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Master it balanced scorecard (final)

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Using Balanced Scorecard to determine, assess, and manage IT Value in a dynamic emerging business domain

Publicada em: Tecnologia
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Master it balanced scorecard (final)

  1. 1. Information Technology Department Balanced Scorecard Prepared by G. B. Alleman 1
  2. 2. The pursuit of operational effectiveness is seductive because it is concrete and actionable. Caught up in the race for operational effectiveness, many managers simply do not understand the need to have a strategy. – Dr. Michael E. Porter – Professor of Business Administration, Harvard Business School In our balanced scorecard-based approach to planning and performance management, we always start with strategy. We are not innovating in the ITD for the sake of innovating. Rather we are building a core capability that allows us to provide measureable value to the districts clients and stakeholders defined through our Value Proposition. 2
  3. 3. Vision IT Tech Plan ITD Balanced Scorecard Technical Measures 5 Goals of the Tech Plan and 6 CIO Goals connected to the Master Plan Strategic Initiatives defined in a Strategy Map with cause and effect connections. Numeric measures for each KPI with baseline value with variance values. ü Why We Exist ü What We Do To Deliver Value To Our Stakeholders ü What We Strive To Be For Our Stakeholders ü What Our Stakeholders Want Us To Be ü Implementation Framework For Turning Strategy Into Execution. Mission Vision GQ(I)M Master Plan Mission and Vision of as the starting point for IT Initiatives and their connections to the Master Plan IT Operating Plan IT operational activities based on BSC for each operational outcome using ITIL V3. GQ(I)M Goal, Question, (Indicator), Measure, to capture CSFs, KPIs, and connections to projects through a Strategy Map.
  4. 4. Elements of the Balanced Scorecard Strategy Map, with four perspectives. § Stakeholder perspective – describes the initiatives that directly impact the stakeholders of the IT Department in pursuit of their mission and vision. § Internal Process Perspective – describes the activities undertaken by ITD to deliver the stakeholder initiatives. § Learning and Growth Perspective – the activities if ITD develop and maintain the skills, knowledge, and experience needed to implement the Strategic Initiatives. § Budget Perspective – the management initiatives needed to operate the ITD in a responsible manner while delivering value to the BCSP Stakeholders. Score Card § Vision – what the future should look like for ITD § Narrative – an elevator pitch for this Strategic Initiative telling what the desired outcome will be in the future (the Vision). § Strategic Initiative – a statement of the work to be undertaken to fulfill the Vision § Performance Goals – a stated measureable goal from the work effort to deliver the Strategic Initiative that fulfills the Vision § Critical Success Factors – for each goal, what are the Critical Success Factors that must be in place for completion of the Performance Goal § Key Performance Indicators – the units of measure and the upper and lower limits of these measures to satisfy the Critical Success Factor 4
  5. 5. Cascading The Balanced Scorecard § Cascading the scorecard means translating the “corporate” (ITD – Tier 1) scorecard down to the “business units” (ITD Departments – Tier 2), and then to a team of individuals (Department individuals – Tier 3). § The current BSC is cascaded to Tier 2. § The result is “line of sight” visibility from top to bottom and back again for each top level strategic initiative. § With the strategy map, goals, performance measures and targets are connected to the top level Mission and Vision of ITD. 5
  6. 6. Benefits of Cascading the Scorecard § Top level Goals - Master Plan and ITD Tech Plan – remain focused on the Race to the Top initiatives at the strategy level. § Individual department managers can connect these strategies to their individual technical and operational performance goals. § The department scorecards can then be used to connect ITD CIO goals with Critical Success Factors and Key Performance Indicators in the vernacular of Balanced Scorecard. 6
  7. 7. Connecting the Dots From Tier 1 to Tier 2 7 The scorecard initiative is expanded in the performance description “card” The “theme,” and the Initiative are flowed down the Tier 2 scorecard to establish the basis for the performance of the ITD department. This answers the question - “what is the department doing to support the top level ITD strategy?” The Tier 2 Goals, CSF’s, and KPI’s answer the question “what does the department do in support of the ITD Master Initiatives. This connects the dots between department level strategic activities, and the top level ITD strategic activities.
