To view recording: https://youtu.be/GP7rtDLAYEg or watch the video at end of the slide
The Balanced Scorecard Institute and partner Informa Middle East invite you to participate in our upcoming complimentary webinar, ‘KPI Best Practices’, which will discuss the relationship between strategy execution and KPIs.
Developing meaningful KPIs to measure strategy execution is both an art and a science, involving a deep understanding of what to measure, how to measure, how to analyze performance information, how to report and clearly inform others regarding desired results and performance, and how to use the information to make better decisions.
This webinar introduces one of the main topics at our upcoming Saudi KPI for Business Strategy & Transformation workshop.
Join the Balanced Scorecard Institute's Howard Rohm, Co-Founder and President, and Suzy Nisbet, Senior Associate and Consultant, as they discuss developing strategic, operational, project, and organizational capacity KPIs, aligning KPIs to strategy, measuring intangible goals, streamlining measurement and reporting processes, and creating derivative KPIs for employees at all organizational levels.
Sharing best KPI practices from their worldwide client experience, this 40-minute webinar (followed by a 20-minute Q&A session) will provide the knowledge and insight to better understand the relationship between strategy and KPI's.
Webinar participants will learn how to:
• Improve managers' and employees' perception of the value and importance of measuring performance
• Lift the skill level of managers and employees in selecting meaningful measures and using those measures to make better informed decisions
• Use KPIs to build individual and collective accountability for results
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
Definition of the Key Performance Indicators + infographics, explaining types of KPIs and data visualization.
Originally posted here with the article: https://www.kpi.com/blog/2016/02/03/intro-to-key-performance-indicators-infographic/
The Top 5 Performance Management ToolsBernard Marr
Summary of a report that looked at the state-of-the-art in performance management. It identifies the top 5 tools used today to manage performance and adds some words of advice.
The Top 5 Performance Management ToolsBernard Marr
Summary of a report that looked at the state-of-the-art in performance management. It identifies the top 5 tools used today to manage performance and adds some words of advice.
How does one decide if a Metric qualifies as a Key Performance Indicator? and if so, what are the characteristics of an excellent online marketing KPI?
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
An overview of Santander's data journey in developing its strategic roadmap using enterprise architecture thinking, best practice data management frameworks and model driven initiatives.
References are given to find information on theory and frameworks with case study examples from Santander.
Value Summary Online Improvement Portal: Product OverviewUniversity of Utah
The Value Summary is the currency of value improvement work at University of Utah Health. It is an online improvement process tool that creates a common improvement language that results in a one-page summary document. It visually guides the improver through our standardized improvement methodology while teaching improvement science principles in real time. The online Value Summary portal creates a forum to share and spread ideas and a path to earn maintenance of certification credit at University of Utah Health.
Software Metrics: Taking the Guesswork Out of Software ProjectsTechWell
Why bother with measurement and metrics? If you never use the data you collect, this is a valid question—and the answer is “Don’t bother, it’s a waste of time.” In that case, you’ll manage with opinions, personalities, and guesses—or even worse, misconceptions and misunderstandings. Based on his more than forty years of software and systems development experience, Ed Weller describes reasons for measurement, key measures in both traditional and agile environments, decisions enabled by measurement, and lessons learned from successful—and not so successful—measurement programs. Find out how to develop and maintain consistent data and valid measures so you can estimate reliably, deliver products with known quality, and have happy users and customers—the ultimate trailing indicator. Learn to manage projects dynamically with the support of current metrics and data from past projects to guide your management planning and control. Join Ed to explore how to invest in measurements that provide leading indicators to help you meet your company and customer goals.
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Loras College 2014 Business Analytics Symposium | Steve Whinnery and Scott St...Cartegraph
This presentation will walk you through an explanation of planning, industry leading practices for planning, executive leading practices for planning and finally analytics and planning.
For more information on the Loras College 2014 Business Analytics Symposium, the Loras College MBA in Business Analytics or the Loras College Business Analytics Certificate visit www.loras.edu/mba or www.loras.edu/bigdata.
