Introduction to Winning KPIs
Presented by David Parmenter
waymark solutions limited
August 2009
Website: www.davidparmenter.com
Email: [email protected]
A ‘top ten’ performance management book on
amazon.com for over two years see
www.davidparmenter.com for Amazon link
Are your performance measures improving
performance?
1. performance measures are not working – no
balanced scorecard
2. performance measures are not working – we have
a balanced scorecard approach
3. performance measures are working - no balanced
scorecard
4. performance measures are working - we have a
balanced scorecard approach
How familiar are you with David
Parmenter’s work?
1. First event, and no familiarity with his work
2. First live event, but have read his book
3. Familiar with some of his web casts but not
read his book
4. Familiar with some of his web casts and his
KPI book
How many KPIs do you estimate
there are in your organisation?




less than 20
between 21-50
between 51-100
over 100
What is the most common timeframe
KPIs are reported within?





24/7
daily
weekly
monthly
quarterly
The ‘winning KPIs’ webcasts on
www.bettermanagement.com
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Introduction to winning KPIs (Aug 09)
Implementing KPIs - A 12-Step Process
Implementing KPIs in Smaller Orgs (<200 Staff)
Finding your organization’s critical success factors
Balanced scorecard in 16 weeks not 16 months
Getting started or restarted with winning KPIs
Revitalizing a floundering balanced scorecard with winning KPIs
‘Winning KPIs’ - a question and answer session
‘Winning KPIs’ - a question and answer session
“Sorting the wheat from the chaff – finding your wining KPIs
Stories
 freight forwarding company
 airline
Modified Kaplan & Norton BSC
FINANCIAL
Utilisation of assets
Optimisation of
working capital
Focus on top 10% of
Customers, etc
CUSTOMER
Seamless service
Increased customer
satisfaction
etc.
EMPLOYEE
SATISFACTION
Positive company
culture
Retention of key staff
Optimising technology Increased recognition
INTERNAL
PROCESS
Delivery in full on time
Effective relationship
with key stakeholders
ENVIRONMENT/
COMMUNITY
Supporting local
business
Green globe 21
Community leadership
LEARNING AND
GROWTH
Empowerment
Increasing expertise
Adaptability
etc.
Linking the workface to the strategic
objectives
Strategic Objectives
out to 5-10 years
Development plan
out to 3-5 years
KPIs
AP
Silos
AP
Silos
Daily activities
AP
Silos
Team
direction
Changing this
Strategic
direction
To this
Teams in alignment with strategy
4 types of performance measures
KRIs
peel the skin to
find the Ris and PIs
PIs&RIs
peel to the core
to find the KPIs
KPIs
The 10/80/10 rule
Key result indicators
Performance indicators
Result indicators
Key performance indicators
10
)
) 80
)
10
Tells you how you
have done in a
perspective
Tells you what to do
Tells you what you
have done
Tells you what to do
to increase
performance
dramatically
How KRIs and KPIs relate to PIs and RIs
KRIs
RIs
RIs
RIs
KPIs
PIs
PIs
PIs
PIs
PIs
PIs
Key result indicators
Examples
 net profit movement (EBIT)
 customer satisfaction
 employee satisfaction
 student graduations
 return on capital employed
Performance indicators
Examples
 % increase in sales to the top 10% of customers
 # of employees’ suggestions implemented in last 30
days
 customer complaints from key customers
 sales calls organised for the next week, fortnight
 late deliveries to key customers
Result indicators
Examples
 sales made yesterday
 # of products rejected by quality assurance
• # of students who have dropped off their course in
week
 net profit on key product lines
 debtor collections in week
 bed utilisation in week
 speedometer analogy (gear, rpm)
Definition of KPIs
KPIs represent a set of measures focusing on
those aspects of organisational performance that
are the most critical for the current and future
success of the organisation
The characteristics of KPIs




non financial (not expressed in Pds, $s, Euros etc)
measured frequently e.g. daily or 24 by 7
acted upon by CEO and senior management team
all staff understand the measure and what corrective
action is required
 responsibility can be tied down to the individual or
team
 significant impact e.g. it impacts most of the core
CSFs and more than one BSC perspective
 has a positive impact e.g. affects all other performance
measures in a positive way
KRIs
Vs
 Can be financial and non financial
 Measures mainly monthly and
