Defining business value in units meaningful to the business and connecting these to the measures of performance for the project that produce this business value.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Tim Creasey's track session on ADKAR - "Catalyzing Individual Transitions to Deliver on Business Transformation" - delivered at Gartner BPM Summit, Sept 2015.
Introduction to Enterprise Architecture and TOGAF 9.1iasaglobal
Santos Pardos nos dará una visión general a TOGAF. Durante 2 horas, Santos nos introducirá al mundo de The Open Group Architecture Framework (TOGAF), ese marco de trabajo de Arquitectura Empresarial que muchos escuchamos hablar. Nos contará el enfoque propuesto para el diseño, planificación, implementación y gobierno de una arquitectura empresarial de información. También repasará, a alto nivel, cuatro niveles o dimensiones: Arquitectura de Negocios Arquitectura de Aplicaciones Arquitectura Tecnológica Arquitectura de Dat
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Tim Creasey's track session on ADKAR - "Catalyzing Individual Transitions to Deliver on Business Transformation" - delivered at Gartner BPM Summit, Sept 2015.
Introduction to Enterprise Architecture and TOGAF 9.1iasaglobal
Santos Pardos nos dará una visión general a TOGAF. Durante 2 horas, Santos nos introducirá al mundo de The Open Group Architecture Framework (TOGAF), ese marco de trabajo de Arquitectura Empresarial que muchos escuchamos hablar. Nos contará el enfoque propuesto para el diseño, planificación, implementación y gobierno de una arquitectura empresarial de información. También repasará, a alto nivel, cuatro niveles o dimensiones: Arquitectura de Negocios Arquitectura de Aplicaciones Arquitectura Tecnológica Arquitectura de Dat
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
Capstera's Automotive Industry Business Capability map is an integrated and in-depth set of business capabilities which capture the essence of what a company in the automotive industry does. Visit: https://www.capstera.com/product/automotive-industry-business-capability-map/
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
In this ppt you find what is ERP?
1. What is ERP?
2. Why we need ERP?
3. Traditional Business Process.
4. Morden Business Process.
5. Major problem without ERP.
6. Advantages of ERP.
7. Types of ERP.
8. Which TYPE ERP best FOR organization?
9. Introduction of SAP ERP in short.
Integrating It Systems After A Merger PowerPoint Presentation Slides SlideTeam
Incorporate integrating IT system PowerPoint templates at the beginning or during mergers and acquisitions to help the enterprises have a successful synergy. This content-ready integrating IT systems complete PowerPoint slideshow consists of templates like role of IT in post-merger integration, synergies in IT integration, approaches to IT integration, post-merger IT planning, and more. Using integrating IT systems PowerPoint templates, determine which systems to keep, which data is important, and most importantly how much integration is required before the two companies collaborate. Create a detailed IT infrastructure plan before getting into M&A. Incorporate IT system post m&a PPT presentation slides to integrate people, systems, and business processes to maintain efficiency. Get your hands on this ready-to-use integrating IT systems after a merger complete presentation to overcome technical challenges following m&a. Use well planned structure of Integrating IT Systems After A Merger to help mergers succeed. Create fashion fantasies with our Integrating It Systems After A Merger PowerPoint Presentation Slides. The audience will begin to celebrate.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
What is strategy?
Identify and examine different meanings of strategy?
What are the theoretical & practical implications of these diverse meanings?
Discuss the nature of strategy in various organisation types.
Identify different levels of strategy in organisations.
Distinguish between corporate strategy, business unit strategy, functional strategy and tactical strategy.
IT value Frameworks- VAL-IT COBIT 5 and KPMGShwetha Bhat
Technology entrepreneurs must create value for customers in order to generate revenue. IT values frameworks helps CIO's of organization to take right decisions to formulate IT strategies to reap maximum benefits through IT.
Earned Value Management Meets Big DataGlen Alleman
The Earned Value Management System (EVMS) maintains period–by–period data in its underlying databases. The contents of the Earned Value repository can be considered BIG DATA, characterized by three attributes – 1) Volume: Large amounts of data; 2) Variety: data comes from different sources, including traditional data bases, documents, and complex records; 3) Velocity: the content is continually being updated by absorbing other data collections, through previously archived data, and through streamed data from external sources.
With this time series information in the repository, analysis of trends, cost and schedule forecasts, and confidence levels of these performance estimates can be calculated using statistical analysis techniques enabled by the Autoregressive Integrated Moving Average (ARIMA) algorithm provided by the R programming system. ARIMA provides a statistically informed Estimate At Completion (EAC) and Estimate to Complete (ETC) to the program in ways not available using standard EVM calculations. Using ARIMA reveals underlying trends not available through standard EVM reporting calculations.
