In the business space, a marker is a mathematical worth that is connected to some sort of cycle or business objective.
Its essential objective is to show a number that can give us a thought regarding the current presentation of the processor's business objective.
Addressing the inquiry concerning driving execution, it is right to state that driving presentation is handled into the slacking execution for a situation when the theory that remains behind the objective ends up being valid.
A more secure option for the KPI expression would be "pointer" or "metric."
Practical Agile Analytics: Reduce uncertainty and stop making such a big deal...Steven J. Peters, PhD
These slides focus on analyzing user story size estimates of and actual task hours scrum teams to gauge the uncertainty around those estimates. An approach is suggested for reducing uncertainty and improving user story size estimation accuracy.
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Both agile and lean focus on delivering business value to the customers as rapidly as possible. On agile projects, story points are often used to estimate and track development effort for user stories. However, to concentrate on delivering value, we must be able to place a business value on these stories. Through lecture and interactive exercises, Ken Pugh explains how to estimate and track business value, presenting two methods for quickly estimating value for features and stories. He shows the relationships between business value and story points, and discusses how to chart business value for progress tracking. Ken demonstrates how to use that chart to determine when to terminate a project if another has a higher business value. He covers the estimation of business value for larger tasks, such as projects and epics. By the end, you’ll be able to use business value to focus both customers and developers on the most important requirements.
Vision, Role, Mission, Goal: a framework for business motivationTetradian Consulting
This presentation outlines a framework and method to describe business motivation within business architecture and enterprise architecture.
[Copyright (c) Tetradian Consulting 2007]
Agile Methodology explained simply, for those unfamiliar. Great to change organisations from waterfall to agile ways of working. Step by Step. Agile Project Delivery simplified. Stakeholders will understand clearly what their role is in implementation. Answers common questions, what is a Scrum Master etc
Practical Agile Analytics: Reduce uncertainty and stop making such a big deal...Steven J. Peters, PhD
These slides focus on analyzing user story size estimates of and actual task hours scrum teams to gauge the uncertainty around those estimates. An approach is suggested for reducing uncertainty and improving user story size estimation accuracy.
Determining Business Value in Agile DevelopmentJosiah Renaudin
Both agile and lean focus on delivering business value to the customers as rapidly as possible. On agile projects, story points are often used to estimate and track development effort for user stories. However, to concentrate on delivering value, we must be able to place a business value on these stories. Through lecture and interactive exercises, Ken Pugh explains how to estimate and track business value, presenting two methods for quickly estimating value for features and stories. He shows the relationships between business value and story points, and discusses how to chart business value for progress tracking. Ken demonstrates how to use that chart to determine when to terminate a project if another has a higher business value. He covers the estimation of business value for larger tasks, such as projects and epics. By the end, you’ll be able to use business value to focus both customers and developers on the most important requirements.
Vision, Role, Mission, Goal: a framework for business motivationTetradian Consulting
This presentation outlines a framework and method to describe business motivation within business architecture and enterprise architecture.
[Copyright (c) Tetradian Consulting 2007]
Agile Methodology explained simply, for those unfamiliar. Great to change organisations from waterfall to agile ways of working. Step by Step. Agile Project Delivery simplified. Stakeholders will understand clearly what their role is in implementation. Answers common questions, what is a Scrum Master etc
A heroic idea is born.
Venkatesh Rajamani founded tryScrum.com.
2019
tryScrum was chosen as a preferred partner by one of the World's most respected non-profit Organisation.
2019
tryScrum went partnership and established its headquarters in Chennai.
2020
tryScrum listed as one of the top institutes and positioned itself as one of the most trusted Brands.
2022
50+ Brands across the Globe Trust tryScrum as their preferred Partner.
2023
Our coaches have been listed as one of the Top 100 most influential coaching leaders by the Times Ascent and World HRD forum. That means you learn from experts who you can trust.
I believe that in this time we live in more than any other that came before it we are dealing with exponentials.
EXPONENTIAL GROWTH, EXPONENTIAL CHALLENGES AND EXPONENTIAL SOLUTIONS.
This theme manifests into both daily life and our businesses, and since our businesses are technology driven into technology too.
After another question about “calculating the scorecard index” I understood that some of our clients don’t have a clear understanding of the math that stands behind a KPI, its performance, and the scorecard. I decided to create a “101”-level presentation that explains the basics of KPI from the mathematical point of view:
It is based on the article:
http://www.bscdesigner.com/scorecard-and-kpis-101.htm
Reviewed topics are:
- Calculating the performance using “min” and “max” of an indicator;
- Using linear and non-linear functions for the performance;
- Calculating the progress from the baseline towards target;
- Introduction of the indicator “weight” to reflect a relevant importance of an indicator;
- Calculating the total performance index of the scorecard.
Please, share your thoughts about the scorecards as a tool:
-- For what task do you use them?
-- Do you define the relevant importance of indicators on the scorecard?
-- Do you calculate and use the total performance index?
This presentation includes an overview of the various estimation techniques used in Agile projects. I've also put in a slide for explaining the importance of business value for Agile requirements. A simple mechanism on capacity planning before weaving it all together to come up with a reasonably foolproof plan.
Course Project Draft 3 – Mobile Application for Hospitality IndustCruzIbarra161
Course Project Draft 3 – Mobile Application for Hospitality Industry
1
Course Project Draft 3 – Mobile Application for Hospitality Industry
2
Estimate the BEP for your company's product. What pricing implications does your BEP present for achieving a short- or long-term ROI?
To estimate the BEP is one of the most important decisions to make and crucial since it will determine the likelihood of our business when it becomes profitable. It will help us determine variable costs such as materials and fixed costs such as rent. After looking at our business strategy and conducting the state of which revenue equals cost we can determine that number and can take a look at our cost from material to labor as well as any pricing structure needed for our application. To calculate our BEP, we need to know how many units and items will be sold, as well as the other points of sale in dollars. Once we've established that, we can split it down as follows: Break-Even Point (Units) = Fixed Costs ÷ (Revenue per Unit – Variable Cost per Unit).
When will break down even on all sales and dollars by dividing the fixed cost by the contribution margins? Break-Even Point (sales dollars) = Fixed Costs ÷ Contribution Margin
Contribution Margin = Price of Product – Variable Costs. We will look at it in every angle for contributions margins, contribution margins rations, profit earned followed by BEP, and fixed costs. The team will react and think about whether our current plan is realistic, or if we need to raise the prices. Moreover, we will consider and think if our product is going to be successful in the market and even if we think we are a competitor in the marketplace so that it can be determined. There's no guarantee that it will sell. “A break-even analysis allows you to determine your break-even point. But this isn’t the end of your calculations. Once you crunch the numbers, you might find that you have to sell a lot more products than you realized to break even” (et al., "Break-Even Point Formula and Analysis: How to Calculate BEP for Your Business," 2022).
What pricing implications does your BEP present for achieving a short- or long-term ROI?
The team has mentioned earlier that we can monitor these data to reduce implications in
achieving short or long-term goals for ROI. We will focus on waste and have a database that would show us where our dollars have been spent if it is advertising by monitoring performances and use of the application. We will focus on our return on investment (ROI) by focusing on those tactics that can produce income and higher returns. We can create based marketing analytics results that measure and target our existing customers and future audience. Moreover, create better content for marketing tactics, ensure relevant business metrics accurately, and become more competitive by marketing analytics. “When you know the relevant data of all your marketing campaigns, you can make concrete plans that return the ...
What if there was ‘one Tool to rule them all’? One tool that could transform strategy execution and project delivery by translating strategic intent into business results? And, in the process, reduce waste, increase control and increase the value delivered. Utopia? No. We call it the TOP Value Equation.
E-BOOK GUIDE FOR TRANSFORMATION MANAGERS.Farooq Omar
Numerous leadership groups have figured out how to convey results over the previous decade without embracing the most recent innovation pattern. Yet, on:-
the off chance that the pandemic disturbance has shown one exercise, it's that associations working with inheritance framework and simple cycles will battle to meet the assumptions for clients who've been compelled to go advanced.
Creative destruction Economics, Business and ValuesFarooq Omar
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A heroic idea is born.
Venkatesh Rajamani founded tryScrum.com.
2019
tryScrum was chosen as a preferred partner by one of the World's most respected non-profit Organisation.
2019
tryScrum went partnership and established its headquarters in Chennai.
2020
tryScrum listed as one of the top institutes and positioned itself as one of the most trusted Brands.
2022
50+ Brands across the Globe Trust tryScrum as their preferred Partner.
2023
Our coaches have been listed as one of the Top 100 most influential coaching leaders by the Times Ascent and World HRD forum. That means you learn from experts who you can trust.
I believe that in this time we live in more than any other that came before it we are dealing with exponentials.
EXPONENTIAL GROWTH, EXPONENTIAL CHALLENGES AND EXPONENTIAL SOLUTIONS.
This theme manifests into both daily life and our businesses, and since our businesses are technology driven into technology too.
After another question about “calculating the scorecard index” I understood that some of our clients don’t have a clear understanding of the math that stands behind a KPI, its performance, and the scorecard. I decided to create a “101”-level presentation that explains the basics of KPI from the mathematical point of view:
It is based on the article:
http://www.bscdesigner.com/scorecard-and-kpis-101.htm
Reviewed topics are:
- Calculating the performance using “min” and “max” of an indicator;
- Using linear and non-linear functions for the performance;
- Calculating the progress from the baseline towards target;
- Introduction of the indicator “weight” to reflect a relevant importance of an indicator;
- Calculating the total performance index of the scorecard.
Please, share your thoughts about the scorecards as a tool:
-- For what task do you use them?
-- Do you define the relevant importance of indicators on the scorecard?
-- Do you calculate and use the total performance index?
This presentation includes an overview of the various estimation techniques used in Agile projects. I've also put in a slide for explaining the importance of business value for Agile requirements. A simple mechanism on capacity planning before weaving it all together to come up with a reasonably foolproof plan.
Course Project Draft 3 – Mobile Application for Hospitality IndustCruzIbarra161
Course Project Draft 3 – Mobile Application for Hospitality Industry
1
Course Project Draft 3 – Mobile Application for Hospitality Industry
2
Estimate the BEP for your company's product. What pricing implications does your BEP present for achieving a short- or long-term ROI?
To estimate the BEP is one of the most important decisions to make and crucial since it will determine the likelihood of our business when it becomes profitable. It will help us determine variable costs such as materials and fixed costs such as rent. After looking at our business strategy and conducting the state of which revenue equals cost we can determine that number and can take a look at our cost from material to labor as well as any pricing structure needed for our application. To calculate our BEP, we need to know how many units and items will be sold, as well as the other points of sale in dollars. Once we've established that, we can split it down as follows: Break-Even Point (Units) = Fixed Costs ÷ (Revenue per Unit – Variable Cost per Unit).
When will break down even on all sales and dollars by dividing the fixed cost by the contribution margins? Break-Even Point (sales dollars) = Fixed Costs ÷ Contribution Margin
Contribution Margin = Price of Product – Variable Costs. We will look at it in every angle for contributions margins, contribution margins rations, profit earned followed by BEP, and fixed costs. The team will react and think about whether our current plan is realistic, or if we need to raise the prices. Moreover, we will consider and think if our product is going to be successful in the market and even if we think we are a competitor in the marketplace so that it can be determined. There's no guarantee that it will sell. “A break-even analysis allows you to determine your break-even point. But this isn’t the end of your calculations. Once you crunch the numbers, you might find that you have to sell a lot more products than you realized to break even” (et al., "Break-Even Point Formula and Analysis: How to Calculate BEP for Your Business," 2022).
What pricing implications does your BEP present for achieving a short- or long-term ROI?
The team has mentioned earlier that we can monitor these data to reduce implications in
achieving short or long-term goals for ROI. We will focus on waste and have a database that would show us where our dollars have been spent if it is advertising by monitoring performances and use of the application. We will focus on our return on investment (ROI) by focusing on those tactics that can produce income and higher returns. We can create based marketing analytics results that measure and target our existing customers and future audience. Moreover, create better content for marketing tactics, ensure relevant business metrics accurately, and become more competitive by marketing analytics. “When you know the relevant data of all your marketing campaigns, you can make concrete plans that return the ...
What if there was ‘one Tool to rule them all’? One tool that could transform strategy execution and project delivery by translating strategic intent into business results? And, in the process, reduce waste, increase control and increase the value delivered. Utopia? No. We call it the TOP Value Equation.
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Numerous leadership groups have figured out how to convey results over the previous decade without embracing the most recent innovation pattern. Yet, on:-
the off chance that the pandemic disturbance has shown one exercise, it's that associations working with inheritance framework and simple cycles will battle to meet the assumptions for clients who've been compelled to go advanced.
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In Economic space, the expression, "Move quick, break things" is a horrible method to sort out an economy… Though it is done more often than not through sudden changes in 'Financing costs' which swells through the whole worth chain, at first dangerous however deliberately helpful (for the most part).
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KPI Calculus for BSC Performance & Progress Estimation
1. Dreamstime,com
Understanding KPI Calculus for BSC
Performance & Progress Estimation
In the business space, a marker is a mathematical worth that is connected to some sort of cycle or
business objective.
Its essential objective is to show a number that can give us a thought regarding the current
presentation of the processor's business objective.
Addressing the inquiry concerning driving execution, it is right to state that driving presentation
is handled into the slacking execution for a situation when the theory that remains behind the
objective end up being valid.
A more secure option for the KPI expression would be "pointer" or "metric."
2. All things considered, in this article, I'll be regularly utilizing the "KPI" term.
The explanation is basic:
The KPI expression is more advocated and doesn't need a lot of clarification.
On the off chance that you intend to build up an exhibition estimation framework in your
association, it is imperative to agree about the terms and their significance. I would suggest this
article, where the terms are examined in some more detail.
In the business area, a pointer is a mathematical worth that is connected to some sort of cycle or
business objective.
Its essential objective is to show a number that can give us a thought regarding the current
presentation of the processor's business objective
A scorecard is a bunch of pointers gathered by certain guidelines:
To begin with, pointers are standardized (as per their properties like estimation scale and
execution equation).
Standardized pointers are introduced in various leveled structures where they add to the
presentation of their compartments.
The level of commitment relies upon the heaviness of the pointer (its pertinent significance).
Recursively, we move from markers to the more elevated levels of progression, where
compartments add to their holders until we at long last get to the foundation of the pecking
order.
We can stop on any degree of the chain of command and take a gander at the exhibition
information, for instance, the presentation of a particular holder/objective.
At long last, when we get to the foundation of the order, we can figure the scorecard complete
execution or scorecard list
you can locate a progressive scorecard that is determined utilizing the qualities and sizes of
different kinds of markers.
Underneath, we will examine the numerical recipes utilized for computation.
"$530" Indicator
How about we break it into parts:
3. "530" is a numeric worth, and
"$" is an estimating unit
"20 hours/week" Indicator
How about we break it into parts:
20 hours/week – "20" is a numeric worth, and
"hours/week" is an estimating unit
Subjective Indicators – How to Quantify Them
Previously, we concurred that a pointer is a number.
Consider the possibility that a pointer doesn't have a numeric worth. For this situation, we are
discussing subjective markers.
Subjective pointers are regularly utilized in reviews. Rather than confounding the members of
the overview with questions like "on a scale from 1 to 10, how would you rate … ?"
organizations want to give characteristic decision choices – "Terrible, Average, Good,
Excellent."
Before we can keep utilizing these subjective answers, we have to evaluate them. For instance,
we can concur
"bad"=0
"average"=3
"good"=6
"excellent"=10
Every pointer has its estimation units. In the past segment, we had "hours/week" and "$."
How might we analyze, for instance:
"Preparing viability" estimated as "X hours/week"
with .....
"Preparing financial plan" estimated in "$"?
4. We can't At least, we can't think about them straightforwardly.
To make pointers practically identical, we have to put them on the equivalent ("ordinary") scale:
we have to standardize them. To standardize measurements, we have to concoct a numerical
capacity that will put different pointers on a similar scale. I'm discussing the exhibition work for
a pointer.
Putting Indicators on Scale;
What really does the worth "$530" mean?
Is it a high worth or low worth?
We can't respond to these inquiries until we have an estimation scale.
We should make this scale. We will put esteems on the [min … max] scale:
Min – implies the negligible conceivable estimation of a pointer
Max – implies the maximal conceivable estimation of a pointer
For instance:
On the off chance that min=$0 and max=$600, at that point we can say that a pointer worth $530
really reveals to us that we are progressing nicely!
The presentation of a pointer can be determined utilizing the straight capacity:
Execution (Value), % = ((Value – Min)/(Max – Min)) * 100%
In our model, the presentation will be (530 – 0)/(600-0) = 88%
Standardization: Variety of Performance Functions
The recipe that was presented above is a direct expansion work.
With a straight development of the "esteem," the exhibition will likewise develop directly.
Model: "First contact goal rate." To expand the exhibition, we have to determine more issues
(higher estimation of the pointer) during the principal call.
The contrary case – straight minimization:
With a straight development of the "esteem," the exhibition diminishes directly.
5. Model: "Normal email reaction time." To expand the exhibition, we have to react quicker (lower
estimation of the "reaction time" pointer).
For this situation, the direct presentation capacity will resemble this:
There may be other execution works too.
For instance, the presentation may develop gradually to start with yet then increment quickly.
The presentation work, for this situation, maybe something like this:
Execution (Value), % = Power(Value,10)/Power(Max, 10)
Progress versus Execution
In the business world, the expressions "progress" and "execution" are frequently utilized
conversely. You may hear a discourse this way:
Jim: We have to gauge the presentation of our representative
Jane: How are we going?
Jim: Well, how about we keep tabs on their development with the current undertakings
Merriam-Webster word reference gives us these definitions (I'm taking the business
setting as it were):
Progress: the way toward improving or creating something throughout some stretch of time.
Execution: a: the execution of an activity; b: something achieved.
Execution: The achievement of a given undertaking estimated against preset known norms of
precision.
All in all, what's the distinction?
When we are looking at accomplishing a specific piece of the overall industry, do we talk about
an organization's advancement or its exhibition?
From one viewpoint, in the event that the piece of the overall industry was expanded over a time
of a quarter, at that point as per the definition, it is encouraging;
Then again, an organization's piece of the overall industry contrasted with some recorded
information additionally is a pointer of an organization's exhibition!
Execution can exist without progress?
6. An organization's business group may have an elite shutting 20 arrangements for each week yet
contrasted with the most recent year, they have not gained any ground.
Progress can exist without execution?
Take any planning phase of any venture. As indicated by the task the board programming, there
is some advancement, yet the presentation is as yet zero as no unmistakable outcomes were
delivered at this point.
Albeit, as a rule, the estimation of execution and progress are the equivalent, it bodes well to
follow the two of them.
Computing the Progress
At times, it is important to zero in consideration on a quite certain piece of the exhibition span,
which is significant for the current business task.
For instance, the help focal point of an organization utilizes a "Normal email reaction time"
pointer.
The current estimation scale is [0… 72] hours. Right now, an organization addresses most
inquiries within 48 hours. As indicated by these numbers, the organization's execution is at a
decent level.
How about we proceed with a case. Envision that an organization's administrators chose to
follow takeaways of the ongoing examinations:
"Inquiries from online possibilities that were replied inside an hour were multiple times bound to
produce a certified lead."
Directors chose to diminish the normal email reaction time.
For their arranging skyline, they have a beginning stage (benchmark), which is 48 hours, and
they have an objective point (target) which is 60 minutes.
The issue is that on the current estimation scale [0… 72], their difficult occupation of
diminishing reaction time from 48 hours to 1 hour won't be seen well:
The "progress" will utilize a similar numerical capacity as was utilized for the exhibition
work, however, it will utilize it on an alternate scale
Look at:
Execution (Value), % = ((Max – Value)/(Max – Min)) * 100%
7. Progress (Value), % = ((Value – Baseline)/(Target – Baseline)) * 100%
The two capacities show that the presentation will increment with the decline of the reaction
time.
What will befall the exhibition and progress when an organization makes some reaction
memories equivalent to 38 hours? How about we compute:
Execution (38 hours), % = ((72 – 38)/(72 – 0)) * 100% = 47%
Progress (38 hours), % = ((38 – 48)/(1 – 48)) * 100% = 21%
As should be obvious, we need both:
Execution
"Min" and "Max" are utilized to figure out the exhibition of the KPI.
The presentation addresses the inquiry:
"What is the general accomplishment as indicated by the KPI?"
Progress
"Gauge" and "Target" are utilized to ascertain the advancement.
The advancement responds to the inquiry:
"How much was the objective accomplished?"
How about we ascertain the presentation and the advancement for the value= 60 minutes
(determined objective was accomplished).
The advancement will be 100% (we have to characterize this point physically to dodge division
by zero), and the exhibition will be 98%.
Regarding the "execution", there is space for a further 2% improvement, however, as far as the
"progress" (that mirrors negotiating prudence), the objective was accomplished.
Figuring Scorecard: The Weight of the Metric
Note:t is likely that some KPIs are more indispensable to the accomplishment of an agreement
than others. To mirror this, execution measures can be positioned by their relative significance
through a cycle known as weighting.
8. As with the way toward concurring KPIs, all undertaking colleagues ought to be engaged with
setting weightings. Nonetheless, in the event that the venture group can't concede to this, at that
point the Project Owner (the individual inside the Business Area with general duty regarding the
task) will settle on an ultimate conclusion.
Weight of measurement shows its applicable significance contrasted with different
measurements in a similar part of the progressive scorecard.
For instance, a helpful community has two KPIs:
"Normal email reaction time," hours
"First contact goal rate," %
An organization can make "Normal email reaction time" equivalent to 10 minutes, however, this
won't satisfy clients, as the "Main contact goal rate" will below.
A decent reaction time is significant, however, what is more, significant is the high caliber of the
appropriate responses.
To mirror this thought, we have to dole out a load to the marker:
"Normal email reaction time," hours; weight = 4
"First contact goal rate," %; weight = 6
Presently we realize that "First contact goal rate" is a higher priority than "Normal email reaction
time." To rearrange future figurings, we will characterize weight on a scale from 1 to 10, and we
will necessitate that the amount of all loads must be 10.
Ascertaining the Total Performance
We know the exhibition of every marker in the scorecard. Additionally, we know the relative
significance (the heaviness) of every marker contrasted with the significance of different pointers
in a similar compartment.
The exhibition of a compartment can be determined by considering the presentation estimations
of every pointer inside and their loads.
Similarly, the complete presentation of the scorecard can be determined. It will join the
presentation of all holders considering their relative loads.
The Business Meaning of the "absolute file"
The subsequent stage is taking care of the results to shape a BSC. It has various standards and
techniques however my expectation was unique to feature the essential mathematical idea
9. prompting BSC to investigate and measure the 'Main and Lagging Indicators pf hierarchical
execution and progress at the same time/
Addressing the inquiry regarding driving execution, it is right to state that driving exhibition is
handled into the slacking execution for a situation when the theory that remains behind the
objective ends up being valid.