KPIs in project management are measurable metrics used to assess project success. They include on-time delivery, budget adherence, scope control, resource efficiency, risk management, quality of deliverables, stakeholder satisfaction, team productivity, issue resolution time, and customer feedback. Monitoring these indicators enables data-driven decisions and ensures project success.
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
Your Brain And Learning Needs Assessment WebinarAli Zeeshan
To view recording visit https://youtu.be/1WigWps5Nc0 or watch the video at end of the slide
Are you using brain science to leverage corporate learning practices and facilitate an effective learning transfer?
Does a Learning Needs Assessment have any connection to Neuroscience?
Attend this webinar to find out the connect between Cognitive Neuroscience and Learning Needs Assessment to enable effective learning transfer in your organisation.
With the Strategy Execution and Innovation Forum rapidly approaching, Howard Rohm, Co-Founder and President, and Joe DeCarlo, Vice President, International, of the Balanced Scorecard Institute, discussed on a live webinar how to improve strategy execution with innovation, and how to improve the strategic innovation process. Topics included Strategy Execution, Alignment, and Planning, Managing Innovation, Creating an Innovation Strategy for your Organization and more.
To view recording: https://youtu.be/nLzaK9yRgxE or watch the video at end of the slide
Featured Event:
Strategy Execution and Innovation Forum
Conference: 8 - 9 May 2017
Masterclasses: 7 & 10 May 2017
The Address Dubai Marina, Dubai, UAE | #strategyleaders
http://www.strategyexecutionuae.com/
Time Management: Productivity and Time StealersAli Zeeshan
Some say there is nothing more precious than time so, as with all things that are precious to us, we should not waste it!
A poor use of time can lead to issues with: your personal finances and your long-term career aspirations; relationship problems at home; and/or health problems brought on by stress and anxiety.
Unfortunately, there are many demands coming from ‘time stealers’ who are, potentially, diverting you from using your time in the way you wish to use it.
The aim of this webinar is to provide you with a brief insight into the strategies, tools and techniques you can utilise to help you manage your time more effectively.
To view recording: https://youtu.be/ZkxKO0TDEn0
Webinar: Stakeholder Management Engaging The Organisation For ResultsAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/6Ey2Vkd1A-c or watch the video at end of the slide
The Objectives Of This Webinar Are To Explain:
• How to engage stakeholders and manage their expectations
• Key relationship management skills and techniques
• How to build a comprehensive relationship map to establish widespread commitment
• How to employ powerful conflict management techniques
• How to achieve win/win situations by the appropriate use of influence
• How to apply multiple communication techniques
• How to use the influence model effectively
• How to address the key relationship and communications skills needed to manage expectations in projects and succeed in conflict situations
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
Webinar: It Is Good To Be First To Market - True or FalseAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/btV138SXqHo or watch the video at end of the slide
Listening to many people, you would think that being first to market always guarantees success, but is that true?
The webinar presenter, James Graham, will take you through the evidence for and against this concept and show a simple assessment framework that you can use as part of your toolset when developing strategy.
At the end of the webinar, you will be able to look at the context, variables and constraints for each situation, making your own choice of whether you wish to take a ‘bleeding edge’, ‘leading edge’ or ‘trailing edge’ position.
James is a consultant who specialises in the formulation and execution of strategy and he has worked in the region for over 10 years, assisting private and public sector organisations.
During the webinar, James will cover the specific points below and also answer questions that arise.
• Background and context – what is ‘first mover advantage?’
• Case study – when first mover advantage was successful
• Case study – when being first was a failure
• Conclusion on case studies
• A framework to assess what position to take
• Q&A
About the Presenter:
James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East.
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.
Webinar: Private Higher Education in MENA - Lesson and Considerations for Ope...Ali Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/is6aoOdaqTg or watch the video at end of the slide
Major opportunities exist for operators and investors interested in expanding Higher Education institutions in the Middle East. Having the right information, data and analysis is vital to successful
development.
Parthenon Managing Director, Amit Garga, and Vice President, Danish Faruqui will conduct an extensive market overview of higher education in the UAE, Saudi Arabia, and Qatar. The presentation will cover how
regions are growing and what types of universities are growing. They will also cover how growth varies by location, course offerings, and between expats and local students. They will also explore what the
drivers of growth in the region are and how they are expected to change in the coming years.
