Module 4.2 - Performance management
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
There are five main pillars considered critical for building an effective internal audit function in the public sector: perception and ownership, improved processes and governance, legislative support, improved incentives, and commitment to change. Internal auditing has shifted from simply ensuring compliance to adding value by reviewing management procedures and focusing on efficiency and effectiveness, though this requires changes to culture and priorities. Factors like independence, understanding organizational issues, responsiveness, and implementing recommendations impact the internal audit function's effectiveness.
Strategic Intelligence in Growth Stage Technology Businesses - Dave Litwiller...Dave Litwiller
Generating Actionable, Data-Rich Insights about Technology, Markets, and Business Models to Optimize Strategic Impact in Rapidly Expanding and Changing Environments
This document discusses elements of an entrepreneurial ecosystem and ways to strengthen it. It identifies key elements like entrepreneurs, education, markets, infrastructure, R&D, finance, government and benchmarks. It notes low success rates and what is needed for improvement like a world-class solution. This would apply best practices from excellence models to holistically assess each element, design robust measurement, and facilitate continuous improvement across the entire entrepreneurial ecosystem. The document promotes an integrated approach and services from Organizational Excellence Specialists to partner in developing a stronger system.
The document provides information on various problem solving and decision making techniques including:
- The Pareto principle which states that roughly 80% of outcomes result from 20% of causes. This helps prioritize efforts on the most impactful areas.
- MoSCoW prioritization which categorizes tasks as "Must have", "Should have", "Could have", and "Wouldn't have".
- Flowcharts which visually depict processes and decision points using standard symbols to improve understanding.
- Brainstorming and breakout sessions to generate and analyze ideas from multiple perspectives.
- Situational, problem, decision, and potential problem analysis techniques to comprehensively examine issues.
The elements of the development plan
Elements of the quality plan
Development and quality plans for small and for internal projects
Software development risks a
Master IT balanced scorecard (final).pptxGlen Alleman
This document outlines the Balanced Scorecard approach used by an Information Technology Department to plan and measure performance. It discusses starting with strategy and defining a value proposition. The scorecard includes perspectives on stakeholders, internal processes, learning and growth, and budget. It shows how the scorecard is cascaded down from the overall IT department to individual departments and employees. Key elements include a strategy map, goals, critical success factors, and key performance indicators. The benefits of this approach include aligning individual goals with overall strategy and providing line of sight visibility across levels.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
There are five main pillars considered critical for building an effective internal audit function in the public sector: perception and ownership, improved processes and governance, legislative support, improved incentives, and commitment to change. Internal auditing has shifted from simply ensuring compliance to adding value by reviewing management procedures and focusing on efficiency and effectiveness, though this requires changes to culture and priorities. Factors like independence, understanding organizational issues, responsiveness, and implementing recommendations impact the internal audit function's effectiveness.
Strategic Intelligence in Growth Stage Technology Businesses - Dave Litwiller...Dave Litwiller
Generating Actionable, Data-Rich Insights about Technology, Markets, and Business Models to Optimize Strategic Impact in Rapidly Expanding and Changing Environments
This document discusses elements of an entrepreneurial ecosystem and ways to strengthen it. It identifies key elements like entrepreneurs, education, markets, infrastructure, R&D, finance, government and benchmarks. It notes low success rates and what is needed for improvement like a world-class solution. This would apply best practices from excellence models to holistically assess each element, design robust measurement, and facilitate continuous improvement across the entire entrepreneurial ecosystem. The document promotes an integrated approach and services from Organizational Excellence Specialists to partner in developing a stronger system.
The document provides information on various problem solving and decision making techniques including:
- The Pareto principle which states that roughly 80% of outcomes result from 20% of causes. This helps prioritize efforts on the most impactful areas.
- MoSCoW prioritization which categorizes tasks as "Must have", "Should have", "Could have", and "Wouldn't have".
- Flowcharts which visually depict processes and decision points using standard symbols to improve understanding.
- Brainstorming and breakout sessions to generate and analyze ideas from multiple perspectives.
- Situational, problem, decision, and potential problem analysis techniques to comprehensively examine issues.
The elements of the development plan
Elements of the quality plan
Development and quality plans for small and for internal projects
Software development risks a
Master IT balanced scorecard (final).pptxGlen Alleman
This document outlines the Balanced Scorecard approach used by an Information Technology Department to plan and measure performance. It discusses starting with strategy and defining a value proposition. The scorecard includes perspectives on stakeholders, internal processes, learning and growth, and budget. It shows how the scorecard is cascaded down from the overall IT department to individual departments and employees. Key elements include a strategy map, goals, critical success factors, and key performance indicators. The benefits of this approach include aligning individual goals with overall strategy and providing line of sight visibility across levels.
Impact Management Principles. EVPA, European Venture Philanthropy AssociationDominique Gross
EVPA’s guidance for impact management and Social Value International’s
(SVI) Principles are in many ways interlinked. This document shows EVPA and SVI’s position on impact measurement and management.
The European Venture Philanthropy Association (EVPA) supports a fivestep
process to help organisations measure and manage their social
impact. These steps aim to help venture philanthropy organisations and
social investors (VPO/SIs) and social purpose organisations (SPOs) to implement a system to collect information in order to improve the products and services offered to the final beneficiaries.