  8. 8. ITD Balanced Scorecard § The Strategy Map and performance scorecards show how ITD directly enables the initiatives of the Master Plan § The Master ITD scorecard is augmented with individual department scorecards for the 8 ITD department leaders 8 Office of the CIO (PMO) Human Resource Management Systems Business Support Systems Call Center Services Technical Support Services Teacher Support Services (TSS) Student Information Systems (SIS) Security and Data Center
  9. 9. Budget Perspective B2: Budget Management B3: Resource Management Internal Processes Perspective Stakeholder Perspective S1: Be the Preferred Provider S2: Use ITIL to Manage Services S3: Provide Needed Systems and Applications S5: Manage Stakeholder Relations S4: Ensure Recognition of Value Service Attributes Relationships P1: Use ITIL for Op Excellence P2: Manage Stakeholder Relations P3: Develop Continuous Improvement Processes P4: Assure Security and Privacy Organizational Capabilities and Capacities Learnings & Growth Perspective Image B1: Project Performance L1: Culture L2: Leadership L3: Alignment L4: Teamwork ITD Strategy Map For L5: Resource Capacity for Work L6: Resource Capabilities for Work StakeholderITDepartmentOperations 9
  10. 10. CIO ITD Goals IT Tech Plan IT Department Balanced Scorecard Perspective 1:AlignAndExecute 2:Operational Execution 3:DesignAndDevelop Systems 4:PMO,PPM,AndITIL ImproveQuality 5:ProcessDesignTo SupportG&O’s 6:ITGovernanceAnd RiskManagement 1:ImproveLearning 2:ProfessionalDev 3:TechnicalEfficiency 4:EquitableAccess 5:Improved Infrastructure S1: Preferred Provider S2: ITIL Service Management S3: Needed Applications S4: Ensure Value Recognition S5: Stakeholder Relations (External) P1: Operational Excellence P2: Stakeholder Relations (Internal) P3: Develop Continuous Improvement Process P4: Security and Privacy L1: Culture L2: Leadership L3: Alignment L4: Teamwork L5: Capacity for Work L6: Capability for Work B1: Project Performance B2: Budget Management B3: Resource Management 10
  11. 11. Person Balanced Score Initiative Stakeholder Internal Learnings & Growth Budget James ü Server operations ü Network ü Telecom ü Security ü Business Continuity ü CISSP ü Cisco VOIP ü Basic Routing and Switching ü VM ü Linux ü Connect systems with budget Chuck ü SMS Operations ü Tier 3 Help Desk ü SMS operations ü Connect systems with budget Shashi ü Oracle Learning Management (S3) ü Oracle R12 Upgrade ü Oracle performance Management ü Connect systems with budget Jessica ü Provide services for IT Mgmt and CIO ü Improve PM Methods ü Project Risk ü Align IT budgets David ü O1: P3 ü O2: P3, P1 ü O3: P3 ü O4: P3 ü O5: P1 ü O6: P3 ü O7: P3 ü Connect systems with budget Bert ü Provide support for instructional technology ü Provide support for administrative application ü Provide requirements for administrative and instructional applications ü Understand applications to deliver training to stakeholders ü Use budget for PDC facility ü Field support staff equipped with tools and expenses ü Consultant budget for changes and improvements Ann ü Use technology to improve management and operations (3)(P1) ü Ensure access to equitable access (4)(S2) ü ITIL training and certification (L3) ü (B1), (B2), (B3) Connect budget with activities FTE and some capital equipment Tyrone ü Empower the stakeholder to be self sufficient as much as possible on the student technical. ü Processes and procedures applied to all devices – computers, peripherals, AV (projectors, smart) – 47 types ü Rights based training and support through the PDC activities ü Identify train the trainer opportunity ü Connect systems with budget 11
  12. 12. 12
  13. 13. Stakeholder Perspective To reach our objectives, how do we create value for our stakeholders? ITD stakeholders are the “customers” of the services provided by ITD. These are all the people who have an interest in the ITD Organization, projects managed by ITD, the activities of ITD, the resources, and deliverables produced by the resources. The forms a complex network of impacted clients and stakeholders who exercise influence on ITD’s funding, direction, and ability to fulfill its mission. The strategic initiatives in this perspective address how ITD will satisfy the needs of these stakeholders and clients, while maintaining the operational, security, privacy obligations to Master Plan and other governance processes 13
  14. 14. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Have a measurable contribution to all IT supported initiatives in the using the 6 CIO Goals and the ITD Tech-Plan 5 Goals. Provide proactive two way communication of stakeholder needs and prompt response and resolution of customer concerns for all supported systems and requests for IT services. Implement service improvement plan per ITIL [4] Involve and develop ITD staff to implement service improvement plans To be the preferred technology partner in the achievement of the Master Plan and other mandated initiatives using Information Technology. These actions are defined in the Information Technology Department (ITD) Technology Plan (Tech Plan) through 5 Goals and the ITD CIO’s six (6) goals. Provide IT products and services traceable to each Initiative as defined in a variety of documents, from the Master Plan to the Race To The Top (RTTT). When there is a choice, be the preferred technology partner to BCPSs. When systems are mandated, assure customer satisfaction exceeds expectations to maintain preference S1: Be The Preferred Provider of IT Services