With ARIMA in place and additional data from risk, technical performance and the Work Breakdown Structure, Principal Component Analysis can be used to identify the drivers of unanticipated EAC.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
Capstera's Automotive Industry Business Capability map is an integrated and in-depth set of business capabilities which capture the essence of what a company in the automotive industry does. Visit: https://www.capstera.com/product/automotive-industry-business-capability-map/
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
In this ppt you find what is ERP?
1. What is ERP?
2. Why we need ERP?
3. Traditional Business Process.
4. Morden Business Process.
5. Major problem without ERP.
6. Advantages of ERP.
7. Types of ERP.
8. Which TYPE ERP best FOR organization?
9. Introduction of SAP ERP in short.
Integrating It Systems After A Merger PowerPoint Presentation Slides SlideTeam
Incorporate integrating IT system PowerPoint templates at the beginning or during mergers and acquisitions to help the enterprises have a successful synergy. This content-ready integrating IT systems complete PowerPoint slideshow consists of templates like role of IT in post-merger integration, synergies in IT integration, approaches to IT integration, post-merger IT planning, and more. Using integrating IT systems PowerPoint templates, determine which systems to keep, which data is important, and most importantly how much integration is required before the two companies collaborate. Create a detailed IT infrastructure plan before getting into M&A. Incorporate IT system post m&a PPT presentation slides to integrate people, systems, and business processes to maintain efficiency. Get your hands on this ready-to-use integrating IT systems after a merger complete presentation to overcome technical challenges following m&a. Use well planned structure of Integrating IT Systems After A Merger to help mergers succeed. Create fashion fantasies with our Integrating It Systems After A Merger PowerPoint Presentation Slides. The audience will begin to celebrate.
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
What is strategy?
Identify and examine different meanings of strategy?
What are the theoretical & practical implications of these diverse meanings?
Discuss the nature of strategy in various organisation types.
Identify different levels of strategy in organisations.
Distinguish between corporate strategy, business unit strategy, functional strategy and tactical strategy.
IT value Frameworks- VAL-IT COBIT 5 and KPMGShwetha Bhat
Technology entrepreneurs must create value for customers in order to generate revenue. IT values frameworks helps CIO's of organization to take right decisions to formulate IT strategies to reap maximum benefits through IT.
Earned Value Management Meets Big DataGlen Alleman
The Earned Value Management System (EVMS) maintains period–by–period data in its underlying databases. The contents of the Earned Value repository can be considered BIG DATA, characterized by three attributes – 1) Volume: Large amounts of data; 2) Variety: data comes from different sources, including traditional data bases, documents, and complex records; 3) Velocity: the content is continually being updated by absorbing other data collections, through previously archived data, and through streamed data from external sources.
With this time series information in the repository, analysis of trends, cost and schedule forecasts, and confidence levels of these performance estimates can be calculated using statistical analysis techniques enabled by the Autoregressive Integrated Moving Average (ARIMA) algorithm provided by the R programming system. ARIMA provides a statistically informed Estimate At Completion (EAC) and Estimate to Complete (ETC) to the program in ways not available using standard EVM calculations. Using ARIMA reveals underlying trends not available through standard EVM reporting calculations.
With ARIMA in place and additional data from risk, technical performance and the Work Breakdown Structure, Principal Component Analysis can be used to identify the drivers of unanticipated EAC.
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
Starting with an EIA–748–C compliant Earned Value Management System, integrating an Agile Software Development Lifecycle (Agile) is straightforward when there is a Bright Line between the Performance Measurement Baseline (PMB) and the Sprints and Tasks of the Agile Software Development Process.
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
IS EARNED VALUE + AGILE A MATCH MADE IN HEAVEN?
Increasing the Probability of Program Success requires by connecting the dots between EV and Agile Development.
Presented at
The Nexus of Agile Software Development and
Earned Value Management, OSD-PARCA,
February 19 – 20, 2015
Institute for Defense Analysis, Alexandria, VA
The resources listed here are the starting point for anyone interested in applying the principles developed in this briefing for integrating Agile with Earned Value Management projects
Concepts of cutover planning and managementSanjay Choubey
Global Business Transformation, SAP, ERP, Cutover Management, Manufacturing Excellence, Blackout period Management, Direct and Indirect Procurement, Business Intelligence, Data Management and Analytic,
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Introduction to Balanced Scorecard - Large Group OrientationGlen Alleman
- Understand the motivation for Balanced Scorecard.
- Recognize the core elements of a Balanced Scorecard Strategy Map.
- Identify Mission and Vision for the BCPS IT Department in Balanced Scorecard term
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
Kuliah umum strategic management Unhas , 20 April 2018Sapri Pamulu, Ph.D
Materi disampaikan kepada civitas academica Departemen Manajemen, Fakultas Ekonomi & Bisnis, Universitas Hasanuddin (Unhas) di Kampus Tamalanrea pada hari Jumat, 20 April 2018. Senang bisa merayakan ulang tahun dengan berbagai pengetahuan & pengalaman.
