1、Setting Strategy into Action July 10, 2003 Performance Management # 2003 Cap Gemini Ernst Review of the defined performance indicators proposed for IT Management processes, in the light of this structure. (Specific considerations: usefulness in managing the department/teams, peridiocity of measureme
2、nt, detection of holes/tricks that might impact the use of the indicator or te operational processes, feasibility of implementing the process for obtaining and maintaining the indicator, number of indicators per team leader); Retain a comprehensive set of performance indicators to form the IT Perfor
3、mance Management System and prepare its implementation by defining the necessary tools and processes; Support a first calculation of the current value of the retained performance indicators Optional: 1) comparison in different industries for relevant generic indicators and 2) comparison within the s
4、ame industry for specific indicators; CGE Adapted the tasks to build on and validate existing performance indicators; With an implementation plan providing the necessary tools and processes, including support in the first use of the balanced scorecard, enabling a sound transition; With an external p
5、erformance indicator benchmarking whenever possible and/or relevant; Performance Management # 2003 Cap Gemini Ernst c a l e n d a r d a y s 0 0 0# p ro j e c t s s t a rt e d l a s t Q # p ro j e c t s 0 0 0# p ro j e c t s s t a rt d a t e # p ro j e c t s 0 0 0a c t u a l a v e ra g e d e l a y 0
6、0 0D e l i v e r c u s t o m e r - o r i e n t e d s e r v i c e a t a p p r o p r i a t e q u a l i t yC S 3 1 S L A C o m p l i a n ce i n d e x % 60% 41% 19%C S 4 1 D D e l t a w o r kl o a d ( % ) % ; # -4 % 10% -4 %C S 4 2 D D e l t a D u r a t i o n ( % ) % ; # 10% 14% -4 %S a t i s f a c t i
7、o n o f e n d u s e r s P I 3 / C S 2I n ci d e n t s t a ke n i n h a n d w i t h i n S L A t i m e f r a m e % 50% 34% 16%I n t e rn a t i o n a l n e t w o rk # h o u rs / s i t e 2 , 2 1 , 2 0 , 9SA P s e rv e rs # h o u rs 3 0 , 0 1 3 , 0 1 7 , 0M a i n f ra m e # h o u rs 1 0 , 2 1 3 , 3 -3 ,
8、1HP # h o u rs 4 , 3 1 , 8 2 , 5P R 3 1I n ci d e n t s so l v e d w i t h i n S L A t i m e f r a m e% 90% 87% 3%T i e r 1 % 70% 45% 25%ProcessExcellenceP R 3 1 D % i n ci d e n t s so l v e d b y T i e r 1 / 2 / 3O p t i m i z e U S E R S U P P O R T p r o c e s s e sO p t i m i z e O P E R A T E
9、p r o c e s s e s ( i n f r a s t r u c t u r e )U n a v a i l a b i l i t y o f m a ch i n e s/ n e t w o r k/ a p p l i ca t i o n sP R 1 1B u si n e ss V a l u e o f cu r r e n t a n d a p p r o v e d p r o j e ct sB C 2 1 DB C 2 1CustomerSatisfactionC S 1 1 D 2P I 2 / B C 2 R e so u r ce u sa g
10、eM e a s u r e m e n t sT r a c k i n gI T / G I C S C o st v e r su s T u r n o v e rB C 1 3BusinessContributionD e l i v e r p r o j e c t s r e l i a b l y : o n t i m e , w i t h i n b u d g e t , o n s p e c i f i c a t i o n sM a n a g e a n d c o n t r o l e x p e n d i t u r e a n d s t a f
11、f i n gI n c r e a s e b u s i n e s s p r o d u c t i v i t y & c o n t r i b u t e t o b u s i n e s s i n n o v a t i o n a n d d e v e l o p m e n tS a t i s f a c t i o n o f b u s i n e s s c u s t o m e r sB u si n e ss v a l u e o f r e a l i z e d p r o j e ct s B a ckl o g o f a p p r o v
12、e d p r o j e ct s# 2003 Cap Gemini Ernst & Young - All right reserved Proposal Fluxys- June 2003 - Example Scorecard per KPI Appendix: Example B a l a n c e d S c o r e c a r d - E x a m p l eP e r s p e c t i v e - M e a s u r eR e p o r t i n g p e r i o d : Q 1 - 2 0 0 3A . G e n e r a l I n f o
13、 r m a t i o n Ba ck t o m e n u N e x tP e r s p e c t i v e : S t r a t e g i c C h a l l e n g e :M e a s u r e :M e a s u r e m e n t I n t e n t : F r e q u e n c y o f U p d a t e : M o n t h l y / q u a r t e r l y / y e a r l yR e a c h : E u r o p e / w o r l d w i d eU n i t s o f M e a s