  15. 15. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Select from the 5 ITIL components, which are applicable for the current strategy deployment Develop operational performance measures for each of the ITD departments at the execution level guided by the selected ITIL Service Management Framework elements The ITIL Service Management Framework V3 defines the attributes and measures of the Fit Purpose (Utility) and Fit for Use (Warranty). Utility is the increase for the possible “benefit” to the BCPS. Warranty is the availability and reliability in continuity and security of the services provided by ITD. There are five (5) components: (1) Service, (2) Design, (3) Transition, (4) Operations, and (5) Continuous Improvement as applied to the Stakeholder. ITD will select which of these to implement over what periods of time to support the improvement processes. Implement selected components of ITIL Service Foundation V3. (1) Service, (2) Design, (3) Transition, (4) Operations, and (5) Continuous Improvement as applied to the Stakeholder. Deploy IT Service Management best practices guided by ITIL Foundations V3. S2: Use ITIL To Manage Services
  16. 16. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Identify, implement, and operate the applications and systems of ITD to ensure the Mission and Vision of the is being met. For each goal of the ITD Technical Plan define an operational plan to maintain or increase the performance of each critical application and system. Deliberate design of processes to support BCPS Understand existing services and the needs of the stakeholders Define technical capabilities inventory and rank those against Mstr Plan Model the capabilities and capacities of critical systems Model the infrastructure needs to meet stakeholder demand Customer survey of needs and satisfaction assessment Gap analysis of current systems against critical stakeholder needs Skills, capabilities, and capacity for work assessment Measureable contributed value to Mstr Plan and IT Technical Plan Capacity, and “..ilities” model for all infrastructure with monetized value. Capacity of services in users, throughput or volume. Application and system strategy is about planning deliberate acts that increase shareholder value. IT is run as an independent business and is therefore regarded as a supplier/outsourcer. This mindset allows for provisioning services internally or externally, depending upon business conditions and opportunities. IT services are viewed as strategic business assets critical to an organization’s survival and success. A formal business planning process must be designed to complement the strategic planning process. The planning process includes a market definition step — determining need and estimating revenue. Take actions to identify critical assets and increase the measurable value of ITD’s offerings to and assure ITD is the provider of choice for these IT Services by operating and providing applications that meet the needs of schools and administration. Assure the ITD critical assets directly contribute to the success of and its Mission and Vision in units of measure meaningful to the decision makers. S3: Provide Needed Systems and Applications Assess ITD staff’s ability to deliver value to stakeholders
  17. 17. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Define and implement the feedback processes and their execution that will connect the offerings of ITD with the needs of the stakeholders in units of measure meaningful to those stakeholders Define and implement the work processes needed to close any gaps from feedback from clients and stakeholders to increase the delivered value and the recognition of this value. Use business process measures for meaningful units Periodic feedback capture processes based in ITIL Service measures The value of the products and services produced by ITD must be recognized as having value. ITD cannot declare there is value in the absence of consensus with the clients and stakeholders. This recognized value comes from the measurable benefits to the stakeholders in units meaningful to them. Define the service catalog, the service performance, and connect this performance to the measures of value agreed to by the stakeholders. Have ITD stakeholders acknowledge the value of the products and services provided to the consumers S4: Recognized Value
  18. 18. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard For the external stakeholders, define the processes needed to asses the needs of the Stakeholder to determine what should be in the Service Portfolio and the Stakeholder Portfolio. For the Internal Stakeholders, define the organizational maturity of ITD and the processes used to manage those stakeholders and their project and programs using the OGC P3M3 Framework [3] Increase the service potential of capabilities and resources Increase the performance potential that creates value for the stakeholders Identifying stakeholders – using a matrix of stakeholders and their affinity to projects, processes or domain areas. Understanding their expectations – by interviewing, surveys (least preferred) and face to face interactions asking direct questions. Managing those expectations – in the same way as managing projects or processes, through defined outcomes. Monitoring the effectiveness of stakeholder engagement activities – by defining units of measure for this management. Continuous review of the stakeholder community – through frequent and periodic meetings through the Stakeholder Circle® (http://www.stakeholder-management.com/) Install a relationship management process and identify staff needed to ensure stakeholders are satisfied with ITD products and services. Relations with the Stakeholders are defined and measurable to ensure continued success of ITD through a Value Network of tangible and intangible value producing exchanges. S5: Stakeholder Relations