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
In the dynamic and competitive landscape of today's business world, organizations are seeking innovative approaches to drive strategic alignment, measure performance, and achieve sustainable growth. The Balanced Scorecard Framework, often referred to as a "catalyst" for success, has emerged as a powerful tool for implementing Enterprise Performance Management (EPM) strategies. In this article, we will explore how the Balanced Scorecard Framework acts as a catalyst within the context of EPM, facilitating improved decision-making and organizational excellence.
CATALYST is a cloud-based OKR & Business Performance Management Software
that can help you elevate your business performance and take data driven decisions! A highly effective software for managing Key Performance Indicators (KPIs) and metrics is the CATALYST Performance Management Software. CATALYST offers a comprehensive solution designed to streamline and optimize performance measurement and management processes. Outlined features - Holistic Performance Management, Real-Time Analytics, Dynamic Dashboards, Automated Reporting, Goal Alignment, Continuous Feedback, Employee Engagement, Strategic Planning, Scalability. Holistic Performance Management, Real-Time Analytics, Dynamic Dashboards, Automated Reporting, Goal Alignment, Continuous Feedback, Employee Engagement, Strategic Planning, Scalability
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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This article provides a comprehensive guide on how to
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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5. Positioning
BSC has many confusing and sometimes conflicting definitions
IT Performance Management applies these concepts to the strategic,
tactical and operational aspects of IT
5/104
8. Drivers
† “The Balanced Scorecard: To Adopt or not to adopt?” Kevin Hendricks, Larry Menor
and Christine Wiedman, Ivey Business Journal, Nov/Dec 2004
8/104
9. Drivers
Balanced Scorecard would more likely benefit firms that
followed a Prospector or Analyzer strategy, and likely not
benefit firms that followed a Defender or Reactor strategy.
† “The Balanced Scorecard: To Adopt or not to adopt?” Kevin Hendricks, Larry Menor
and Christine Wiedman, Ivey Business Journal, Nov/Dec 2004
9/104
11. Drivers
“There is no such thing as a free lunch,” — Milton Friedmann
† “New Math for the New Economy,” Baruch Lev, Fast Company, 31, January, 2000
11/104
14. Approach
Balanced Scorecard Is 1 Of 4 Needed Capabilities For Success
Business and Technology Governance
Competitive Advantage
Real Options Enterprise
Sustained
Capabilities
Balanced Based Program &
Based
Scorecard Portfolio Project
Planning
Management Management
Enterprise Class Tools and Work Processes
Readiness Assessment
Mobilization
Alignment
Sustainment
14/104
15. Approach
Mission and Vision are starting points for developing a Balanced
Scorecard from the “top down.” Without a Mission and Vision, the
underlying performance measures have no foundation on which to rest.
Balanced Scorecard
Mission Why We Exist
Values Guiding Principles
Vision Picture of the Future
Strategy Differentiating activities
15/104
16. Approach
Identifying the strategic initiatives that support the organization strategies is key
beneficial outcome of deploying a Balanced Scorecard in IT
General Mission What do we do?
Strategic Themes Why is it important?
Desired Outcomes What results do we want?
How will we know when we’ve
Metrics achieved these results?
What specific actions do we
Strategic believe will lead to these results?
Initiatives
Connecting specific actions with the strategy of the
firm is the role of a Balanced Scorecard
16/104
17. Approach
The four phases of the Balanced Scorecard deployment are broad and
general purpose, focused on increasing maturity. The details of the
deployment must be developed in order to achieve success
Readiness Mobilization Alignment Sustainment
Assess readiness Mobilize change Translate the Motivate the staff
for BSC initiative through executive strategy Govern the
Identify gaps & leadership Align the organization
closure plans organization
Conduct Achieve Define and clarify Focus the staff
Readiness commitment from the strategy Align
Assessments the top connections accountability and
• Cultural Build the Establish long rewards
• Operational executive team term targets Develop human
• Data Build the case for Communicate the capital
• Governance change strategy Re–define
Identify and close Identify initial Connect measures governance
gaps KPIs, CSFs, Goals with strategies Get results
Prepare for and Initiatives
deployment Identify target
strategies
Discovery Missionary Change Agent Strategy Focused
17/104
18. Approach
Readiness Mobilization Alignment Sustainment
Translate the strategy
Assess readiness for
BSC initiative
Mobilize change
through executive Align the organization
Motivate the staff
Govern the
The four phases of the
Identify gaps & leadership organization BSC deployment are a
closure plans
sequence that builds
Conduct Readiness Achieve commitment Define and clarify the Focus the staff
Assessments from the top strategy connections Align accountability the increasing maturity
• Cultural
• Operational
Build the executive
team
Establish long term
targets
and rewards
Develop human of the scorecard.