some times quarterly
 Ideal for reporting progress to a
Board
 Does not tell you what you need
to fix
 Only person responsible for a
KRI is the CEO
 Designed to summarise activity
within one CSF
 A result of many activities
 Reported by trend graph
KPIs
 Non financial measures (not
expressed in $s, Yen, Pds etc)
 Measured frequently e.g. daily or
24 by 7
 Acted upon by the CEO and
senior management team
 All staff understand what
corrective action is required
 Responsibility can be tied down
to the individual or team
 Impacts on more than one of the
CSFs
 Focuses on a specific activity
 Reported by intranet screen
RIs
Vs
 Can be financial and non financial
 Measured weekly, fortnightly,
monthly, some times quarterly
 Cannot be tied to a team or a
discrete activity
 Does not tell you what you need
to do more or less of
 Designed to summarise some
activity within a CSFs/SFs
 A result of more than one activity
 Normally reported in a team
scorecard
PIs
 Non financial measures (not
expressed in $s)
 Same
 Tied to a discrete activity, and thus
to a team
 All staff understand what action is
required to improve PI
 Specific activity impacts on one of
the CSFs /SFs
 Focuses on a specific activity
 Same
Importance of measuring current and
future actions
 past measures: e.g. #of late
planes last week/ last month
 current measures : e.g. planes
over 2 hours late
 future measure: e.g. # of
initiatives to be commenced in
the next month / next two months
to target areas which are causing
late planes
Mission / Vision / Values
Linkage of
Linkage of strategy to KPIs and BSC
strategy to
Strategies (issues & Initiatives)
measurement
Financial
Results
Customer
satisfaction
Learning
& Growth
Internal
Processes
Staff
satisfaction
Community
& environment
Critical Success Factors
Key Result Indicators (max 10)
Performance and Result Indicators (80 or so)
Key Performance Indicators (max 10)
Financial
Results
Customer
satisfaction
Learning
& Growth
Internal
Processes
Staff
satisfaction
KPIs & PIs in a balanced scorecard and KRIs in a dashboard
Community
& environment
Critical success factors
 “a list of issues or aspects of organizational
performance that determine ongoing health,
vitality and well-being” source AusIndustry
 out of the 30-40 success factors only 5 to 8 will be
the critical ones
 the missing link to making your performance
measures work
The hierarchy of success factors
Timely
Critical
arrival and
success
departure
factors
of planes
Success
factors
The hierarchy of success factors
trucks
Critical
leaving on
success
time as
factors
close to
100%
capacity
Success
as can be
factors
Most organizations know their success
factors - however few organisations have:
 worded their success factors appropriately
 segregated out success factors from their
strategic objectives
 sifted through them to find their critical ones –
their CSFs
 communicated the CSFs to staff
 see my webcast on finding your CSFs
How they fit together
Dashboard (sent
to the Board)
Weekly reporting on the
remaining KPIs
24/7 or 9am report on the
KPIs (e.g. British
Airways' late planes)
Management's
balanced
scorecard
information
Up to 10 key result indicators
e.g. ROCE, new business
growth, customer satisfaction
Monthly reporting on the
PIs and RIs
Monthly financials, and
BSCs from business
units, corporate service
units (IS, HR etc)
24 by 7 reporting
Late planes over 2 hours
Time:
Statistics of last stop
Flight
number
BA1243
BA1244
BA1245
BA1246
BA1247
BA1248
BA1249
Total
How
late
02:15
02:15
02:15
02:15
02:15
02:15
02:15
Expected
arrival
time
21:45
21:45
21:45
21:45
21:45
21:45
21:45
arrived
late
01:45
01:45
01:45
01:45
01:45
01:45
01:45
left late
02:15
02:15
02:15
02:15
02:15
02:15
02:15
time
added
00:30
00:30
00:30
00:30
00:30
00:30
00:30
Contact details
region
manager
name
Pat
xxxxxxx
xxxxxxx
xxxxxxx
xxxxxxx
xxxxxxx
xxxxxxx
Current
time at
location
18:45
19:45
20:45
21:45
22:45
23:45
00:45
No. of late planes over 1 hour
30 day
30 day
last 30
ave. of
ave. of
work mobile Home
days
last 3
last 6
months
months
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
xxxx
5
6
7
8
9
10
11
4
4
4
4
4
4
4
7 planes
 intranet based
 contact details of follow-up by CEO, SMT etc.
 enough details for staff and management to action
4
4
4
4
4
4
4
Top five KPIs
Weekly report xx xxxx 20xx
Top 5 indicators
Target
Result
Xxxxxxx xxxxx xxxxx (see graph below)
Xxxxxxx xxxxx xxxxx (see graph below)
Xxxxxxx xxxxxxx xxxxxxx.
Xxxxxxx xxxxxxx xxxxxxx..