  19. 19. Internal Process Perspective What processes must we excel at to satisfy our stakeholders and clients? Processes are structured activities, designed to accomplish a defined objective. Processes result in a goal- oriented change, utilizing feedback for self-enhancing and self-corrective actions. Processes are: ü Measureable because they are performance oriented ü Have specific results ü Provide these results to stakeholders ü Respond to a specific event – either continually or iteratively – originating from that event. 19
  20. 20. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Measure alignment with schools using traceability to paragraphs and sections in the Master Plan to the portfolio of projects managed in ITD. Organize ITD around the management of Projects, Programs, and Portfolio of projects with units of measure meaningful to the decision makers. Line of sight traceability of projects to the Master Plan Monetized investment analysis of this work Develop a portfolio management process using P3M3 guidance Use PPM to select and prioritize projects in the portfolio Select project based on “real options” decision making Operational excellence metrics met Monetized performance metrics met within variance bands Performance measures for the 7 P3M3 perspectives. To be operationally excellent requires leadership, teamwork and problem solving resulting in continuous improvement throughout the IT Department by focusing on the needs of the customer, empowering employees, and optimizing existing activities in the process. Once aligned with the Master Plan and IT Plan, the execution activities must be performed in the context of operational excellence. Operational aspects of ITD will be guided by the ITIL Foundations of IT Service Management V3. Seven activities from the P3M3 provided during the delivery of this Operational Excellence are: (1) Management Control; (2) Benefits Management; (3) Budget Management; (4) Stakeholder Management; (5) Risk Management; (6) Organizational Governance; and (7) Resource Management. Focus IT activities on systems and application integration to enable people, processes, and technology to be traceable to IT Tech Plan and Master Plan, guided by ITIL Foundations V3 and OGC P3M3 processes. Develop, align and execute ITD initiatives with the IT Technology Plan and Master Plan P1: Use ITIL for Operational Excellence Provide Operational Excellence ITIL V3 guidance
  21. 21. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Define and oversee measures connected to customer facing performance of all initiatives. Define and oversee measures connected to all internal operations in support of external initiatives. Identify stakeholders and their specific needs Use Stakeholder Typography to classify and engage stakeholders [1] Identify stakeholders and their specific needs Define risk, value, and relationship interactions Stakeholder management is the process of managing the expectations of anyone that has an interest in a project or will be effected by its deliverables or outputs. Managing stakeholders means knowing what stakeholders want, defining what products and services ITD is capable of providing, and confirming that the Stakeholders agree with and acknowledge that ITD has the capabilities to provide those products and services. This starts with identifying the Stakeholders and their attributes. Stakeholder management is embedded in the overall risk management of projects and portfolios of projects managed by ITD. Starting with the Race To The Top (RTTT) initiative and others, provide measureable operational excellence for all activities performance by ITD around stakeholder management. Define and deploy management process to provide operational excellence for the Race to the Top Initiative to the external and internal stakeholders. P2: Stakeholder Management
  22. 22. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Create a service improvement plan based on the seven step improvement process defined by ITIL. Create an organization that includes a CSI Management and Service Management role in ITD Perform CSI audits and take corrective actions Processes are the internal affairs of the ITD as a service provider. The first step is the activities that focus on gaining control of the systems that provide internally focused services. Until this control is established, external focus will be difficult. Create a Continual Service Improvement (CSI) process to support the needs of the Stakeholder. Apply a repeating pattern of improvement efforts that allow ITD to better meet internal and external stakeholder needs. P3: Continual Improvement