• Data Build the case for Communicate the capital
• Governance change strategy Re–define
Identify and close Identify initial KPIs, Connect measures governance
gaps CSFs, Goals and with strategies Get results
Prepare for Initiatives
deployment Identify target
strategies
Discovery Missionary Change Agent Strategy Focused With the scorecard in place, the
Capabilities needed to fulfill the
strategy, the options trade–offs
for existing and future projects,
and the enterprise tools to
manage this portfolio.
Business and Technology Governance
Competitive Advantage
Real Options Enterprise
Sustained
Capabilities
Balanced Based Program &
Based
Scorecard Portfolio Project
Planning
Management Management
Enterprise Class Tools and Work Processes
18/104
19. Approach
† Alignment: Using Balanced Scorecard to Create Company Synergies,
Norton and Kaplan, Harvard Business School Publishing Company, 2006
19/104
20. Approach
Clarify mission &
Mission Vision statement
Vision
Develop
Strategic Goals
Strategic Goals
Balanced Scorecard
Derive Strategy Map
Sub–Goals Sub–Goals Stakeholder Perspective
Service Attributes Relationships Image
Recognition Stakeholder
Application Quality Time to Delivery System Capabilities
of Value Relations
Internal Processes Perspective
Map Sub-Goals to Operations
Management
Stakeholder
Management
Innovation
Processes
Regulatory
Processes
each quadrant of the Learnings & Growth Perspective
Human Capital
Information Capital
Balanced Score Card Culture
Organizational Capital
Leadership Alignment Teamwork
Budget Perspective
Project Budget Resource
Performance Management Management
GQ(I)M KPI’s, Targets,
Goal
Question
For each BSC Quadrant CSF’s for each
Indicator Objective
Measure Apply GQ(I)M to: Indicators
– Identify measurement areas
Trouble Reports
– Develop measurement goals
– Pose relevant questions Module
Derived from – Postulate indicators Performance Data
“Developing Enterprise–Wide
Measures for Tracking
– Identify data elements Elements
Performance,” Software
Engineering Institute
20/104
21. Approach
Focusing on Goals, the Success Criteria separates the measures of success
from the task progress indicators. This separation distinguishes physical
progress from business value – both are needed, but they are not the
same.
Success
Goal Criteria
Strategy to Success Indicators
accomplish
the goal %
1 2 3 4 1 2 3 4
Reporting Periods
Analysis Indicators
100
80
60 Tasks to Accomplish
40
20 goal
Tasks Progress Indicators
Task 1
Task 2 100 Actual
Test Cases
Complete
80
Task 3 60
• 40 Planned
Functions
• 20
Task n Reporting Periods
Derived from “Developing Enterprise–Wide Measures for Tracking Performance,” Software Engineering Institute”
21/104
22. Approach
GOAL(s)
Question 1 Question 2 ••• Question n
SLOC Staff-hours Trouble Reports Milestone Dates
Derived from “Developing Enterprise–Wide Measures for Tracking
Performance,” Software Engineering Institute``
22/104
23. Approach
IT Development
Balanced
Scorecard
Business IT
Balanced Balanced
Scorecard Scorecard
IT Operations
Balanced
Scorecard
23/104
27. Themes
If executives are having a normal meeting and talking about strategy, but
instead focusing on tactics – then they’re not fulfilling their roles as
leaders of their respective organizations
27/104
32. Positioning
From, Functions of an Executive, Chester Barnard, 1938.
Barnard laid the foundations of management theory. Bernard is widely
credited with having originated the “Systems” approach to the study of
organizations. He recognized that in order for the organization to survive in
the external environment and to succeed in the long run, it was necessary
to sustain cooperation from employees by satisfying the condition of
efficiency.
32/104
36. Positioning
The original 4–quadrant BSC fails to make the cause and effect connection
between action and outcome – strategy maps replace this approach and
show how to “connect the dots”
1.
2.
3.
36/104
37. Positioning
A scorecard practice should move the client toward the 3rd generation.
They’ll have to get there eventually in order to impact their organization
– might as well start out headed in that direction on day one.
First Generation Second Generation Third Generation
BSC as a BSC as a
BSC as a framework for
performance management
organizational change
evaluation system system
• Performance measures • Organizational learning • Organizational change
• Breakdown of strategy • Identifying and solving • Strategy maps
• Four perspectives operational problems • Strategy patterns
• Strategic objectives, • Feedback for planning • Integration of budget
performance indicators, key • Organizational and personnel plans
performance parameters knowledge • Changing the
• Performance linked to organizational behavior
compensation
37/104
42. Positioning
The four primary barriers that lay the seeds of strategy failure …
Only 10% of organizations successfully execute their strategies
Vision Barrier
Only 5% of the workforce 85% of executive teams spend
understands the strategy less than one hour per month
Informed action is virtually discussing strategy
impossible without sound Without a clear and concise
knowledge of the organizations blueprint for success – the
strategy strategy – manage will focus
People Barrier on financial and operational
details
Only 25% of managers have Resource Barrier
incentives linked to strategy
Incentives linked to short- 60% of organizations don’t
term financial targets, leads to link budget to strategy
less than rational decision Based on strategy, what
making at the expense of long initiatives distinguish us from
term sustainable success our competition?
