.
Performance Alignment: Linking Resource Management to Organizational Goals
This document summarizes a webinar on performance alignment and linking resource management to organizational goals. The webinar is presented by Mike Haley from Landmark-Intersol and is moderated by Marcel Boulianne from the Treasury Board of Canada Secretariat. The webinar discusses using logic models and performance indicators to integrate planning, project management, risk management and resource management practices to improve organizational performance and ensure value for money.
Chapter 5 - Use Metrics to drive business success
This presentation is a resume chapter 5 on book Strategic Supply Chain Management - The 5th Disciplines For Top Performance by Shoshanah Chohen And Josep Roussel
Strategy-Maps-V3.pptx
Strategy maps are diagrams that link strategic objectives across four perspectives - financial, customer, internal processes, and organizational capacity. They show the cause-and-effect relationships between objectives to help organizations achieve their vision. Templates are provided for both public and private sector examples, with objectives organized by strategic themes. Software can help manage strategy maps and balanced scorecards, allowing users to create maps, organize metrics, input and view data, and drill down for analysis.
Strategy-Maps-V3.pptx
Strategy maps are diagrams that link strategic objectives across four perspectives - financial, customer, internal processes, and organizational capacity. They show the cause-and-effect relationships between objectives to help organizations achieve their vision. Templates are provided for both public and private sector examples, with objectives organized by strategic themes. Software can help manage strategy maps and balanced scorecards, allowing users to create maps, organize metrics, input and view data, and drill down when needed.
Measuring the Impact and ROI of community/social investment programs
Measuring the Impact and ROI of community/social investment programsNext Generation Consultants: Reana Rossouw
Getting better at understanding community/social investment programs and strategies. What works - how it works and why it works? Overview of Key Performance Indicators
Using key performance indicators - what they are and how to use them.
Powerpoint for presentation to Fiji Institute of Accountants, September 2009.
8 Steps to Sustainability Reporting
This document outlines an 8-step strategy for developing effective sustainability reporting. The steps include: creating a roadmap; identifying key players; developing accountability structures; leveraging technology; identifying quick ROI opportunities; communicating successes; continually assessing and refining the strategy; and creating a sustainable culture from the top down. The overall strategy is meant to help companies capture and report on sustainability goals in the face of challenges collecting and analyzing sustainability data from different business units.
Project, Program & Portfolio Management
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
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Balanced Scorecard (part 1) by Shantonu Dasmahapatra
Balanced Scorecard (part 1) by Shantonu Dasmahapatra
Fall Directors Meeting 2014: Program Quality - Developing Key Performance Ind...
Fall Directors Meeting 2014: Program Quality - Developing Key Performance Ind...
Performance Assessment of Agricultural Research Organisation Priority Setting...
Performance Assessment of Agricultural Research Organisation Priority Setting...
Performance Alignment: Linking Resource Management to Organizational Goals
Performance Alignment: Linking Resource Management to Organizational Goals
Measuring the Impact and ROI of community/social investment programs
Measuring the Impact and ROI of community/social investment programs
More from Paul Askew
Paul askew rss 2014
Presentation at the Royal Statistical Society Annual Conference, Sheffield 2014. Communication of Statistical Ideas Stream
UK Statistical Policy Landscape
Presentation at the Royal Statistical Society's International Conference, Newcastle, September 2013.
This infographic presents and inter-relates the key components of the UK's statistical policy landscape. The scope includes key bodies, legislation, policy, guidance, and key contextual factors and influences.
This provides a single strategic visual overview and reference source, illustrating the evolution, relationship and synthesis of those components over the last decade. This also helps to illustrate to a lay audience the extent and development of the background rigour and governance in public data management, use and communication.
Paul Askew
paul.askew@speakingdata.org.uk
A Framework for Statistical Performance
The document presents a framework for understanding statistical performance. It outlines operational and strategic drivers for managing statistics about performance. Operationally, performance is important to outcomes like safety and education. Strategically, there is more data and emphasis on using data for decisions. The framework provides a macro level overview of the data, analysis, insight, and product cycle. It also details an analytical level approach involving a snapshot, trend, benchmark, and target analysis to understand a measure over time and versus comparisons. The goal is to extract insight from data to improve performance.