Native Learning Center webinar by Upspring 2016 Feasibility Studies June-2016UPSPRING, LLC
Instructor Drew Tulchin, Managing Partner at Upspring Associates (www.upspringassociates.com)
Planning and Housing: Feasibility Studies seeks to promote sustainable Tribal housing, Tribal government, community efforts, and small business growth within Indian Country. This webinar will share analytical and planning tools, as well as the theory behind them. The webinar series will explore strategic planning and feasibility studies to empower the success for non-profits, Tribal housing development entities (TDHEs), Tribes, and for profit Tribal entities.
Course Overview:
• This webinar training will introduce the concept of and importance of feasibility studies to business decision-making;
• Cover components of and different types of feasibility studies, and discuss examples of feasibility studies conducted in Indian Country;
• Share specific tools, such as the USDA format in addition to a case study from Scott Beckman, Northern Pueblos Housing Authority;
• Attendees are encouraged to bring questions about this very important topic.
"Monitoring and Evaluation (M&E) System for the Comprehensive Africa Agriculture Development Programme (CAADP)," presentation by Babatunde Omilola at the 6th CAADP Partnership Platform. Birchwood Hotel, Johannesburg, South Africa. April 21-23, 2010.
This document provides an overview of key concepts in strategic management including:
- Current strategic themes like globalization, e-commerce, and the natural environment.
- Definitions of strategic management, mission, goals, objectives, strategy, and tactics.
- Competitive priorities and levels of strategy including corporate, business, and functional.
- The strategic management process which involves environmental scanning using tools like PESTLE analysis and SWOT analysis, strategy formulation, implementation, and evaluation.
Monitoring and Evaluation of International Development Assistance to the Priv...CesToronto
Effective monitoring and evaluation (M&E) systems are essential to learning and accountability. M&E system reviews provides perspective on what is working well, where there are gaps in coverage or weaknesses that need to be addressed, how the M&E information is actually used in decision making, and whether the system is efficient. This session will demonstrate the methods, tools and results in assessing the functioning of the M&E systems of the World Bank Group’s private sector operations in two specialized agencies: the International Finance Corporation and the Multilateral Investment Guarantee Agency.
The document discusses business feasibility studies, which analyze the viability of business concepts. It explains that feasibility studies are important tools that use market research and analysis to provide stakeholders clear evidence on whether an idea is viable. Only 1-2% of new business ideas are actually viable, so feasibility studies help avoid wasting resources. If a study deems an idea feasible, a full business plan can be developed. The document also compares pre-feasibility studies, business feasibility studies, and project feasibility studies, noting their different emphases based on the final product or project being analyzed.
The document outlines the steps to develop a problem statement for an engineering design project, including: conducting user research to determine needs, organizing and ranking needs, developing marketing requirements and an objective tree, and performing background research. The goal is to fully understand the problem that needs to be solved and obtain buy-in from stakeholders on the objectives before beginning the design process.
This document provides an overview of the IAASB's project to revise ISQC 1 and ISA 220 related to quality management at the firm and engagement level. The key changes proposed include:
1. Adopting a risk-based and scalable quality management approach that is more proactive and tailored to firms' circumstances.
2. Enhancing requirements around governance, leadership responsibilities, communication, and documentation.
3. Requiring firms to establish quality objectives, identify and assess quality risks, and design and implement responses through a new quality management process.
4. Strengthening monitoring and remediation with a focus on root causes and effectiveness of remedial actions.
5.
This document discusses strategies for promoting innovation in organizations. It argues that companies focus too much on efficiency innovations and not enough on market-creating innovations. It recommends that companies rationalize their portfolios to focus more on capabilities that enable all three types of innovation, especially market-creating innovations. Technologists can help by influencing strategies to prioritize growth and shifting IT thinking from efficiency to innovation and value creation. Measurement of innovation impact and processes also needs to be improved.
The document discusses the importance of conducting a feasibility study before starting a new business venture. A feasibility study evaluates the potential risks and chances of success for a proposed business idea. It involves analyzing the market, competition, financial requirements, operational processes and other factors to determine if the business idea is viable and worth pursuing through creating a full business plan. The feasibility study establishes the foundation for the business plan and helps decide whether to proceed with the new venture idea or not.
The document provides an outline for conducting a feasibility study for a new business or project. It discusses what a feasibility study is, why it is important, and the typical components that should be included. The components covered include an executive summary, market analysis, product/service details, business model, marketing strategy, production requirements, management plan, financial projections, and a proposed schedule. The purpose of the feasibility study is to support decision making by evaluating the viability and risks of a potential business idea.
This document outlines principles and strategies for stakeholder engagement. It discusses the importance of prioritizing issues of significance, understanding stakeholder concerns, and responding appropriately. An engagement model is presented involving thinking and planning, responding and measuring, and preparing and engaging. Benefits of stakeholder engagement include improved access to emerging issues, enhanced communication, simplified conflict resolution, and increased organizational effectiveness. The engagement strategy involves establishing context, identifying and analyzing risks, and evaluating and treating risks. Preparing and engaging stakeholders is also discussed.
Business-Oriented Trends in IT OutsourcingAlan McSweeney
The document summarizes key findings from a survey on business-oriented trends in IT outsourcing. Some of the main points include:
- Nearly three quarters of organizations plan to increase outsourcing activities, with a focus on reducing costs and improving operations. However, outsourcing has been ineffective for innovation and accessing new technologies for many organizations.
- In-house delivery still dominates for IT and business processes, but outsourcing of help desk, application development and infrastructure are growing. Concerns around capabilities of outsourcing providers and lack of long-term benefits are limiting further outsourcing for some.