  23. 23. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Develop of an Information Security policy and governance (Controls) process. Develop an Information Security Management Systems (ISMS) to plan, implement, evaluate and maintain the information management policy and governance processes Information security is aligned with IT and business security is managed effectively in all services and service management operations . This includes: Information is available and useable when necessary (availability) Information is available exclusively to authorized persons (confidentially) The information is complete, accurate, and programs against unauthorized changes (integrity) Information and information exchanges between other systems re reliable (authenticity) Develop a security management framework in alignment with the ITD governance process. Align IT and business security to ensure effective management of services. P4: Security and Privacy
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  25. 25. Learning & Growth Perspective How do we align our intangible assets – people, systems, and culture – to improve critical processes? Learning-and-growth metrics is a framework for quantitatively assessing stakeholder satisfaction, productivity, and retention in the framework of the balanced scorecard (BSC). These Goals, Critical Success Factors, and Key Performance Indicators of the learning-and-growth perspective is “the foundation for all strategy” (Kaplan & Norton, 2001, p. 93). These metrics are not just behavioral and statistical but “developmental.” 25
  26. 26. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Define the End Values to be delivered through the culture in terms of quality, excellence, reliability, innovation, and budget management success. Define the Instrumental Values to be the desired behaviors in terms of standards, respect for tradition and authority. Identify team building opportunities, e.g. Strength Finder 2.0 Aligning ITD culture with the Balanced Scorecard strategy defines who we get things done around here. Defining the Cultural Web consists of Stories, Rituals and Routines, Symbols, Organizational Structure, Control Systems, and Power Structures. This approach provides a “ways of being” to define the attitudinal aspects of how ITD operates on a daily, including personal interactions, problem solving approaches, and the situational analysis needed improve the performance of the organization, using the Katzenbach and Gallup frameworks for Teams and Employee Engagement Activities. (in the Backup Materials) Identify the existing cultural aspects and behaviors, gaps in these behaviors, and take specific action to address gaps and develop a measurable response. Create and maintain a culture of mutual support, accountability and shared outcomes for all ITD personnel. L1: Culture
  27. 27. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Select a strategic theme or project that will enhance the ITD and take steps toward to achieving its overall strategic goal through hands on leadership of the work activities. Define the work processes of a “project leader” to focus on the delivery of beneficial outcomes that meet stakeholder needs. Track the few critical elements of strategy for three major projects Focus on short-term view of leadership to critical areas that impact stakeholders Ensure key resources are deployed to support critical projects. The leaders of an organization have the prime responsibility for the quality produced by the organization, i.e., the success of the mission. The commitment and participation of leaders have long been recognized as critical factors in successful organizations (Tichy & Devanna, 1990). [2] Only leaders have the sufficient authority, influence, and access to information to begin and maintain major organizational change. Define and deploy a leadership training, mentoring, and coaching process for all members of the IT Department. Train, coach, mentor, and develop leaders in the ITD department capable of delivering on the Tech Plan, Operations Plan and Master Plan L2: Leadership
  28. 28. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Align internal support and service units with the IT Tech Plan, 6 ITD Goals, and cross referenced items in the Master Plan. Define how leaders become accountable to the governance processes, actions, and performance through their personal involvement in planning, communications, coaching, vision, actions, and performance of ITD. The Balanced Scorecard, when developed as a strategic planning and management system, helps align an organization behind a shared vision of success, and gets the ITD working on the right things and focusing on results. A scorecard is more than a way of keeping score, it is a system, consisting of people, strategy, processes, and technology. The responsibility for this critical alignment lies with the ITD leadership. Define the processes needed to be aware of why I am here and what am I doing to support the Strategic Initiatives of the ITD. Align ITD organization with the needs of the stakeholders to assure delivery of each strategic initiative on-time, on- budget, and compliant with the stakeholder needs L3: Alignment
