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Managing Performance:  Creating an IT Balanced Scorecard. Phil Watson Senior Consultant ProActive Services. Agenda. Caveats and Approach The Balanced Scorecard Quality Management Frameworks Linkage to ITIL Benefits The Balanced Scorecard Process

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slide1
Managing Performance:  Creating an IT Balanced Scorecard

Phil Watson

Senior Consultant

ProActive Services

agenda
Agenda
  • Caveats and Approach
  • The Balanced Scorecard
  • Quality Management Frameworks
  • Linkage to ITIL
  • Benefits
  • The Balanced Scorecard Process
  • Develop the SPUSC University IT Balanced Scorecard
  • Workshop Review
caveats and approach
Development of the Strategy and Balanced Scorecard is lots of work

This workshop is a run through the process/steps

Focus is on understanding and working the process not achieving the Balanced Scorecard itself

It is not a substitute for doing it properly and tailored to your needs

We will need to compromise quality for speed (only have 90 minutes to explain BSC and work through a virtual example

Questions as we go with a wrap up at the end

Caveats and Approach
the balanced scorecard
Translates Strategy into Action

Four perspectives:

Customers

Financial

Internal [business] processes

Learning And Growth [people]

Focus on measuring Performance

Balance should exist between these four perspectives

The Balanced Scorecard
the balanced score card perspectives
The Balanced Score Card Perspectives

Organisations Vision, Mission, Values and Behaviours

Customer Perspective

To achieve our strategies how must we look to our customers?

To be seen as successful what do we need to deliver?

Financial Perspective

To satisfy our customers, what business processes must we excel at?

Internal Processes Perspective

To achieve our strategies how must our organisation develop?

Learning & Growth Perspective

quality management frameworks
European Framework for Quality Management (EQFM )

Australian Business Excellence Framework (ABEF)

Baldridge Awards

Total Quality Management (TQM)

Quality Management Frameworks

Organisational Profile: Environment, Relationships and Challenges

2. Strategic Planning

5. Human Resource Focus

1. Leadership

7. Business Results

3. Customer & Market Focus

6. Process Management

4. Information and Analysis

the balanced scorecard and itil
QM, BSC and ITIL (& PRINCE2 etc) are all complementary

Linkages to:

Customer with ITSM and SLM

Internal (business) processes with ITSM as a process framework

Financial with ITSM and Financial Management

Learning and Growth with People and Continuous Improvement

The Balanced Scorecard and ITIL
the process
Assumptions

Values and Behaviours

Business Model

Customer Segmentation

Stakeholder Identification

Vision/Purpose and Strategic Intent/Mission

Objectives and Priorities

Map Objectives to BSC Perspectives

The SPUSC IT Service Chain

Select and design measures for each objective

Produce Measurement Plan to collect data and link to databases and MIS

Produce DIS-SR Strategic Intent Brochure

Produce the Change (Implementation) Management Plan

The Process
assumptions
We will struggle to win support from all areas (business and IT) no matter what we do

We will never have enough resources to do everything we need to do

IT is not central to the thinking or planning of the business – the focus is on ribbon cutting and sod turning

Business demands on IT will always be varied and difficult to prioritise

The ‘existing’ will always be in competition with the new and exciting (keeping it going vs keeping it growing)

We can get Business IT representatives to understand and support IT requirements

Customers will expect us to commit to (and deliver on) specific service levels

Central IT and faculty IT – can work together and fulfill our parts

Assumptions
values belief
We are one team – we have one voice

We are punctual and always report back to people quickly

We respect our customers and our fellow team members

We see Requests, Incidents, Problems, Changes etc from the customer’s perspective

We take pride in the quality of our work and our technical expertise

We are a learning organisation – we aim to continuously improve

We always complete all of the job to all of the standard

We will never backstab!

Values (Belief)
behaviours act
A sense of urgency

Clear thinking and intent

Courtesy and loyalty

Ownership and Accountability

Honesty, integrity, ethical and pride

Adaptability

Clear, concise customer driven communication

Attention to minor detail

Proactive Vs reactive

Behaviours (Act)
business model
Resolve Incidents and Problems

Manage Systems Availability

Manage IT&T Assets

Liaise with Customers

………………………….?

………………………….?

Teaching

Learning

Research

Admin/Support

External Agencies

…………….?

…………….?