† Norton and Kaplan and, in Balanced Scorecard Diagnostics: Maintaining Maximum Performance,
Paul R. Niven, John Wiley & Sons and Strategy Safari, Mintzbert, Ahlstrand and Lampel, The Free
Press, 1998.
42/104
43. Positioning
Instituting change is at the heart of a successful Scorecard
In many studies of patients who have undergone coronary bypass
surgery, only one in nine people, on average, adopts healthier day-to-day
habits […] [even if] they clearly see the value of changing their behavior.
“The Neuroscience of Leadership,” David Rock and Jeffery Schwartz, strategy+business, Summer 2006
43/104
44. Positioning
All five components of strategy are needed for true success
Vision Skills Incentives Resources Action Plan Success
Vision Skills Incentives Resources Action Plan Confusion
Vision Skills Incentives Resources Action Plan Anxiety
Incentives Resources Action Plan Gradual
Vision Skills
Change
Vision Skills Incentives Resources Action Plan Frustration
Vision Skills Incentives Resources Action Plan False Starts
44/104
45. Positioning
The BSC must be placed in the context of process improvement
Deriving Enterprise-Based Measures Using the Balanced Scorecard and Goal-Driven measurement Techniques, Wolfhart
Goethert and Matt Fisher, Software Engineering and Measurement Analysis Initiative, CMU/SEI-2003-TN-024, October 2003
45/104
46. Positioning
A simple set of goals provides a good staring point for a BSC
Strategies Key Performance Indicators
Customer satisfaction
User Be the supplier of User survey score
Orientation choice for services
Percentage of projects delivered on time
Total business impact
Focus resources on Service budget as a percentage of revenue
Business attaining business
Value strategies through Cost impact for each release
effective delivery Percentage of budget allocated to new
development
Budget versus actual
Operational Deliver timely andat Staff utilization
Excellence effective services
or under budget Staff turnover
Historical availability
Develop internal
Future capabilities toto
learn Number of documented best practices
Orientation and innovate
exploit future Existence of Process Architecture
opportunities
46/104
47. Positioning
Stakeholder Perspective
Service Attributes Relationships Image
Recognition Stakeholder
Application Quality Time to Delivery System Capabilities
of Value Relations
Internal Processes Perspective
Operations Stakeholder Innovation Regulatory
Management Management Processes Processes
Learnings & Growth Perspective
Human Capital
Information Capital
Organizational Capital
Culture Leadership Alignment Teamwork
Budget Perspective
Project Budget Resource
Performance Management Management
Connecting Critical Success Factors with Key Performance Indicators provides
traceability from execution at the project level to fulfillment of strategic
objectives.
47/104
49. Positioning
Vision Top Down
Positively Impact Making the effect-and-cause connection between
Financial
Performance
Strategy and Key Performance Indicators is the role of
an Balanced Scorecard automation system
Strategic Objective Performance Goal Critical Success Key Performance
Factor (CSF) Indicator (KPI)
Be The Preferred
Supplier Of Business Provide on-time, on- Budget Variance BPI ≥ 0.95
Applications budget, on-
Schedule Variance CPI ≥ 0.97
Traceable to specification for our
Increased Customer enterprise applications Function Points
Revenue % Requirements
Delivered ≥ 90%
Variance
Target
Cost of Delivery Declining Cost per
Provide scalable Impact Customer
platform for
SLA Compliance ≥
acquisition and Performance Impact
0.98
growth of our
customer base Global Operational 24/7/365 Non-Stop
Baseline Operations
Why What How Measures
Flow Down from Strategy to KPIs
49/104
50. Positioning
Vision Bottom Up
Positively Impact Making the cause-and-effect connection between Key
Financial
Performance
Performance Indicators and Strategy is the role of an
Balanced Scorecard automation system
Strategic Objective Performance Goal Critical Success Key Performance
Factor (CSF) Indicator (KPI)
Be The Preferred
Supplier Of Business Provide on-time, on- Budget Variance BPI ≥ 0.95
Applications budget, on-
Schedule Variance CPI ≥ 0.97
Traceable to specification for our
Increased Customer enterprise applications Function Points
Revenue % Requirements
Delivered ≥ 90%
Variance
Target
Cost of Delivery Declining Cost per
Provide scalable Impact Customer
platform for
SLA Compliance ≥
acquisition and Performance Impact
0.98
growth of our
customer base Global Operational 24/7/365 Non-Stop
Baseline Operations
Why What How Measures
Flow Up from KPIs to Strategy
50/104
51. Positioning
Many organizations have operational metrics in place. Identifying the Key
performance measures is the starting place for developing a strategy
based Scorecard
Vision Moving from ad hoc collections of performance metrics to Key Performance Metrics (KPI) to a
Strategy Focused Organization (SFO), is a natural progression for many organizations.