- Advisors are playing an increasingly important role in outsourcing decisions. Out
A feasibility study evaluates the viability of a new business idea or expansion by examining its economic, financial, technical, legal, market and management aspects. It helps determine if an idea can generate adequate profits and cash flow while withstanding risks. The objectives are to answer if the project is feasible and should proceed. A feasibility study report includes defining the problem/opportunity, project description, expected benefits, resource needs and alternatives. It provides valuable information for deciding whether to move forward with a project idea.
The document discusses the launch of the IIA Bombay Research Foundation, which aims to conduct surveys and publish research reports on issues facing the internal audit profession. It presents findings from a survey of 30 Chief Audit Executives on how the internal audit function can add value in uncertain economic times. Respondents agreed that focusing on key risks, compliance, engagement and continuous monitoring were important. The document also discusses factors that differentiate effective versus ineffective internal audit functions and new risks that should be addressed, such as costs, fraud, compliance and resilience. It proposes metrics for measuring the impact of internal audit and perspectives on building a world class internal audit function focused on strategic and execution risks.
(1) A feasibility study explores the practicality of a business idea by examining internal resources and capabilities as well as external market factors that could support or hinder the idea. (2) Key elements of a feasibility study include an external environmental analysis of the market and target customers, and an internal analysis of a company's resources and finances. (3) Conducting a feasibility study offers benefits like helping to select the most viable business idea, providing data to inform decision making and marketing strategies, and creating a solid foundation for a business plan to attract investors.
A feasibility study determines the likelihood of success and minimizes risks of a project. It contains five components: market research to identify target consumers and demand; financial research covering capital needs, sales, and break-even points; management research on resources required; schedule determination of time and resources needed; and technical research. It establishes a framework for running a business successfully long-term by showing if a specific project can be profitably implemented. Hiring professional consultants provides an effective feasibility report.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
Impact Management Principles. EVPA, European Venture Philanthropy AssociationDominique Gross
EVPA’s guidance for impact management and Social Value International’s
(SVI) Principles are in many ways interlinked. This document shows EVPA and SVI’s position on impact measurement and management.
The European Venture Philanthropy Association (EVPA) supports a fivestep
process to help organisations measure and manage their social
impact. These steps aim to help venture philanthropy organisations and
social investors (VPO/SIs) and social purpose organisations (SPOs) to implement a system to collect information in order to improve the products and services offered to the final beneficiaries.
Native Learning Center webinar by Upspring 2016 Feasibility Studies June-2016UPSPRING, LLC
Instructor Drew Tulchin, Managing Partner at Upspring Associates (www.upspringassociates.com)
Planning and Housing: Feasibility Studies seeks to promote sustainable Tribal housing, Tribal government, community efforts, and small business growth within Indian Country. This webinar will share analytical and planning tools, as well as the theory behind them. The webinar series will explore strategic planning and feasibility studies to empower the success for non-profits, Tribal housing development entities (TDHEs), Tribes, and for profit Tribal entities.
Course Overview:
• This webinar training will introduce the concept of and importance of feasibility studies to business decision-making;
• Cover components of and different types of feasibility studies, and discuss examples of feasibility studies conducted in Indian Country;
• Share specific tools, such as the USDA format in addition to a case study from Scott Beckman, Northern Pueblos Housing Authority;
• Attendees are encouraged to bring questions about this very important topic.
"Monitoring and Evaluation (M&E) System for the Comprehensive Africa Agriculture Development Programme (CAADP)," presentation by Babatunde Omilola at the 6th CAADP Partnership Platform. Birchwood Hotel, Johannesburg, South Africa. April 21-23, 2010.
This document provides an overview of key concepts in strategic management including:
- Current strategic themes like globalization, e-commerce, and the natural environment.
- Definitions of strategic management, mission, goals, objectives, strategy, and tactics.
- Competitive priorities and levels of strategy including corporate, business, and functional.
- The strategic management process which involves environmental scanning using tools like PESTLE analysis and SWOT analysis, strategy formulation, implementation, and evaluation.
Monitoring and Evaluation of International Development Assistance to the Priv...CesToronto
Effective monitoring and evaluation (M&E) systems are essential to learning and accountability. M&E system reviews provides perspective on what is working well, where there are gaps in coverage or weaknesses that need to be addressed, how the M&E information is actually used in decision making, and whether the system is efficient. This session will demonstrate the methods, tools and results in assessing the functioning of the M&E systems of the World Bank Group’s private sector operations in two specialized agencies: the International Finance Corporation and the Multilateral Investment Guarantee Agency.
The document discusses business feasibility studies, which analyze the viability of business concepts. It explains that feasibility studies are important tools that use market research and analysis to provide stakeholders clear evidence on whether an idea is viable. Only 1-2% of new business ideas are actually viable, so feasibility studies help avoid wasting resources. If a study deems an idea feasible, a full business plan can be developed. The document also compares pre-feasibility studies, business feasibility studies, and project feasibility studies, noting their different emphases based on the final product or project being analyzed.
The document outlines the steps to develop a problem statement for an engineering design project, including: conducting user research to determine needs, organizing and ranking needs, developing marketing requirements and an objective tree, and performing background research. The goal is to fully understand the problem that needs to be solved and obtain buy-in from stakeholders on the objectives before beginning the design process.
This document provides an overview of the IAASB's project to revise ISQC 1 and ISA 220 related to quality management at the firm and engagement level. The key changes proposed include:
1. Adopting a risk-based and scalable quality management approach that is more proactive and tailored to firms' circumstances.