Business Model

CUSTOMER PROCESSES

CUSTOMER SEGMENTS

Support Functions

  • Facilities (accommodation)
  • Fleet Management
  • Service Delivery Support
  • …………………..?
  • …………………..?
  • Information Services
  • Personnel Services (staffing, training)
  • Security (accreditation, advice, investigation & enforcement)
  • Infrastructure
  • Finance
customer segmentation
Customer Segmentation

Which location has priority?

Which customer has priority?

Needs to link in with the Service Catalogue

This is indicative only

stakeholders
SPUSC

University

Stakeholders

Accreditation Authorities

Students

Government

Unions

Staff

………?

Community

Employees

vision and purpose
SPUSC Vision

To be one of the finest universities in the world

IT Purpose

As an integral part of SPUSC, IT is committed to delivering on the technology aspects of the University Business Plan

Vision and Purpose
strategic intent and mission
SPUSC Strategic Intent

The University will be an internationally recognised thought and practice leader in the field of teaching, learning and research

IT Mission

To be the preferred technology partner in the achievement of the University’s teaching, learning and research objectives

Strategic Intent and Mission
slide17
B1 - implement a Service Improvement Plan based on ITIL

L1 - involve and develop staff

C1 - prompt response & resolution of customer concerns

F1 - produce well researched and justifiable financial plans

L2 - foster and develop a customer focused culture

B1

C2 - engage the customer proactively and regularly

L3 - recruit, train and retain only the right people

B2 - implement and sustain a responsive and effective Service Desk

L1

F2 - develop a culture of good financial management practices

C1

F1

C3 - market SPUSC IT to customer and stakeholders

L2

B3 - implement SPUSC policies, practices and procedures

C2

L3

F3 - develop financial competency

B2

F4 - capture resource usage against specified activities

B4 - continuously improve activity plans based on review processes

F2

C3

B3

L4 - develop staff to maintain capability

F3

F4

B4

L4

B5

B5 - benchmark against best practice

Example Objectives and Priorities

1. Identify Objectives

2. Prioritise – impact, urgency, cost/benefit analysis

slide18
B1 – Implement a Service Improvement Programme based on ITIL

L1 – Recruit, train and retain only the right people

C1– Support specialist faculty IT

F1 – Develop 3 year technology development plan

L2 - ……………………………………..

B1

C2 - Staff and student retention (and growth)

L3 - ……………………………………..

B2 - ……………………………………..

L1

F2 - ……………………………………..

C1

F1

C3 - ……………………………………..

L2

B3 - ……………………………………..

C2

L3

F3 - ……………………………………..

B2

F4 - ……………………………………..

B4 - ……………………………………..

F2

C3

B3

L4 - ……………………………………..

F3

F4

B4

L4

B5

B5 - ……………………………………..

SPUSC IT Objectives and Priorities

1. Identify Objectives

2. Prioritise – impact, urgency, cost/benefit analysis

map objectives to bsc perspectives
SPUSC

University

Map Objectives to BSC Perspectives

Customer

C1 - prompt response & resolution of customer concerns

C2 - engage the customer proactively and regularly

C3 - market SPUSC IT to customer and stakeholders

Financial

F1 - produce well researched and justifiable financial plans

F2 - develop a culture of good financial management practices

F3 - develop financial competency

F4 - capture resource usage against specified activities

Business Processes

B1 - implement a Service Improvement Plan based on ITIL

B2 - implement and sustain a responsive and effective Service Desk

B3 - implement SPUSC policies, practices and procedures

B4 - continuously improve activity plans based on review processes

B5 - benchmark against best practice

Learning and Growth

L1 - involve and develop staff

L2 - foster and develop a customer focused culture

L3 - recruit, train and retain only the right people

L4 - develop staff to maintain capability

learning growth perspective cause effect
Learning & Growth PerspectiveCause & Effect

Customer Satisfaction

Attitude of obtaining results for Customers

External Service Value

Employee Retention

Employee Productivity

Employee Satisfaction

Learning & Growth

L1 - involve and develop staff

L2 - foster and develop a customer focused culture

L3 - recruit, train and retain only the right people

L4 - develop staff to maintain capability

business processes perspective cause effect
Business Processes PerspectiveCause & Effect

