To-Be Measurement Dashboard – Design High Level Phase

Description

• A select set of performance measures, “indicators”, that gauge the performance of the organization and ‘flags’ significant variances from expected results. This deliverable helps to monitor over time the progress and impacts of the BPI initiative on the organization e.g. improvements to date compared with ‘baseline’ performance levels. Many organizations choose to take a ‘balanced’ view in establishing a Measurement Dashboard, by including measures that indicate organizational health from the perspective of financial performance, business process performance, customers, and organizational learning and growth.

Client Value

• The ‘To-Be’ Measurement Dashboard is a proactive approach to performance measurement that supports senior management in making informed decisions. It helps management pinpoint promptly possible areas of weakness in the ‘health’ of the organization both in terms of its daily operations, as well as in its progress towards achieving its (Confirmed)Business Vision. It also promotes an orientation towards continuous improvement.
• Without ‘the right’ set of performance measurement indicators, an organization will encounter difficulty in assessing its progress towards meeting business objectives and in identifying sources and accountability for problems that occur. Furthermore, unless a ‘balanced’ measurement approach is taken, a focus on one or two favourable short-terms trends (e.g. ‘revenue’ or ‘price per share’) can often mask underlying trends that pose a threat to the company’s long-term viability. (Balanced Business Scorecard)

Approach

1. Develop guidelines (or ‘groundrules’) for defining an appropriate set of measurement (e.g. amount of detail, organizational scope, types of measures , number of measures, etc.).
2. Review/define performance requirements for the new processes, identifying links to the business strategy and to individual or group performance objectives.
3. Validate the suitability of performance indicators and mechanisms currently in use for each process. Build upon the Key Performance Indicators to establish a strawman ‘To-Be’ Measurement Dashboard.
4. Establish performance indicators that translate performance needs/requirements     into specific measures or metrics.
1. Assess each measure or metric according to the following criteria:
1. Does it address all significant aspects of the customer’s needs and     expectations
2. Does it provide sufficient level of detail?
3. Is it presented in easily-understood terms?
4. Does it provide timely feedback to managers and staff?
5. Is it easy and/or inexpensive to measure?
2. Identify any other pertinent characteristics that qualify each measure or metric (e.g. area of the organization concerned, mechanisms for collecting the data, etc.).
5. Present to the full senior management team for discussion and approval.

Guidelines

Problems/Solutions

• Many managers question the need of (re)establishing performance measurement systems, expressing concerns that measurement takes too much time, costs too much, or is inadequate in gauging their work. Provide examples in which process-oriented measurement has clearly empowered teams to produce superior results. (For maximum impact, use examples that are as close to the current work situation as possible for maximum impact.)    
• Others worry that they will be held personally accountable for measurements that fall entirely or partly outside their control. Assure these individuals that the ‘To-Be’ Measurement Dashboard is a tool to help management monitor the health of the organization and that the personal performance of individuals will be assessed based on be a specific set of criteria defined independently as part of the Migration Human Resource Strategy and Performance Support and Recognition deliverable.    

Tactics/Helpful Hints

• Limit the number of performance indicators, otherwise their impact/visibility and value will be diluted. For most organizations, 5 to 15 measures or metrics are appropriate.