2. Enhancing requirements around governance, leadership responsibilities, communication, and documentation.
3. Requiring firms to establish quality objectives, identify and assess quality risks, and design and implement responses through a new quality management process.
4. Strengthening monitoring and remediation with a focus on root causes and effectiveness of remedial actions.
5.
This document discusses strategies for promoting innovation in organizations. It argues that companies focus too much on efficiency innovations and not enough on market-creating innovations. It recommends that companies rationalize their portfolios to focus more on capabilities that enable all three types of innovation, especially market-creating innovations. Technologists can help by influencing strategies to prioritize growth and shifting IT thinking from efficiency to innovation and value creation. Measurement of innovation impact and processes also needs to be improved.
The document discusses the importance of conducting a feasibility study before starting a new business venture. A feasibility study evaluates the potential risks and chances of success for a proposed business idea. It involves analyzing the market, competition, financial requirements, operational processes and other factors to determine if the business idea is viable and worth pursuing through creating a full business plan. The feasibility study establishes the foundation for the business plan and helps decide whether to proceed with the new venture idea or not.
The document provides an outline for conducting a feasibility study for a new business or project. It discusses what a feasibility study is, why it is important, and the typical components that should be included. The components covered include an executive summary, market analysis, product/service details, business model, marketing strategy, production requirements, management plan, financial projections, and a proposed schedule. The purpose of the feasibility study is to support decision making by evaluating the viability and risks of a potential business idea.
This document outlines principles and strategies for stakeholder engagement. It discusses the importance of prioritizing issues of significance, understanding stakeholder concerns, and responding appropriately. An engagement model is presented involving thinking and planning, responding and measuring, and preparing and engaging. Benefits of stakeholder engagement include improved access to emerging issues, enhanced communication, simplified conflict resolution, and increased organizational effectiveness. The engagement strategy involves establishing context, identifying and analyzing risks, and evaluating and treating risks. Preparing and engaging stakeholders is also discussed.
Business-Oriented Trends in IT OutsourcingAlan McSweeney
The document summarizes key findings from a survey on business-oriented trends in IT outsourcing. Some of the main points include:
- Nearly three quarters of organizations plan to increase outsourcing activities, with a focus on reducing costs and improving operations. However, outsourcing has been ineffective for innovation and accessing new technologies for many organizations.
- In-house delivery still dominates for IT and business processes, but outsourcing of help desk, application development and infrastructure are growing. Concerns around capabilities of outsourcing providers and lack of long-term benefits are limiting further outsourcing for some.
- Advisors are playing an increasingly important role in outsourcing decisions. Out
A feasibility study evaluates the viability of a new business idea or expansion by examining its economic, financial, technical, legal, market and management aspects. It helps determine if an idea can generate adequate profits and cash flow while withstanding risks. The objectives are to answer if the project is feasible and should proceed. A feasibility study report includes defining the problem/opportunity, project description, expected benefits, resource needs and alternatives. It provides valuable information for deciding whether to move forward with a project idea.
The document discusses the launch of the IIA Bombay Research Foundation, which aims to conduct surveys and publish research reports on issues facing the internal audit profession. It presents findings from a survey of 30 Chief Audit Executives on how the internal audit function can add value in uncertain economic times. Respondents agreed that focusing on key risks, compliance, engagement and continuous monitoring were important. The document also discusses factors that differentiate effective versus ineffective internal audit functions and new risks that should be addressed, such as costs, fraud, compliance and resilience. It proposes metrics for measuring the impact of internal audit and perspectives on building a world class internal audit function focused on strategic and execution risks.
(1) A feasibility study explores the practicality of a business idea by examining internal resources and capabilities as well as external market factors that could support or hinder the idea. (2) Key elements of a feasibility study include an external environmental analysis of the market and target customers, and an internal analysis of a company's resources and finances. (3) Conducting a feasibility study offers benefits like helping to select the most viable business idea, providing data to inform decision making and marketing strategies, and creating a solid foundation for a business plan to attract investors.
A feasibility study determines the likelihood of success and minimizes risks of a project. It contains five components: market research to identify target consumers and demand; financial research covering capital needs, sales, and break-even points; management research on resources required; schedule determination of time and resources needed; and technical research. It establishes a framework for running a business successfully long-term by showing if a specific project can be profitably implemented. Hiring professional consultants provides an effective feasibility report.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
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
This document discusses elements of the entrepreneurial ecosystem and ways to strengthen it. It identifies common elements like entrepreneurs, education, markets, infrastructure, R&D, finance, government and evaluates their inputs, activities, outputs and outcomes. Low success rates are attributed to a lack of best practices and metrics. A world-class solution is proposed using global excellence models to assess, benchmark, and continually improve the ecosystem through a state-of-the-art measurement system. This would strengthen accountability and decision making to increase outputs like new businesses and outcomes like economic resilience.
Strategy, budgetary planning and expenditure managementTonderayi Chikanda
Explore how enhancing your strategic planning skills, budgetary planning and expenditure management can significantly transform your organization's effectiveness, efficiency and excellence.