Customer Satisfaction

Services designed and delivered to meet Targeted Customers Needs

External Service Value

Employee Retention

Employee Productivity

System Productivity

Employee Satisfaction

Business Processes

B1 - implement a Service Improvement Plan based on ITIL

B2 - implement and sustain a responsive and effective Service Desk

B3 - implement SPUSC policies, practices and procedures

B4 - continuously improve activity plans based on review processes

B5 - benchmark against best practice

financial perspective cause effect
Financial PerspectiveCause & Effect

Stakeholder Advocacy

Funding preference

Standard setting

Reputation for Best Practice

Stakeholder Loyalty

Stakeholder Satisfaction

Financial

Customer Satisfaction

External Service Value

F1 - produce well researched and justifiable financial plans

F2 - develop a culture of good financial management practices

F3 - develop financial competency

F4 - capture resource usage against specified activities

customer perspective cause effect
Customer PerspectiveCause & Effect

Customer & Stakeholder Advocacy

Retention

Repeat business

Referral

Customer Loyalty

Customer

Customer Satisfaction

External Service Value

C1 - prompt response & resolution of customer concerns

C2 - engage the customer proactively and regularly

C3 - market SPUSC IT to customer and stakeholders

the spusc it service chain
TheSPUSC IT Service Chain

Purpose

Strategic Intent

Customer & Stakeholder Advocacy

Customer & Stakeholder Loyalty

Customer Satisfaction

Stakeholder Satisfaction

Customer

Financial

External Service Value

Learning & Growth

Business Processes

select and design measures for each objective
Select and Design Measures for each objective

Learning & Growth

L1 - involve and develop staff

L2 - foster and develop a customer focused culture

L3 - recruit, train and retain only the right people

L4 - develop staff to maintain capability

Measures Performance Outcome

Driver

Staff Development (vs Plan)

Percentage of staff trained in customer service

Employee satisfaction

Staff Retention

Staff trained as a percentage of Succession Positions identified

objectives measures
Objectives & Measures

Business Processes

B1 - implement a Service Improvement Plan based on ITIL

B2 - implement and sustain a responsive and effective Service Desk

B3 - implement SPUSC policies, practices and procedures

B4 - continuously improve activity plans based on review processes

B5 - benchmark against best practice

Measures Performance Outcome

Driver

Service Desk problem resolution percentage

System Productivity (measures to be developed)

Customer satisfaction with having needs understood

Service Desk customer satisfaction

Standards compliance

Critical processes benchmarked as a percentage of critical processes identified

Comparisons with world class Service Desk Operations

objectives measures1
Objectives & Measures

Financial

F1 - produce well researched and justifiable financial plans

F2 - develop a culture of good financial management practices

F3 - develop financial competency

F4 - capture resource usage against specified activities

Measures Performance Outcome

Driver

Funding Authority Level of Satisfaction

Achievement of expenditure against specified activities

Achievement of the endorsed budget plan

Accuracy and compliance of financial transactions

Percentage staff completed financial competency training

Staff financial competency (self and audit assessment)

objectives measures2
Objectives & Measures

Customer

C1 - prompt response & resolution of customer concerns

C2 - engage the customer proactively and regularly

C3 - market SPUSC IT to customer and stakeholders

Measures Performance Outcome

Driver

Customer Liaison Schedules developed and achieved

Customer Satisfaction

Value of SPUSC IT as provider of choice

Customer understanding of SPUSC IT services

10 select and design measures for each objective and measurement plan business perspective example
10. Select and Design Measures for each Objective and Measurement Plan - Business perspective example
how will we know when we have arrived
Financial

Customer

People (learning and growth)

goals performance indicators

goals performance indicators

goals performance indicators

goals performance indicators

How will we know when we have arrived?

Quality of IT services Availability of IT services

(in IT users’ perception)

Compliance to SLAs

Reliability of IT services Number and severity of IT

service interruptions

Performance of IT On-time IT service delivery

services (defined by the customer)

Ability to control costs Accuracy of IT forecasts

Economy of IT Competitiveness of IT

costs to the business

Value of IT Costs of IT used in value

adding business activities

vs costs of IT used in

overhead activities

Business (internal)

Business productivity Annual business turnover

vs cost of running business

Improvements in business

turnover ascribable to IT

Reduction in business costs

ascribable to IT

Service culture Number of business improve-

ments initiated by IT provider

Change control Percentage of ‘first time

right’ IT changes

Manageability Hours spent on IT matters by

non-IT managers vs total

hours of IT use by non-IT

staff

Security number of reported security

violations

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