Positively Impact
Financial Making the connections between “ad hoc” metrics to KPI’s then to CSF’s creates a Line of Sight
Performance between tactical performance measurement of strategy.
Strategic Objective Performance Goal Critical Success Factor Key Performance
(CSF) Indicator (KPI)
Be The Preferred
Supplier Of Business Provide on-time, on- Budget Variance BPI ≥ 0.95
Applications budget, on-
Schedule Variance CPI ≥ 0.97
Traceable to specification for our
Increased Customer enterprise applications Function Points
% Requirements
Revenue Delivered ≥ 90%
Variance An ad hoc collection of
Target
existing operational
Cost of Delivery Declining Cost per performance metrics.
Provide scalable Impact Customer Each metric was
platform for created for a good
Performance Impact SLA Compliance ≥ 0.98
acquisition and growth reason, but not
of our customer base Global Operational 24/7/365 Non-Stop necessarily for a the
Baseline Operations measurement of a
strategic objective
Why What How Measures
Flow Up from Ad Hoc to KPIs to CSF to Goals to Strategy
51/104
52. Positioning
Stakeholder Perspective
Service Attributes Relationships Image
The Metrics Map describes the
Bi-directional
Recognition Stakeholder
relationships between the Key
Application Quality Time to Delivery System Capabilities
of Value Relations
Internal Processes Perspective
traceability Performance Indicators, Critical
Regulatory
between Success Factors, and
tactics and
Operations Stakeholder Innovation
Management Management Processes Processes
Performance Goals in support
Learnings & Growth Perspective strategy of a Strategic Objective
Human Capital
Information Capital
Organizational Capital
Culture Leadership Alignment Teamwork
Budget Perspective Vision Bottom Up
Project Budget Resource Making the cause-and-effect connection between Key
Positively Impact
Performance Management Management Financial Performance Performance Indicators and Strategy is the role of an
Balanced Scorecard automation system
Strategic Objective Performance Goal Critical Success Factor Key Performance
(CSF) Indicator (KPI)
Be The Preferred Budget Variance BPI ≥ 0.95
Provide on-time, on-
Supplier Of Business
budget, on-specification
Applications Traceable Schedule Variance CPI ≥ 0.97
for our enterprise
to Increased Customer
applications
Revenue
% Requirements Function Points
Variance Delivered ≥ 90% Target
The Strategy Map described the
cause and effect connection
Declining Cost per
Cost of Delivery Impact
Customer
Provide scalable
between each Strategic
platform for acquisition
Performance Impact SLA Compliance ≥ 0.98
and growth of our
customer base
Objective Global Operational
Baseline
24/7/365 Non-Stop
Operations
Why What How Measures
Flow Up from KPIs to Strategy
52/104
55. Strategy
Obtaining
commitment for a Staking out the
grand purpose Territory
Core Risks to be
Belief
Systems
Values Avoided Boundary
Systems
Business
Strategy
Critical
Interactive Diagnostic
Control Strategic Control
Systems
Uncertainties Performance Systems
Variables
Positioning for Getting the job
tomorrow done
† “Levers of Control: How Managers Internal Controls
Use Innovative Control Systems to
Drive Strategic Renewal ,” R. Simons,
Harvard Business School, 1995
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56. Strategy
† “The Balanced Scorecard: To Adopt or not to adopt?” Kevin Hendricks, Larry Menor
and Christine Wiedman, Ivey Business Journal, Nov/Dec 2004
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57. Strategy
Mission and Vision provide the anchors for developing strategy. Without
a mission and vision the underlying performance metrics don’t have a
foundation on which to stand. “Why are we measuring this activity?” Ask
the Mission and Vision for the answer
‒ ‒
‒
‒ ‒
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58. Strategy
To be effective, the scorecard should have attributes like these
† Implementing Balanced Scorecard, Jessica Keys, and compensation is important, but it is also important to
The connection between scorecard performance Auerbach, 2005
understand that this connection comes ONLY in a mature organization where the scorecard and the resulting
performance has been operational for some time. Without this maturity the expected benefits will not appear
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59. Strategy
It is easy to fall into the trap of being metrics focused rather than strategy
focused. Make sure these “sins” are not present in the BSC. If they are,
take explicit actions to remove them
Common Pit Falls Impact on the Performance Initiative
An IT centric view of IT Lack of senior management involvement in metrics
Selection
performance selection and refinement
Measures that don’t No explicit link between metrics and IT strategy
matter to the business
Lack of common ground Lack of common metrics definitions complicates
Collection
aggregation
An over reliance on tools Lack of focus on data collection processes leads to
inaccurate and outdated data
No drill–down capability Unavailable context for scorecard–level metrics
Reporting
hinders interpretation
Too many metrics Lack of aggregation and screening of low–level
metrics results in cumbersome reports
No individual impact Individual lack incentives to impact scorecard
Use
Implementing Balanced Scorecard, Jessica Keys, Auerbach, 2005
performance
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60. Strategy
It is VALUE we’re after with the IT Balanced Scorecard
“The Market–Based Adaptive Enterprise: Listening, Learning and Leading Through Systems Thinking, Vincent
P. Barabba, in Proceedings Russell L. Ackoff and The Advent of Systems Thinking, March 1999
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61. Strategy
In order to deliver value we must first be ready to deliver value
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62. Strategy
¾’s of the BSC value comes from intangible assets.