  29. 29. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Provide a leadership that unifies all parts of the ITD’s staff through a methodology that turns the eyes of all ITD members to a single direction – toward the stakeholder. Develop an ongoing team work engagement process that provides the mechanism for Jon Katzenbach [5] definition of a team – a group of individuals who hold each other mutually accountable for a shared outcome. Define the organizational structure and make that visible to all ITD members Define the channels of communication and ensure all participants are informed Deploy Katzenbach’s principles across ITD It is often difficult to improve overall organizational performance because the collective goals are unclear. Employees are often only aware of the aims of their own "team island", and regard other team islands as having a different job. Individuals are often motivated to "do their bit", but they lack the overall understanding of where the organization is going or how the various team islands are supposed to work together for collective good. Whereas a sports team is often characterized by a focus on goals, results and league tables, businesses are often characterized by an absence of such a unifying force. Establish “teams” that are the first point of contact for stakeholders. This includes, call center support, deep technical support, and client and stakeholder requirements and satisfaction processes. Create an organization that fosters teamwork and cooperation to improve the performance of the work of ITD. L4: Teamwork Create a culture of “shared outcomes,” for all ITD work.
  30. 30. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Create and maintain an up- to-date resource capacity plan with defined objectives reflecting current and future needs of stakeholders. Use this plan to forecast performance of service requests. Align resource capacity management and the Service Portfolio and communicate this alignment to the stakeholders to confirm their understanding of what can be accomplished with the resource’s capacity. It is essential to have an analytical understanding of ITD resource’s Capacity for Work. The capacity must coincide with the current and future needs of the clients and stakeholders of the BCPS. Any capacity gaps must be understood and communicated to these stakeholders in units of measure meaningful to the decision making processes. Provide IT resource capacity coinciding with the current and future needs of stakeholders against the justifiable costs of this capacity. Inform stakeholder of ITD’s ability to respond to all non-discretionary demand for service with predictable durations and quality of performance. L5: Resource Capacity for Work
  31. 31. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Using the Gallup 12 assessment of business capabilities survey and define gaps and closure strategies for each of the G12 elements as shown in the BSC supporting materials pages. Discern alignment to the professional development initiatives. Assess capability and capacity for work using the G12 profile Establish a Professional Development Center for ITD staff When there is need for resources to be available to meet strategic objectives, we need to understand current and future work capability. The current capability includes an assessment of task focus, self conduct, and interpersonal perspectives of the performed activities. The future capability includes an assessment of the needed development levels and developmental potentials and the risk associated with regressing to lower levels of capability based on a systems thinking approach to capacity planning. Identify the capabilities for the needed services of Clients and Stakeholders through an assessment of these needs in a survey instrument and direct “customer contact.” Provide the needed technical, operational, and interpersonal capabilities to meet the needed demands of clients and stakeholders L6: Resource Capability for Work
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  33. 33. Budget Process Perspective What are our stakeholder and client expectations of our budget management performance? The budget perspective activities are those necessary to ensure the execution of the ITD strategy in support of the Mission and Vision. This activity assigns budget to projects and controls the consumption of that budget in exchange for measurable value – both tangible and intangible. 33
  34. 34. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Project execution performance parameters meaningful to internal decision making of the ITD Project business performance parameters defined in units meaningful to the Clients and Stakeholders for IT services. Cost performance Schedule performance Project business performance measures Customer satisfaction measures Technical performance Project performance management starts with repeatable processes. The “baseline” of a project includes, cost, schedule, and the measures of physical percent complete. These measures are defined in units meaningful to the decision makers. Successful management of projects and the portfolio of projects starts with the Integrated Master Plan showing what capabilities will be produced for the stakeholders, what significant accomplishments must be completed, the success criteria for those accomplishments, and the work efforts (in the form a work package) are needed for complete the Accomplishment Criteria. These activities are arranged in the Integrated Master Schedule (IMS) and placed on baseline. The IMS is a resource loaded activity network include schedule and cost margins. Establish a project performance management system using cost, schedule, and technical performance measures to increase the probability of success for each ITD project. Install and operate a project, program, and portfolio governance process to increase the probability of success of each project produced by ITD B1: Project Performance