Monitoring– Continuous or regular collection and analysis of information
about implementation to review progress. (Internal)
• Evaluation– A periodic assessment of the relevance, efficiency, effectiveness,
impact, and sustainability of an intervention. A systematic
search for answers about an intervention. (Internal or external)
• Needs Assessment– A process for identifying and prioritizing gaps in results based on the cost to meet the need versus the cost to ignore the need. Occurs in decision and design stages. Serves as an input for other M&E purposes. (Internal or external)
The document discusses strategies for social venture creation and social entrepreneurship. It defines social venture creation as decisions that shape a venture's internal resources and alignment with the environment. Key components of an effective strategy include creating a framework to achieve the mission, adapting to change, and providing direction. A business model specifies how a social venture obtains resources and structures relationships to serve customers and create value. Unique aspects of social ventures include social innovation, sustainability, impact measurement, and balancing financial and social benefits. Effective planning considers resources, activities, outputs, outcomes and impact over time. Common pitfalls to avoid include poor communication, lack of commitment, unrealistic projections, and an unclear value proposition.
Workforce planning involves identifying an organization's current and future human resource needs and ensuring the organization has the right number and type of employees, with the necessary skills, in the right places to support organizational objectives. It is an ongoing, iterative process that includes analyzing current workforce data, forecasting future needs, identifying gaps, and developing strategies and plans to address them. Effective workforce planning helps organizations avoid capacity shortfalls, reduce sourcing costs, develop competitive workforces, and retain top talent. It is closely linked to organizational strategy and objectives.
Here are the key points about risk and uncertainty in cost estimating:
- Risk management is important to identify potential issues that could impact cost and schedule. This includes conducting a risk assessment.
- Cost estimates should account for uncertainty since the future is unknown. This means providing a cost estimate as a probability distribution rather than a single point value.
- Probability distributions, like Monte Carlo simulation, allow the cost estimator to provide information on cost uncertainty. For example, they can say there is an 80% probability the program will cost less than a certain amount.
- Decision makers need this uncertainty information to determine contingency budgets. For example, a comptroller may want to know how much to budget to have an 80% confidence of
As per PTU B.Com Entrepreneurship Development Syllabus , Unit No. 2: Identification of Business Opportunities and tests of feasibility Project Management Feasibility and Viability analysis – Technical -Financial – Network – Appraisal and Evaluation – Project Report Preparation, Mobilizing resources for start-up. Basic start-up problems.
The document provides an overview of the first week of a course on organizational performance and culture. It includes an introduction to the unit and session outline, learning outcomes, and topics that will be covered related to organizational structure, strategy, and external factors. The session outline includes evaluating different types of organizational structures and their advantages/disadvantages, analyzing connections between organizational strategy and other business elements, and analyzing external trends impacting organizations using tools like PESTLE analysis. Various organizational structures, strategy approaches, and revenue generation examples are also discussed.
Evaluation of SME and entreprenuership programme - Jonathan Potter & Stuart T...OECD CFE
Presentation by Jonathan Potter, OECD LEED Senior Policy Analyst, and Stuart Thompson, OECD LEED Policy Analys, tat the seminar organised by the OECD LEED Trento Centre for the Officers of the Autonomous Province of Trento on 13 November 2015.
https://www.trento.oecd.org
This document outlines the planning process for a social business project focused on improving quality of life and access to resources for seniors. It discusses defining the social problem of a lack of collaboration between senior service providers. The mission is to determine senior needs and link them to necessary resources. Strategies include collecting senior needs data, matching seniors to services through a technological solution, strengthening service providers, and developing new services. Key performance indicators measure the number of seniors matched and number of improved service providers. The vision is for all seniors to access high-quality, affordable services through collaboration between government, nonprofits and businesses. The social business plan will cover timelines, goals, organizational capacity building, and performance/impact measurement.
The Universal Standards for Social Performance Management (SPM) are a set of management standards developed by the Social Performance Task Force (SPTF) to evaluate the social performance of microfinance institutions pursuing a double bottom line of financial sustainability and social goals. The standards are organized into six categories and are meant to provide clear guidelines for strong SPM practices. They were developed collaboratively over 18 months through multiple rounds of public feedback. The standards draw from existing work in the field and are intended to be a useful tool for various stakeholders in microfinance.
The document discusses monitoring and evaluation of small businesses. It provides details on monitoring, which involves regularly collecting data on activities, outputs and processes to track progress and make adjustments. Evaluation determines the effectiveness, efficiency and impact of activities in achieving objectives. The document also discusses causes of business sickness like inappropriate resource use, financial constraints, and external factors. Remedies include effective planning, training, credit arrangements, and modernization. Prevention involves cooperation between institutions and government agencies.
SOEDS, 11th April 2022 How to Evaluate CSR Projects and Programmes.pptxRAKESHNANDAN7
This document discusses evaluating CSR projects and programs. It begins by differentiating evaluation from appraisal, monitoring, and impact assessment. It then covers various types of evaluation including formative and summative, as well as tools like logical framework analysis and Bennett's hierarchy. Examples are provided of evaluating integrated contract broiler farming and e-learning materials. Challenges of evaluation like establishing controls and measuring long-term impacts are also discussed. The document emphasizes that evaluation is important for accountability, learning, and improving future CSR efforts.
The document discusses various aspects of identifying business opportunities and conducting feasibility analysis for a potential project. It covers technical, financial, network feasibility analysis as well as project appraisal and evaluation. The last section discusses preparing a project report which would include an executive summary, business details, funding requirements, marketing, operational and financial plans, risks, exit strategy, and appendix.