In particular, they will discuss how regulations and events like Expo 2020 have the potential to effect changes in growth in higher education and how to benefit from these changes. Danish and Amit can answer
questions on student preference and the qualities that are most preferred in an institution and opportunities for increasing international student enrolments. The presentation will be extremely data-driven
and built from Parthenon-EY’s recent market research and analysis across the region. The presentation will also contextualize how operators and investors can best apply these lessons to improve their
institutions or to decide how and where to invest.
About your Presenters:
Amit Garga, Partner, International Education Practice @ The Parthenon Group As a Partner with Parthenon’s Education Practice, Mr. Garga has worked closely with the leadership of various companies on market-opportunity assessment and sizing, growth forecasting, pricing strategy, competitor analysis and market share evaluation.
Danish Faruqui, Senior Principal, International Education Practice, The Parthenon Group Mr. Faruqui is a Senior Principal with The Parthenon Group's Education Practice. He has led cases across geographies on topics such as market potential, growth and market-entry strategy and investment decisions.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/qaG2u3I8H5w or watch the video at end of the slide
On this webinar, you will learn a simple, but powerful framework to analyse market changes and plan appropriate responses.
The webinar presenter, James Graham, is a consultant who specialises in the formulation and execution of strategy and he has worked in the region for over 10 years, assisting private and public sector organisations.
James will cover the specific points below, and also answer questions that arise, at the end of the webinar.
• Background and context – the risk of ‘knee jerk’ reactions and incorrect responses?
• Observing market events
• Collating groups of related events
• Interpreting what is happening
• Deciding how to respond
• Identifying provisional responses
• Assessing the best fit response
• Progressive elaboration of the chosen response
• Implementing the chosen response
• Q&A
About the Presenter:
James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/vyjlR6QJp9k or watch the video at end of the slide
The webinar will address how to:
• Comprehend the leader’s role throughout the project lifecycle
• Identify and address the issues that yield project successes and failures
• Build strong interpersonal relationships with project managers and stakeholders
• Support project managers through coaching, mentoring and rewarding
• Identify and institute the project management tools and techniques that will reap success for your organisation
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Webinar: Aligning the Employee to the Strategy of the OrganisationAli Zeeshan
To view recording: http://youtu.be/dvW7WYfcMIA or watch the video at end of the slide
For other Informa Webinars: http://www.informa-mea.com/webinars
Top management and the CEO decide on the goals and strategy of the organisation, but it is the staff who actually implement that strategy.
Most organisations struggle with the "cascade" of strategy from corporate level (Tier 1) to Unit / Department (Tier 2) and ultimately to the individual employee (Tier 3). If the employees are not aligned to the strategy, it is unlikely that the strategy will be successfully implemented.
To work effectively usually requires the close co-operation between the corporate strategy office and HR - because it is the HR Performance Management System that generally provides the process mechanism to align personal objectives/actions to the departmental (and ultimately, the organisational) strategy. That Strategy Office - HR interface is not always a strong relationship.
About the Presenter:
Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles, and more recently, as a consultant and trainer.
Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management. Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution.
For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events across UK, Europe, Middle East, Far East, South Africa and USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with Informa, in addition to consulting with a wide number of Gulf and Middle East organisations.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
CLASS 11 CBSE B.St Project AIDS TO TRADE - INSURANCE
Webinar: KPI Best Practices
1. KPI Best Practices
Presented by:
Howard Rohm, Co-Founder and President
Suzy Nisbet, Senior Associate and Consultant
Balanced Scorecard Institute
November 2017
1
2. 2
• KPI Myths and Mistakes
• KPI Best Practices
Topics
“People and their managers are working so hard to be sure
things are done right,
that they hardly have time to decide if they are
doing the right things.”