Only the financial quadrant can be traced to tangible assets
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63. Strategy
An example of intangible asset manage built around a scorecard
Strategy converts intangible assets into tangible outcomes
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66. Planning
Planning is a continuous improvement process
Information Outlook Online, March 2005
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67. Planning
Role Responsibilities
Assumes ownership for the Balanced Scorecard project
Provides background information to the team on the strategy and methodology
Executive Maintain communication with senior management
Sponsor Commit resources to the team
Provide support and enthusiasm for the Balanced Scorecard throughout the
organization
Coordinates meetings; plans, tracks and reports team results to all audiences
Balanced Provides thought leadership on the Balanced Scorecard methodology
Scorecard Ensures that all relevant background material is available to the team
Champion Provides feedback to the executive sponsor and senior management
Facilitates the development of an effective team through coaching and support
Provide expert knowledge of business unit or functional operations
Inform and influence their respective senior executives
Team Members
Act as Balanced Scorecard ambassadors within their business units
Act in the best interest
Increase awareness of organizational change issues
Organizational
Investigates change-related issues affecting the Balanced Scorecard project
Change Expert
Works with the team to produce solutions mitigating change-related risks
Balanced Scorecard Diagnostics: Maintaining Maximum Performance, Paul R.
Niven, John Wiley & Sons
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68. Planning
1 1 1 1 1 1 1 1 1 1 2
Planning Phase 1 2 3 4 5 6 7 8 9
0 1 2 3 4 5 6 7 8 9 0
1 Develop objectives for the BSC
2 Determine the appropriate business unit
3 Gain executive sponsorship
4 Build the BSC team
5 Formulate the project plan
6 Develop the communication plan
Development Phase
1 Gather and distribute background material
2 Develop or confirm, mission, values, vision, & strategy
3 Conduct executive interviews
4 Develop objectives and measures
4a Executive workshop
4b Gather employee feedback
5 Develop cause and effect linkages
5a Executive workshop
6 Establish targets for measures
6a Executive workshop
7 Develop ongoing Balance Scorecard plan
Balanced Scorecard Diagnostics: Maintaining Maximum Performance, Paul R.
Niven, John Wiley & Sons
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70. Beneficial Outcomes
The benefits appear “soft” at first, they are “booked” as well
Allan R. Bailey, Chee W. Chow, and Kamal M. Haddad,
"Continuous Improvement in Business Education: Insights from the
For-Profit Sector and Business School Deans," Journal of
Education for Business, January-February 1999, pp. 165-181
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75. Measurement
Information Needs Techncial & User Feedback
Management
Processes
Core Measure Processes
Establish
Plan Perform Evaluate
Commitment
Analysis
Results
Improvement Actions
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76. Measurement
People Procedures Data Software Hardware
Owner of the Procedures Performance Software for Personal
PMS and rules for relevant data, the extraction, computers
People the definition of the “as is” transformation Servers
accountable for the values and loading of
performance the data Communication
the units of “To be” values infrastructure
measure indicators of the Database
Rules for data performance management Storage
People who set
up and management indicators software. Data
maintain the Rules for data Performance warehousing
PMS communication results software
Data suppliers Rules for the (calculated Data analysis
use of the data) software
Internal and
external users performance Meta data Presentation
of the PMS results description of and
the communication
Internal and performance software
external indicators
stakeholders
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77. Measurement
Guide to a Balanced Scorecard
Performance Management Methodology,
National Partnership for Reinventing
Government, U. S. Department of
Commerce, 1999
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79. Measurement
It’s easy to create “ugly” measures, so test the outcomes of each measure before use
“What to do with your ugly measures!,” Stacey Barr, www.staceybarr.com
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80. Measurement
Too many CXOs judge implementations by measuring the technical
capacity of a project, instead of considering how it has improved their
companies' business
“The Metrics Trap,” CIO Magazine, Feb 15, 2004
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81. Measurement
Each metric needs to be tested against these attributes
1.