This document provides an introduction to strategic management accounting. It discusses how strategic management accounting supports organizational strategy formation, implementation and evaluation by synthesizing both financial and non-financial information. It outlines the learning objectives which include defining strategic management and discussing the rational/formal approach to strategic development. This involves setting objectives, analyzing internal/external environments, generating strategic options, evaluating choices, implementing strategies and reviewing performance. The document also discusses levels of strategy, stakeholder analysis and managing conflicts between different stakeholder groups.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
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For more information check the official website: http://www.interreg-danube.eu/senses
Module 2.1 - Market targeting and segmentationszpinter
Module 2.1 - Market targeting and segmentation
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Introduction to marketing
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Introduction - about social entrepreneurshipszpinter
Introduction - about social entrepreneurship
The SENSES project co-funded by the European Union funds (ERDF and IPA)
For more information check the official website: http://www.interreg-danube.eu/senses
Module 1 – Creating social change by successful entrepreneurship Social busin...szpinter
This document is a training module on design thinking for social enterprises. It introduces design thinking and the business model canvas as tools to help social enterprises establish new opportunities and access new markets. The module is delivered by experts from SAP and IFKA to guide participants through the process of social entrepreneurship from idea to market, applying design thinking methodology and the business model canvas to finalize business plans and launch operations. The training covers concepts like social entrepreneurship, business model design, customer segmentation, value propositions, revenue streams, and uses videos and examples to illustrate how design thinking can help solve social problems.
2. 1. Impact and Performance
Management
Project co-funded by the European
Union funds (ERDF and IPA)
3. Why is it important?
• To understand the need to measure the impact and the performance of a
social enterprise
• To become informed with regard to the available methodologies and
approaches
• To foster a measurement culture among social entrepreneurs
4. Measurement Goals
• To capture and demonstrate impact and performance:
– rigorous measurement is needed to manage the multiple bottom lines of the
social enterprise (social, environmental, financial)
Source: UNICEF, adapted from Patton 1997:220
5. Measurement challenges
• Understand exactly what change you want to make.
• Long-term commitment – change does not happen over night.
• Need to build a measurement culture and habit within the organisations.
• Use the appropriate tools & processes to measure and manage the social
impact and the performance metrics.
• Limited resources – human and financial.
• Attribution – what would have happened anyway? How much did others
contribute to the same result?
• Tracking progress: decide on key indicators. collect data systemically. gather
evidence.
6. Social impact
• The ultimate change the social enterprises aim for, often intangible on the
short or medium run:
– Improved quality of life for a marginalized group of persons (social problem:
exclusion)
– Changed societal attitudes towards a certain issue or group (social problem:
discrimination)
– Demonstrated new models that are more inclusive of marginalized people
(social problem: lack of access to employment/health or social
services/education, etc)
– Policy change that shifts an entire paradigm or legal framework to provide
chances of inclusion for marginalized people (social problem: systematic
inclusion)
– Positive environmental effects and pollution reduction (social problem: climate
change)
7. Business performance
• Sustainable business models are needed to achieve social impact:
– Need to have the necessary financial and human resources available to lead to social
change => business performance needs to be monitored against established targets.
– Why using a monitoring tool? To let you:
• Set meaningful goals and targets
• Organize them into a comprehensive framework
• Monitor results and track progress
• Make informed decisions and manage the SE
• Identify problems early on
• Stay focused
• Disseminate documented results.
8. Social impact and
Business performance
• When developing a measurement practice, have in mind:
– Your objectives – what will be the use of the tool and data, e.g. management or
reporting to external partners
– Audience – who does the data target, e.g. board of SE or external stakeholders
– Capacity for data collection & interpretation – resources (financial and human) that the
SE has for regularly collecting the data for all indicators
– Time frame: long vs short term
– Validation – what is needed to check the data and interpret the information
– Stakeholders that need to get involved: staff, beneficiaries, other partners (University,
volunteers, experts etc)
– Benchmarking – with whom would you compare results? (is other data available?
Statistics? Control groups?)
9. Goals and indicators
• Establish annual goals (broken down from the long term projections in your
business plan) and monitor results on a timely basis, depending on indicator
(daily, weekly, monthly, quarterly).
• Social impact
– Quantitative
– Qualitative
• Environmental impact
– Value chain
• Business performance
– Financial results: turnover, profit / loss, break even, on track with projections
10. Goals and indicators
• Know, for each business relevant area, the following:
– Goals strategic objective (what you want to happen)
– Indicators the way to measure your progress
• relevant, possible to track regularly, assess if quantitative (figures) vs
qualitative (scales, YES/NO). SMART
– Baseline snapshot of the beginning stage, provides basis for
comparison
– Targets concrete achievements to be reached - motivating, but
realistic
– Updates regular measurement of indicators - actual achievements.
11. Goals and indicators
• The general goal: increase sales revenue
• Could be measured by the indicators:
– Sales revenue per month
– Sales revenue per product
– Sales revenue per customer
– Sales revenue per distribution channel / business location
– Number of customers
• The specific target: increase sales revenue from chairs by 25% by end of the
year.
12. Why is a tool / system needed?
• Identify risks early and mitigate them
• Keep realistic objectives
• Contributes to good strategic decision making
• Highlights gaps and support needs
• Allows to share results and promote the social enterprise.
13. Goals of the process for NESsT
• NESsT invests in social enterprises that:
• Provide decent jobs and income to marginalized persons
• Do not harm the environment
• Reach break even or are the path to financial sustainability
• NESsT is driven by impact and performance => the need to have a tool across its portfolio to measure impact and performance.
• NESsT created the Performance Management Tool – shared with its investees. Online survey, connected to the CRM system
(Salesforce).