Stephen R. Covey
3. Good KPIs (Performance Measures):
• Provide objective evidence of progress on achieving a
strategic objective or goal
• Measure what is intended to be measured, to help
inform better decision making
• Offer a comparison that gauges the degree of
performance change over time
• Track organization progress -- organization efficiency
and effectiveness -- quality, timeliness, safety and
security, governance, compliance, behaviors, economics,
project performance, personnel performance, and
resource utilization
• Are valid, verifiable and balanced between leading and
lagging indicators
KPI Definition and Guiding Principles
KPI’s are the critical (key) indicators of progress toward
a desirable outcome
3
4. “I’ll Find My Measures In A Book (or on the Internet)”
Performance Measurement Myths and Mistakes
4
5. Performance Measurement Myths and Mistakes
5
Milestone Measures are Not Strategic Measures
Goal
or
Objective
Do Initiative
Measure
Initiative
ABetterSequence
Strategic
Objective
Strategic
Initiatives
Strategic
Measures
and Targets
Project
Measures
and Targets
6. 0
10
20
30
40
50
60
2005 2006 2007 2008
Total No. of Employees
Leaving the Organization
“Our employees are
leaving—we’re in
trouble!”
0
500
1000
1500
2000
2500
2005 2006 2007 2008
Total No. of
Employees
0%
2%
4%
6%
2005 2006 2007 2008
Turnover Ratio = No. leaving /
total No. of employees
Many measures are best expressed as
ratios:
• Percent completion
• Coverage, fraction of the total possible
• Error or defect rate
• Per capita cost
• Efficiency = Output / Input
• Productivity = Output / Cost (or Output /
work hour)
“We need to start counting things.”
PerformanceMeasurementMythsandMistakes
6
7. “We’re in a hurry…let’s just use the measures we have.”
Other Performance Measurement Myths
and Mistakes
7
“Here is an easy way to do this —write a vision (or mission)
statement, set some goals, select programs and projects for
each goal “bucket”, and pick some milestone measures.”
“Our strategy is what we are currently working on…find
some measures there.”
“Just buy some software for performance reporting…use the
measures the come with the software.”
8. 21st Century Strategic Management System
“Connects the Dots”
8
Answers Both Strategic and Operational Questions:
“Are we doing the right things, and are we doing them right?”
Vision
Mission
Goals
(Desired Results)
Strategy & Objectives
(The “Strategic How”)
Budget and Strategic Operating
Plan (“How Much and What”)
Projects, Programs, and
Services
Are we doing
the right
things?Performance
Information
Are we doing
things right ?Operate with Excellence
9. KPIs Help With Many Management Challenges
9
Adapted from Performance Measurement, Gary Cokins, 2009
Helps managers and employees understand and
monitor organizational strategy
Strategy execution
failures
Employees understand what is desired and take
accountability for hitting targets; builds
enterprise-wide accountability for results also
Lack of accountability
for results
Provides analytical basis for faster, more
informed decisions
Decision making too
slow or based on
limited information
Provides efficiency and effectiveness
performance information to inform budgeting
Lack of strategy input
to the budgeting
process
10. 1 Describe Intended Results
2
Understand Alternative
Measures
3
Select the Right Measures for
Objectives
4
Define Composite Indicators, If
Needed
5 Set Targets & Thresholds
6
Define and Document Selected
Performance Measures
KPI Development
Step Five
7
Select the Most Appropriate
Automation Tool
8
Collect and Monitor
Performance
9 Analyze and Draw Conclusions
10 Improve Performance
Performance Analysis
Step Seven
Performance Measurement and Analysis
“Deep Dive” Process
10
11. Performance Data / Analysis / Public and Internal Reporting
Reporting
Different Types of KPIs Measure Organizational
Performance
11
• Financial
• Customer
• Internal Process
• Organizational
Capacity
Strategic
Measures
• Efficiency
• Output
• Quality
• Timeliness
Operational Measures
(Product / Program / Service)
• Schedule
• Resource
• Risk
• Scope
Project
Measures
• Human Behavior
• Human
Performance
Employee
Measures
• Hazard
• Economic
• Security
• Operational
• Strategic
Risk
Measures
12. Strategic Impact Measurements
Operational Measurements
Inputs
(e.g., FTE’s,
budgets)
Process
(e.g., efficiency –
output/input,
cycle time, cost
per unit)
Outputs
(e.g., widgets
produced,
brochures
produced)
Project Measures
(e.g., schedule, resources, scope, risk)
Intermediate
Outcomes
(e.g., widget sales,
awareness)
End
Outcomes
(e.g., profitability,
program impact)
Strategic Business Intelligence Increases
Focus KPIs on Outcomes and the Drivers of
Outcomes
12
13. Vision & Mission language:
• “World – class”
• “High-performance”
Project, Program or Service Language:
• “Train staff”
• “Implement the new Economic Reform Program”
Problem: Too Low (project specific)
Risk: too narrowly defined; strictly
operational
Problem: Too High (Vague)
Risk: not actionable; will not give
actionable focus and direction
30,000 ft.