2.
3.
4.
5.
“Two Mistakes Most Professional Services Organizations Make,” Thomas Lah,
Technology Professional Services Association (TPSA)
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83. Measurement
Metrics are useful, indicators are better suited for strategy
Deriving Enterprise-Based Measures Using the Balanced Scorecard and Goal-Driven measurement
Techniques, Wolfhart Goethert and Matt Fisher, Software Engineering and Measurement Analysis Initiative,
CMU/SEI-2003-TN-024, October 2003
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87. Stakeholder Perspective
Service Attributes Relationships Image
Recognition Stakeholder
Application Quality Time to Delivery System Capabilities
of Value Relations
Internal Processes Perspective
Operations Stakeholder Innovation Regulatory
Management Management Processes Processes
Learnings & Growth Perspective
Human Capital
Information Capital
Organizational Capital
Culture Leadership Alignment Teamwork
Budget Perspective
Project Budget Resource
Performance Management Management
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88. “Do the right things, do them well, do them with less, to…”
Business
Results
……reduce overall
……reduce overall …enable profitable
…enable profitable …enable firm to accelerate
…enable firm to accelerate
operating costs -- R2
operating costs R2 operations -- R1
operations R1 market deployment -- R3
market deployment R3
Competency Contribution
Expectations
Competency Credibility Contribution
Project
“Keep my
“Keep my “Manage to
“Manage to “Understand my “Implement timely and cost-
“Understand my “Implement timely and cost-
systems running”
systems running” corporate goals”
corporate goals” operation” -- E3 effective solutions” -- E4
operation” E3 effective solutions” E4
-- E1
E1 -- E2
E2
Operational Excellence
Operational Excellence Project // IT Alignment
Project IT Alignment Solutions Leadership
Solutions Leadership
Reduce the cost of
Reduce the cost of Provide appropriate technology to
Provide appropriate technology to Provide innovative
Provide innovative
providing services -- P1
providing services P1 enable success -- P2
enable success P2 solutions -- P3
solutions P3
Internal Processes
Deliver solutions
Deliver solutions Manage
Manage Leverage
Leverage
Improve
Improve requirements -- P7
on schedule -- P6
on schedule P6 requirements P7 knowledge and
knowledge and
processes for
processes for
best practices -- P10
best practices P10
efficiency
efficiency
and quality --
and quality Centralize IT
Centralize IT Enhance customer
Enhance customer
P4
P4 resources -- P5
resources P5 relationships -- P9
relationships P9
Strategically deploy services -- P8
Strategically deploy services P8
People and
Develop and
Develop and Recognize team
Recognize team Provide employees with
Provide employees with
Tools
Build a high performance
Build a high performance
retain critical
retain critical and individual
and individual the tools and knowledge
the tools and knowledge
culture -- S2
culture S2
skills -- S1
skills S1 performance -- S3
performance S3 they need -- S4
they need S4
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92. Enterprise mission % mission improvement (cost, time, quantity) attributed to
goals IT solutions and services
% planned IT benefits achieved
% IT strategies fully matched to enterprise strategies
Portfolio Analysis % IT portfolio reviewed and disposed
and Management % compliance to approved IT solution deployment
% reusability of core modules
Financial and % total IT costs by major asset categories (hardware,
investment software, personnel, facilities, management)
performance IT budget as % of operational budget and compare to
industry average net present value, internal rate of return,
return of investment, return on assets percentages
(aggregate or by project)
IT resources % databases that can be shared
usage % hardware/software with interoperability capabilities
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93. Customer % cooperative customer and IT applications design
partnership and % joint development service level agreements
involvement % customers attending IT investment meetings
% customers reporting full use of applications
% customers satisfied with IT application design
% customers satisfied with IT maintenance and
Customer support
satisfaction
% of problems resolved within target time
% products launched on time taken to fulfill service
requests
degree to which IT solution support process
improvement plans
degree to which IT aids process analysis
Business
process support degree to which IT solutions can adapt to new
requirements
incremental cost to transfer application to new
hardware platform
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94. % procurement exception to architecture
standards
Architecture
N variations from standards detected by
standards review and audit per year
compliance
% increase in systems using standard
architecture
% projects on time, on budget
% projects using standard methodology for
Project systems analysis and design
performance
N backlog on enhancement and
maintenance requests
% system availability
Infrastructure % applications availability
availability
on-line system response time
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95. Workforce N staff trained by skill area
competency % staff training uses new technologies and
and techniques
development % staff professionally certified
% IT budget devoted to training and staff
development
Employee % employees satisfied with the existing
satisfaction technical and operating environment to
deliver quality products or services
% employees satisfied with training
% employee turnover by function
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