14、u r e : # , h r s , d a y s , e t cD a t a E l e m e n t s a n d S o u r c e s :T r a c k i n g / R e p o r t i n g R e s p o n s a b i l i t y :E n t e r t r a c k i n g r e s p o n s i b l eM e a s u r e A v a i l a b i l i t y D a t e : C a t e g o r y : P I o r K P IS o u r c e f o r & a p p r o
15、 a c h t o s e t t i n g t a r g e t s :A c c o u n t a b i l i t y f o r m e e t i n g t a r g e t :e n t e r a c c o u n t a b l eM e a s u r e m e n t i n f o r m a t i o n i s c u r r e n t l y :T a r g e t s e t t i n g r e s p o n s i b i l i t y : e n t e r o w n e rT a r g e t 2004 2005 2006
16、e n t e r t h e t a r g e t e n t e r b a s e l i n e e n t e r b a s e l i n e e n t e r b a s e l i n eN o t e s / A s s u m p t i o n s :B . S t a t u s R e p o r t i n gPE4 . % B a c k l o g i n c i d e n tsU p d a t e f re q u e n c y : c f r a b o v e U n i t : c f r a b o v eF l e x i b i l i
17、 t y : 5% a f l e x i b i l i t y o f X % w i l l h i g h l i g h t y e l l o ww h e n y o u h a v e X % s p a re b e t w e e n t a rg e t & a ct u a lQ 2 - 2 0 0 2 Q 3 - 2 0 0 2 Q 4 - 2 0 0 2 Q 1 -2 0 0 3A c tu a l A1 A2 A3 A4T a r g e t B1 B2 B3 B4G a p = A 1 - B 1 = A 2 - B 2 = A 3 - B 3 = A 4 -B
18、 4Ac t u a l v s T a rg e t = A 1 / B 1 = A 2 / B 2 = A 3 / B 3 = A 4 / B 4B a s e l i n e C1 C2 C3 C4Ac t u a l v s Ba s e l i n e = A 1 / C 1 = A 2 / C 2 = A 3 / C 3 = A 4 / C 4R o o t C a u s e f o r V a r i a t i o n / C o m m e n t s :C . I n i t i a t i v e sC . 1 C u r r e n t i n i t i a t i
19、 v e sI n i t i a t i v e N a m e :C . 2 P r o p o s e d i n i t i a t i v e sN a m e o f r e l a t e d p e r s p e c t i v e ( B u s i n e s s v a l u e , c u s t o m e r s a t i s f a c t i o n , p r o c e s s e x c e l l e n c e o r p e o p l e e x c e l l e n c e )R e l a t e d s t r a t e g i c
20、 c h a l l e n g e ( s e e m a p p i n g o b j e c t i v e s )N a m e o f t h e m e a s u r eP u r p o s e o f t h e m e a s u r e r e l a t e d t o t h e s t r a t e g i c c h a l l e n g eM e a s u r e m e n t D e f i n i t i o n / F o r m u l a :D e f i n i t i o n o f t h e m e a s u r eD e s c
21、r i p t i o n o f t h e s o u r c e o f t h e i n p u t f o r t h e m e a s u r e e l e m e n t sD e s c r i p t i o n o f t h e a p p r o a c h t a k e n t o s e t t h e t a r g e tA v a i l a b l e W i t h M i n o r C h a n g e s2 0 0 2 B a s e l i n e 2003e n t e r b a s e l i n e e n t e r b a s
22、 e l i n ea d d i t i o n a l c o m m e n t sP l e a s e e n t e r h e r e a l l a d d i t i o n a l c o m m e n t s a n d t h e r o o t c a u s e o f v a r i a t i o n b e w t e e n t h e a c t u a l s a n d t h e t a r g e t / b a s e l i n eP l e a s e l i s t h e r e t h e c u r r e n t i n i t
23、i a t i v e s r e l a t e d t o t h e m e a s u r eI n i t i a t i v e n a m e :P l e a s e l i s t h e r e p r o p o s e d i n i t i a t i v e s r e l a t e d t o t h e m e a s u r eI n i t i a t i v e d e s c r i p t i o n / P l a n o u t l i n e :050100150200250300350400450500#Q 2 - 2 0 0 2 Q 3 -
24、 2 0 0 2 Q 4 - 2 0 0 2 Q 1 - 2 0 0 3G r a p h i c a l o v e r v i e wA ct u a l T a r g e t B a se l i n e# 2003 Cap Gemini Ernst & Young - All right reserved Proposal Fluxys- June 2003 - Business Contribution People Excellence Process Excellence Customer Satisfaction ? ? ? Measures Targets Objectiv
25、es Review BSC Take Action: Initiatives Plans Budgets Measure Actuals against Targets BSC Report Target Plan-Do-Review session Determine Root Causes for Variances Define Action Steps PDR Session Organizational feedback and learning process Appendix: Organizational feedback and learning process linked to the BSC