15,000 ft.
Ground
Level
25,000 ft.
Strategic
Altitude
Objective language:
• “Improve Customer/Citizen Satisfaction”
• “Improve Staff Knowledge & Skills”
• “Reduce Cost of Service”
Strategic
Objectives
Best Practice Tip: Use Strategic Objectives
13
15. Process Flow
Analysis
Cause-Effect Analysis or Ishikawa
(Fishbone) Diagram
Effect
Resources
Systems
Methods
Policies
Environment
Process OutputInput
Logic Model
Outcome
Best Practice Tip: Use KPI Tools to Identify What to Measure
15
16. Customer experience
drives positive behaviors:
•Recommendations from
customers to potential
new customers
•Repeat orders
Improve
Customer
Satisfaction
Results
Resourcing:
•Budget
•Workforce
(FTEs)
•Infrastructure
Production attributes:
•Quality
•Efficiency
•Effectiveness
•Cost
Customer
Interaction:
•Accurate
information
•Problems solved
quickly
Service or
product delivery
attributes:
•On-time delivery
of services
•Order is correct
Resourcing Delivery
Customer
Interaction
Products/
Services
•Costs of products & services
•FTE costs
•Indirect costs
•Capital costs
•Input/output
•Time to process order
•Cost to process order
•Rejects/rework
•% accurate order
placement
•% satisfied with
service
•% delivered on
time
•% delivered
correctly
•% satisfied
•% reorders
•New customer
recommendations
Example: Intended Results Drive KPI Development
Strategic Objective--Improve Customer Satisfaction
16
18. Set Targets and Thresholds
18
Target: the desired level of
performance for the reporting
period in question
Threshold: the upper and lower
limits of desired performance
around a target value
Green / Yellow
Threshold
Yellow / Red
Threshold
Target
• Target setting should not be arbitrary
• Targets based on: `
o Existing baseline data
o Best practice (benchmarking) results
o Required level of performance to achieve an organization goal (e.g., customer satisfaction)
o Or other logical comparative
• Targets should be reviewed periodically against actual performance and adjusted as necessary
19. • Specific
• Measurable(Motivating)
• Achievable(Assignable,Attainable,Ambitious,Aspirational,Appropriate)
• Relevant(Realistic,Reasonable,Results-based)
• Time-related(Time-bound)
Example:Decreasetheaveragetimetoresolvecustomercomplaintsfrom10
minutesto7minutesbytheendofthirdquarter2018.
SMART is a Filter…not a Framework.
Just Because Measures are SMART Doesn’t Mean They are RIGHT!
Make it SMART (Goals, Objectives, Measures)
19
20. Visualize Performance Information To Better Inform
Decision Making
20
Management
Dashboard
Source: Spider Strategies and Actuate
Maps ReportsDashboards Cloud-Based Charts/Graphs
21. Clients/Stakeholders
• % satisfied
• Benefits on time
• New clients added
• Clients successfully
served
• New program
services added
• Quality of Life index
Financial
• Funds control
• % outsourced
• Cash reserves on
hand
• Costs managed
• Average program
cost/client served
• Audit effectiveness
• Unspent obligations
• Program budget
Internal Processes
• Quality rate
• Productivity
• Downtime
• Bottlenecks
• Wait time
• Time to repair
• Hours lost to injury
• Missed deadlines
Organizational
Capacity
• Employee satisfaction
• Employee trained
• % cross trained
• Training hours/
employee
• Computer currency
Why is this more valuable?