  35. 35. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Defines budget management and submittal, authorization processes to maintain the integrity of the Integrated Master Schedule. Define and deploy a Change Management Process guided by PMBOK and ITIL processes to ensure the integrity of the Integrated Master Schedule. Financial assets are necessary to support the ownership or use of all assets. Resources and capabilities form the basis for the value of a service. Financial management is an integrated element of service management. Budget management provides vital information needed to ensure effective and efficient service delivery, allowing the ITD to justify expenditures and allocate funding directly to the services. Establish budget management, forecasting, and performance management services for all projects in the ITD portfolio. Assure the management of ITD budget and the assets are guided by the IT Governance processes. B2: Budget Management
  36. 36. Narrative Of The Contents Of This BSC “Card” Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators Strategic Theme Master ITD Balanced Scorecard Create a resource pool management system starting with the measurable “capacity for work” that ensures over commitments are not made without explicit approval and the resulting accountability of senior management Provide forecasts of needed resources using the Integrated Master Schedule as the “approved” demand for work. Resources and capabilities are types of assets. The management of the ITD resources creates value in the form of services and IT applications. Management, organization, people, and knowledge convert these resources into value. The ITD capacity for work is the starting point for resource management. The capacity for work of a mix of people, processes, tools, systems, and organizational structures along with intangible assets of ideas and culture. The latter – “intangible assets” – is the Critical Success Factor for ITD’s success. Provide tools, processes, and leadership needed to manage resources for all ITD activities. Provide tools and processes needed to manage ITD resources to meet the demand of the Stakeholders B3: Resource Management
  37. 37. Backup Materials 37
  38. 38. Gallup Q12 elements G12 Critical Employee Engagement Activities Outcomes for the BSC Leadings and Growth Perspective I know what is expected of me at work. We have a shared outcome for all work activities I have the materials and equipment I need to do my work right. In the Master Schedule all needed resources are defined and available on the planned date At work, I have the opportunity to do what I do best every day. Work activities are agreed to by the performing element In the last seven days, I have received recognition or praise for good work. Katzenbach’s “teaming” processes are in place and operational. My supervisor or the person I report seems to care about me as a person. There is someone at work who encourages my development. In the last six months, someone at work has talked with me about my progress. At work, my opinions seem to count. The mission/purpose of my company makes me feel my job is important. Using the BSC, trace all activities to a strategic initiative My associates (fellow employees) are committed to doing quality work. Measures of success include measures of effectiveness for the clients and stakeholders and measures of performance for the products and services I have a best friend at work. The last year, I have had opportunities at work to learn and grow. Provide needed technical, operational, and managerial mentoring, coaching, and training through senior leaders 38
  39. 39. 10 Ways to Build Capability 1. Create a leadership/coaching system that links all business functions. 2. Right Action=Reward the right: people, things, ways, time and reasons. 3. Create the feeling in your organization that people can fail to succeed. 4. Create the necessary infrastructure to connect people with metrics. 5. Become a teaching organization and teach at every level continuously. 6. Enable people with development opportunities to higher levels of function. 7. Understand appreciative coaching and how to build a culture around it. 8. Make it fun to work in your company. 9. Make perfectly clear what should be perfectly clear. 10. Get out of people’s way. 39
  40. 40. References [1] A Typology of Operational Approaches for Stakeholder Analysis and Engagement, Dr. Jing (Rebecca) Yang. Deakin University Prof. Ping Qi (Geoffrey) Shen, Hong Kong Polytechnic University, Dr. Lynda Bourne, Stakeholder Management Pty Ltd Christabel MF Ho & Dr. Xiaolong Xue. http://www.stakeholdermapping.com/ [2] Transformational Leader, Tichy and Devanna, 1997 [3] OGC P3M3 (Project, Program, Portfolio Management Maturity Model) [4] ITIL Foundations V3 [5] Jon Katezenbach, “Unleashing the Power of Teams: From Theory to Execution, Booz and Company. The Wisdom of Teams: Creating the High- Performance Organization. 40
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  42. 42. Chapter 042 Performance-Based Project Management ® is a registered trademark of Niwot Ridge L.L.C.