• Goal: to aggregate the impact results, to understand their financial performance and their contribution to the sector. To allow the
comparison results vs plans.
14. NESsT Measurement
Quantitative Qualitative
• Number of jobs created for marginalized groups
• Number of people placed in jobs
• Number of people generating income
• Number of people trained for jobs; career
development
• Number of people accessing affordable
technology
• Number of people directly affected by the SE
• Number of people indirectly affected by the SE
• Increase in income
• Income level (benchmarked against minimum
wage and median wage in country/type of job)
• Job longevity (hold a contract, length of time
already in that job, expectation of the
beneficiary)
• Improvement in environmental impact
product/service cycle (value chain analysis:
procurement, operations, distribution, reverse
logistics)*
• *Simple survey. Generates a score per stage and overall. Each entrepreneur will
develop a plan to improve scores
+
15. NESsT Measurement
Field Building Financial performance
• Number of blogs, articles,
publications
• Number of events spoken at
• Annual income
• Annual profit / loss
• Total investment raised
• Breaking even
• Meeting financial projections
+
16. Further reading
• Numerous systems and standards
– IRIS
– Social Reporting Standard
– Social evaluator
– SROI
– BCorp
• Vast literature: EVPA, Social Impact Investing, Social Value International,
SSRI,
• Chose one path or create your system – make sure you can benchmark
externaly at least key indicators – and use it consistently!
17. 2. Talent Tool and Green Tool
Project co-funded by the European
Union funds (ERDF and IPA)
18. Goal of the Talent Tool
1. Assess the entrepreneurial capacity relative to the stage of
enterprise development
– Then determine their talent profile and capacity needs
2. Assist entrepreneurs, and the intermediaries that support them, to
design and implement a talent building plan to best respond to the
enterprise needs:
– Strengthening own leadership skills
– Building the leadership team to bring in missing skills
20. the greatest business plans need
the right competencies to be
implemented successfully.
21. What the Ecosystem is Saying
“There’s a growing appetite for measurement in the sector”
“It’s difficult for entrepreneurs to benchmark themselves – are they on track?”
“After entrepreneurs are rejected from an accelerator or incubator, we have limited
bandwidth to advise SGBs on areas of improvement. This tool provides entrepreneurs with
a roadmap that can help them to prepare and apply again.”
22. Framework
Self-Discovery Stage
- Assess Core
Competencies
Self-Discovery Stage
- Establish a Baseline
Self-Discovery Stage-
A Conversation on
Talent
Needs/Coaching
Implementation
Stage- Filling the
Talent Gaps
Reassess Talent on
an Ongoing Basis
• Designed to be a dynamic process and
should be revisited at each stage of
enterprise development to ensure that the
enterprise´s talent continues to align with its
goals.
23. 23
What do investors look for?
Unique Value Proposition, Exceptional Team, Unbounded Market Opportunity, Social Impact
Strategic & Planning Functional & Operational Entrepreneurial Social Capital & Market
Knowledge
• Business model
• Ability to chart a path
forward
• Cost/revenue structure
• Standard processes
• Customer and
beneficiary feedback
• Recruitment
• Measurement
• Judgement
• Credibility
• Networking
• Partners
• Knowledge
24. RESULTS & IMPACT
Social Challenge: Small-scale fishing communities are among the 54
percent of people living below the poverty line in Peru, even though the
sector is the country's second highest generator of foreign currency.
Social Enterprise: Sustainable Fishery Trade is the first
social enterprise dedicated to just and sustainable
trade for artisanal fisheries in Peru. The company
sources directly from small fishing communities
and sells to restaurants and retail shops. The
enterprise also furthers conservation practices
and minimizes overfishing of marine species by
training fishing communities in sustainable
practices.
NESsT Investment:
• Leveraged over USD $200,000 in funding
• Provide business mentoring in areas such as governance, logistics,
finance, impact measurement, and operational processes
• Connect management team to pro-bono consulting
• Supporting in scaling to Chile by funding feasibility study and pilot
Sustainable Fishery Trade
LIMA, PERÚ | JOINED NESsT PORTFOLIO: 2017
30-50%
higher
income
received by
fishers
90
fishers
trained in
sustainable
fishery &
aquaculture
techniques
90,000
lives
improved in
Sustainable
Fishery
Trade
communities
25. Key Learnings – Sustainable Fishery Trade
Discoveries NESsT Support & Workplan
1. Strategic & Planning: Delegate
operational tasks so that the
management team can focus on
strategic areas to grow the business.
2. Functional & Operational: Create a
system to collect feedback from
clients and beneficiaries
3. Investment readiness: Fundraising
is a strength of the team.
Nevertheless, they needed to learn
how to pitch to investors.
• Supporting the enterprise with
scaling to new geography (i.e.
conducting feasibility study and
funding pilot)
• Supporting with hiring and
recruitment
• Refining financial projections and
supporting with leveraging new
funding
• Ongoing business mentoring on all
competencies based on priorities
26. Green Tool
• Separate set of questions for enterprises with services and those with
products
• Survey is accessible to non-NESsT entrepreneurs:
https://www.nesst.org/i2e-green-tool/
27. 3. Leadership – Good Governance
Project co-funded by the European
Union funds (ERDF and IPA)
28. A tool ensuring the success of the SE
A way of thinking and living as a business
A way to show accountability in front of shareholders and society in
general
- “The company is “bigger” than its founders and its management teams /
staff members”.
Good Governance – what is it?
29. Social enterprises address critical social problems through scalable, self-sustaining and innovative business models.