Understanding relationships among performance drivers of results
leads to more informed decision making and smarter actions.
Desired Result—Better Decisions, Informed by
Performance Information
21
22. Align Business Unit And Employee Objectives With
Corporate Strategy
22
Vision: Earn our customers trust every day by delivering seamless service,
seeking innovative solutions, and exceeding expectations.
Strategic Measure: % of customers satisfied
with information received over the Internet
Strategic Initiative: New Web Portal for
Customers to get improved information faster
Objective:
Improve
Customer
Satisfaction
Strategic Measure: Service
availability awareness survey score
Strategic Initiative: Communications program
announcing new information hotline
Objective:
Improve
Information On
Available Services
Personal
Objective:
Improve Web &
Print Content
Delivery
Measure (Accomplishment): Web content and
print media delivered on-time with
minimal re-work
Measure (Behavior):
Web design skills
Initiative (From Personal Development Plan): Web
design training at local community college
Tier 2:
Department/Unit:
Tier 1:
Enterprise-Wide
Tier 3:
Employee (Operational):
23. Cascaded corporate scorecard to business units and teams
Customer Example:
Financial Example:
Corporate
Operating
Divisions
Division #1 Director
•Operating Margin
Manager •Variable Costs
•Mfg. Overhead
•Customer
Satisfaction
•Variable Costs
•Profitability
•Customer
Retention
•On time
delivery
•Quality
•Supply Availability
•Schedule Adherence
Example: Complimentary KPIs in a Manufacturing Plant
23
Team # 1
•Scrap Rate
•Labor/ Unit
24. Aligning Individual Objectives/Goals to Unit
Objectives
24
Start With:
- Tier 2 Objectives
- Previous Individual
Goals
- Job responsibilities
(duties, tasks,
activities)
- Competencies
(knowledge, skills,
abilities)
- Organization Values
Process:
- Evaluation of
performance and
goal
accomplishment
- Feedback
- Coaching
- Redefine
responsibilities
- New goal-setting
Resulting
Actions:
- Alignment with
organization
strategic objectives
- Rewards and
recognition
- Training
- Continuous
coaching
- Meaningful
individual
development plans
25. Criteria for Setting Individual Objectives/Goals
25
• Link to higher level objectives
• Clearly define expected outcomes and
results – not a list of activities
• Challenging but achievable
• Obtain buy-in from employee
• Set realistic number (typically 3-5)
• Establish action steps or milestones and
process to track
• Monitor and adjust as appropriate
• Make them SMART
26. Examples: Aligned Goals
26
Corporate Goal Individual Goal Measure Target
Control Expenses Reduce printing
costs
% cost reduction 5%
Increase New Client
Base
Increase major
clients
# of new clients
with $2m+
revenue
2 (achieved)
3+ (exceeded)
Improve Operational
Efficiency
Decrease time to
complete new
designs
% time reduction 10%
Increase Knowledge
and Skills
Improve Excel
Skills
Demonstrated
ability to create
complex
spreadsheets
August 15
28. Linking Performance to Rewards
28
• Line of sight and ability to influence results
• Short-term incentives
• Must be budgeted
• Plan must be clearly communicated and
documented
• Perception of fairness is important
29. • Start with the end in mind
• Words matter
• Use the right kind of chart to convey performance
information
• Use measurement data to tell a performance story
• Don’t just measure the easy stuff
• Your most meaningful KPIs are in the heads of your
employees, not in a book or on the Internet
“Performance measurement is about story telling.”
Best Practice Summary
29
31. Options for Learning More
31
KPI Professional Certification
• 5-day Boot Camp
• Comprehensive look at developing and implementing
KPIs using various tools and methods
• Apply the methods to your own organization in a
comprehensive application project
Visit: www.kpi.org
32. The replay of this webinar and a link to download the slides
will be emailed as well as posted here:
http://www.balancedscorecard.org/KPI-Best-Practices-Webinar
20% Discount Code for the
Forum: BSIWEB20