Statistically speaking
This document contains a collection of quotes about statistics from various notable figures throughout history. It explores how statistics can be used to both illuminate and mislead, as well as the importance of statistical thinking. Some quotes praise statistics for allowing social laws to be understood, while others warn against putting too much faith in numbers without considering what is not being said. Overall, the quotes reflect on the power yet limitations of statistical analysis.
Analytical insight portrait
This document outlines a 4 step process: Step 1 involves considering different perspectives on an issue, Step 2 synthesizes information from various sources, Step 3 determines the key messages to convey, Step 4 shares insights with relevant stakeholders.
Data smoothie
This document compares smoothed data to real data using different time steps and trends, showing how smoothed data takes fluctuations out of real data by using a rolling average over 12 months. Ten examples are given of different real data patterns and their corresponding smoothed data patterns.
For whom the buck stops
Analysis of Government Department budgets and corresponding senior staff salaries.
www.speakingdata.org.uk
Bye VFM, Hello BYP
See the complete content at...
http://speakingdata.blogspot.com/2010/12/value-for-money-for-time.html
Comprehensive Spending Review - Big Picture
Full content here...
http://speakingdata.blogspot.com/2010/11/comprehensive-spending-review-big.html
What a performance
The document outlines a process for analyzing key metrics over time and in comparison to others. It includes taking a snapshot of the current metric, analyzing its trend over time, benchmarking it against peer metrics, and consolidating the assessment by comparing trends and trajectories both over time and to other metrics. Graphs are provided to illustrate trends and trajectories.
Statutory Statistical
The document outlines principles and protocols for official statistics in the UK. It discusses how official statistics should meet user needs, be impartial, maintain integrity, use sound methods, ensure confidentiality, impose proportionate burden, have sufficient resources, and be frank and accessible. It also covers protocols for user engagement, release practices, and using administrative sources for statistics.
Web Analytics: A new Statistical Domain
Presentation to the Royal Statistical Society's International Conference, Brighton, September 2010.
Paul Askew
www.speakingdata.org.uk
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Fabric - Performance Framework
- 1. A Framework for Performance Information Summarising and distilling the original cross-sector national guidance on performance information. This includes the overall framework for corporate performance information, the criteria for individual measures, and components for managing performance information. Paul Askew speakingdata.org.uk
- 2. A. Framework for Performance Information … on the organisation’s aims and objectives. Focused F … to, and useful for, the stakeholders who are likely to use it. Appropriate A … giving a picture of what the organisation is doing, covering all significant areas of work. Balanced B … in order to withstand organisational changes or individuals leaving. Robust R … into the organisation, being part of the business planning and management processes. Integrated I … balancing the benefits of the information against the costs. Cost Effective C Source: National Audit Office
- 3. B. Criteria for Individual Performance Measures … to what the organisation is aiming to achieve Relevant … capable of being influenced by actions which can be attributed, and it be clear where accountability lies Attributable …with a clear, unambiguous definition so that data will be collected consistently, and easy to understand and use Well Defined … accurate enough for its intended use, and responsive to change Reliable … with either past periods or similar programmes elsewhere. Comparable … producing data frequently enough to track progress, and quickly enough for the data to still be useful. Timely … with clear documentation behind it, so that the processes which produce the measure can be validated. Verifiable … able to avoid perverse incentives – not encourage unwanted or wasteful behaviour. Incentives
- 4. C. Components for Managing Performance Measures Results Monitor Evaluate Strategy Measures Targets Purpose, objectives, plans Aligned with strategic objectives Evaluate this performance system Intended level of performance Actual performance achieved Compare performance over time and with others Performance Framework Focused Balanced Cost Effective Robust Appropriate Integrated Source: Based on National Audit Office. FABRIC. A Framework for Performance Information. March 2001.
- 5. D. Corporate Performance Framework – Distilled Performance Framework Focused Integrated Balanced Cost Effective Appropriate Robust Cost Effectiveness Economy Effectiveness Efficiency Business Activity Resources Inputs Process Output Outcome Measures: Relevant Attributable Well Defined Reliable Individual Criteria: Performance Measurement Comparable Verifiable Incentives Timely Components: