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Process Management Metrics

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Process Management Metrics

  1. 1. 1 Process Metrics Vicente Aceituno (c) 2013 vac@zenobia.es
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  3. 3. 3 Simplified Model of a Process Resources Process Inputs Outputs Waste Resources: Hours, Money, People
  4. 4. 4 Introduction 0 2 4 6 8 10 12 14 16 18 20 p1 p2 p3 p4 p5 p6 Inputs Outputs Resources
  5. 5. 5 Activity Metrics Activity Metrics are the number of:  Inputs (I)  Outputs (O)  Resources (R) (Where R can be hours, persons or monetary units) In a period of time (p).
  6. 6. 6 Load / Scope / Headroom Metrics The Load/Scope/Headroom Metrics when the process has limits in terms of Inputs, Outputs and Resources are:  Outputs in comparison with maximum or minimum Outputs: Output Load = (O/Omax), Output Headroom = (Omax-O).  Inputs in comparison with maximum or minimum Inputs: Input Scope = (I/Imax), Input Headroom = (Imax-I).  Resources in comparison with maximum or minimum Resources: Resources Load = (R/Rmax), Resources Headroom = (Rmax-R)
  7. 7. 7 Efficacy Metric The Efficacy Metric, when every Input produces one Output is:  Outputs in comparison with Inputs: Efficacy = (O/I) The Evaluation of Efficacy in a period is:  In comparison with a threshold: Available or Unavailable.
  8. 8. 8 Efficiency Metrics The Efficiency Metrics are:  Outputs in comparison with Resources: (O/R)  Inputs in comparison with Resources: (I/R)
  9. 9. 9 Quality Metrics The Quality Metrics, when Input, Outputs and Resources have variable Value are:  Output Value in comparison with Maximum Output Value: Output Quality = (Ov/Ovmax)  Input Value in comparison with Maximum Input Value: Input Quality = (Iv/Ivmax)  Resource Value in comparison with Maximum Resource Value: Quality = (Rv/Rvmax)
  10. 10. 10 Evaluation The Evaluation of any Metric can be:  In comparison with past values: Normal or Abnormal.  In comparison with past values: Increase or Decrease.
  11. 11. 11 Evaluation The Evaluation of any Metric, when there is a correlation between Metric and Value can be:  In comparison with a threshold: Satisfactory or Insatisfactory.  In comparison with past values: Better or Worse.  In comparison with third parties (Benchmark): Better or Worse.
  12. 12. 12 Investigation The following Evaluations results will lead to Investigation of root causes, internal or environmental:  Abnormal  Insatisfactory  Worse (Benchmark)  Worse (Time)  Unavailable
  13. 13. 13 Investigation  Certification: Whether the process Inputs, process documentation, activities and Outputs comply with a pre-defined standard, law or regulation.  Audit: Whether the process Inputs, activities and Outputs match their documentation.  Improvement: Finding bottlenecks, finding points of disminishind returns.
  14. 14. 14 Conclusions  Metrics gain meaning from comparison of measurements.  There are around 18 different metrics that can be significant for process management, in five big groups: Activity, Load/Scope/Headroom, Efficacy, Efficiency, Quality.  Evaluation of metrics lead to the identification of anomalies that deserve investigation.  Investigation of the operation of a process leads to continuous improvement of the process.
  15. 15. 15 Information Security that makes Business Sense inovement.es/oism3 Web www.inovement.es Video Blog youtube.com/user/vaceituno Blog ism3.com Twitter twitter.com/vaceituno Presentations slideshare.net/vaceituno/presentations Articles slideshare.net/vaceituno/documents
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