The Challenge of a Social Enterprise
Beatriz Boza / Renzo Valera, EY – apud: Schwab Foundation for Social Entrepreneurship,
“The Governance of Social Enterprises”
Must ensure the balance between:
Financial
responsibilities
Social impact
Stakeholders’
coordination
A carefully selected,
Well-structured and
Well-intended
governance structure helps the
achievement of the social
enterprise’s objectives.
30. How do we see an enterprise?
Business
world
CEO
Management
CFO COO Managers
Leadership Team
Middle Managers
Financial Logistics
Quality
Human
Resources
Internal
Controls
Staff
Beatriz Boza / Renzo Valera, EY
31. How do we see an enterprise?
General Assembly (founders, owners)/ Stakeholders /
Members (depending on legal structure)*
Board
President
Members (1/3
non-owners)
Secretariat
Specialized comittees
Audit
Fundraising
Others
*they propose a governance structure and invite board members
Beatriz Boza / Renzo Valera, EY
CEO
Management
CFO
COO Managers
Leadership Team
Middle Managers
Financial Logistics
Quality
Human
Resources
Internal
Controls
Staff
32. What is a stakeholder looking for?
Social
impact
Participation /
Equal
treatment
Transparency
/ Access to
information
Accountability
Sustainability
/ strong
business
strategy
Beatriz Boza / Renzo Valera, EY
As per La Voz del Mercado, there is a high correlation (R2 76%) between the development of these five
pillars and the quality of the governance structure of an enterprise.
A good
governance
structure
33. - Formal and informal practices regulating the relations between owners and administrators of a
business (CAF)
- Way to grow in a sustainable way and to create and share value (IFC)
- Key element to increase the economic efficiency and growth of a company, while boosting the
trust of investors (OECD)
- Systems and processes ensuring the general direction, effectiveness and supervision &
responsibility of an organisation.
- Governance mechanisms include board of directors, monitoring systems, reporting mechanisms and
codes of conduct (The World Bank).
Good Governance – what is it?
34. • A recognized good business practice:
• Well managed organizations – with carefully selected and managed board members -
generate better financial and social outcomes
• Responsible for:
• Defining strategies and overseeing their implementation
• Hiring the CEO & key talent
• Reviewing financials
• Promote the success of the SE, by directing and supervising its affairs
• Key to access investment capital
• Formalize the business (as opposed to informal, ad-hoc management)
• Reinforce legal provisions
• A way for the owners to:
• share responsibility
• balance decision making processes
• manage strategic risks
• Increase reputation & visibility
How does a board help strengthen your governance?
35. Evolve as the SE evolves
No one size fits all!
The roles of the board
Advisory
(support)
ControlStrategic
development
Few
investors /
stakeholders
Co-owners
and investors/
stakeholders /
members
Founder
Beatriz Boza / Renzo Valera, EY
36. Boards contribute to:
accountability
strategical thinking
professionalism
sustainability
responsibility
efficiency
predictability
ethics.
The roles of the board
37. Understand the legal requirements related to boards.
Define the role of the board for your social enterprise
Assess your current board:
Structure
Individual board members and their skills
Level of involvement
Quality of their involvement
Define your current board gaps - what is missing from your own board?
Agree on the ideal size - agile and able to make decisions (5-9 members)
Agree on the ideal composition - ensure diversity (the shareholders are by default board
members; ideally – 1/3 of them are independent / non-owners)
List immediate next steps in order to strengthen your board
Good Governance
38. Some common questions ...
Whom to call?
How to identify the right persons?
Do I have to know well the persons before?
When to call third parties?
How to call upon them?
For how long to appoint them?
Once they are on board, would they fit with
each other / the existing members?
The challenges of creating a board
Beatriz Boza / Renzo Valera, EY
• Criteria for selection:
• Experience
• Personality
• 3 C’s for board members (Social
Enterprise Association, Singapore):
• Character
• Commitment
• Competency
39. Criteria:
Match between the sector / market experience and current gaps
“Fit” with other board members, owners and management (take into account local language barriers):
someone with strong interpersonal behavior skills
Time availability, based on the needed length of the mandate
High ethical and moral standards, able to represent the interests of the SEs
Able to build credibility in the board and trust from the other board members (not saying too much, not
saying too little, but saying enough to impact).
Who should sit on the SE board?
40. Define what falls under the solidarity, collective responsibility of all the board members and what’s
under individual responsibility of each member. Being a part of a board, implies personal liabilities
(even if not all the time fiduciary). Be clear on what they are.
Committees –based on the needs of the SE and the expertise of the board’s members.
Define internal auditing procedures
Define conflict of interest
Establish annual work plans, with milestones and board evaluation procedures.
Clear agenda and outcomes for each meeting.
Documentation for meetings sent ahead of time indicating what will be discussed and what is
there for background purpose
Clear processes for calling a meeting and adding new members.
An induction process for new members.
Evaluation criteria and formal assessment of the board performance
Good Governance – Board Best Practices
Editor's Notes
Help the social entrepreneur assess and improve his / hers & the team’s skills and competencies to grow the social enterprise.
Need source
Key challenge:
Finding and retaining talent
Ensuring that the CEO grows with the enterprise – has the skills needed by the SE, at each stage of its development
Need source
The DD process helped SFT to solidify their documents, pitch, and presentation of the business.
SFT used the learning from the DD process to apply to other competitions and succeeded, such as Start Up Peru, Innovaté, and Fish 2.0