Issues:
1000
900
800
No. of xxx
700
600
500
Actions to be taken:
400
300
200
100
Sep-00
Jul-00
12 Month Rolling Total
Aug-00
Jun-00
Apr-00
May-00
Mar-00
Jan-00
Feb-00
Dec-99
Nov-99
Oct-99
0
Target
Issues:
120%
100%
Rate (%)
80%
60%
Actions to be taken:
40%
20%
Sep-00
Jul-00
Aug-00
Target
Jun-00
May-00
Apr-00
12 Month Rolling Total
Mar-00
Feb-00
Dec-99
Nov-99
Jan-00
0%
Oct-99
Month Actual
Issues:
12%
10%
8%
Actions to be taken:
6%
4%
2%
98 Actual
97 Actual
98 Budget
Hurdle Rate
Sep-00
Aug-00
Jul-00
Jun-00
May-00
Apr-00
Mar-00
Feb-00
Jan-00
Dec-99
Oct-99
0%
Nov-99
Weekly reporting of
top 5 KPIs to the
SMT
Xxxxxxx xxxxx xxxxx (see graph below)
Rating
Team monitoring of weekly measures
Weekly progress update
1
2
3
4
5
Proactive visits to managers
No. of staff recognitions made
Projects in progress
Reports/documents still in draft mode
Initiatives underway based on satisfaction
survey
Week-2
Week-1
Target (mth)
0
1
6
0
7
0
6
7
<8
12
15
<5
0
0
5 by 30/6/xx
1
0
%
150
0
MIS Team's Scorecard
Customer focus
Help desk
Target
4
6
24
15
650
550
Project 4
% Fixed by Help Desk from 1st call
70%
65%
Project 5
Initiatives underway based on satisfaction
survey
None
by 30/6/02
Project 6
Current
Target
Project 1
Project 2
Project 3
Project 7
Services outages (>5 people &
>1hour)
Project 9
1 sec
<0.75 sec
None
<1hr/mth
30mins / 2
<1hr/mth
Servers (file and print)
None
<1hr/mth
Servers (website)
None
<1hr/mth
This cycle
Target
4
12
2
6
Average Mainframe Response Time
Project 11
Outage time per month / # of times
Systems union accounting system
Student management system
Project 8
Project 10
Project 12
0%
Done
ISSP
Programme visits to managers
Presentations of ISSP to managers
Delivery
Disaster recovery
Backup every night
Months since last back-up tested at remote
site
Rolling checks on C drives
20%
40%
On-Track
60%
80%
Learning & Growth
Current
Target
Total training days this month
5
8 / month
In-house training courses for IS staff
0
2 per year
Customer satisfaction survey
1
2 per year
Initiatives underway based on satisfaction survey
2
Current
Target
100%
100%
3
<4
Post project reviews performed
25
40
Reviews completed
Current
Developing Intellectual Capital
Our ability to deliver
% of time of developers spent on high
priority / high value work
Number of staff using EIS
Number of staff who have been trained in
EIS
Current
Target
55%
65%
15
50
45
150
100%
Percentage complete
Behind
Risk of Non-Completion
Internal capability
0
4
Target
Staff who have had 2 performance reviews in the last year
Staff with development plans being implemented
% spent of this year's technology capital expenditure (YTD)
4
Target
Current
Succession plans (IT management)
2
5
25
34
5
10
8%
10%
Financial
Current
Target
Projects in progress
Completions
12
<8
500
Reports/documents still in draft mode
15
<5
400
IS Function Expenditure Profile
300
PC replacement programme
65
Research management system
45
Disk storage upgrade
30
Status
200
100
0
Planned Cumulative
Findings:
Action to be taken:
Forecast Cumulative
Dec-01
80
Sep-01
Peoplesoft system
Jun-01
Project
value $k
Mar-01
Progress on major IS capex
projects
Dec-00
Scorecard of
an IS function
Projects Status
Current
Programme visits to managers
Service requests outstanding (faults, works
requests) at month end
Service requests closed in month
Actual Cumulative
Customer focus
Help desk
Extract 1
Projects S
Current
Target
4
6
Project 1
Programme visits to managers
Service requests outstanding (faults, works
requests) at month end
Service requests closed in month
24
15
650
550
Project 4
% Fixed by Help Desk from 1st call
70%
65%
Project 5
Initiatives underway based on satisfaction
survey
None
by 30/6/02
Project 6
Project 2
Project 3
Project 7
Services outages (>5 people &
>1hour)
Average Mainframe Response Time
Current
Target
Project 9
1 sec
<0.75 sec
None
<1hr/mth
30mins / 2
<1hr/mth
Servers (file and print)
None
<1hr/mth
Servers (website)
None
<1hr/mth
This cycle
Target
4
12
2
6
Student management system
ISSP
Programme visits to managers
Presentations of ISSP to managers
Project 10
Project 11
Outage time per month / # of times
Systems union accounting system
Project 8
Project 12
0%
Internal ca
Total training
Icon report
to staff
Example of a Board Dashboard
Dashboard for Board - March 2007
Staff satisfaction
80%
Expense to Revenue ratio
60%
Top 10% of customers satisfaction
80%
70%
70%
50%
60%
60%
50%
40%
40%
50%
30%
40%
30%
20%
20%
20%
10%
10%
Div 1
Div 2
Value of new business $ms
Mar-07
Dec-06
Sep-06
Customers group A
Customers group B
Customers group C
Target
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x xxxxxxxx
x xxxxxxxxxxxx xxxxxxxxx xxxxxxxxxxx
xxxxxxxx x xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx
x xxxxxx xx
NPBT Year to date
35,000
Mar-06
Mar-07
Feb-07
Jan-07
Dec-06
Nov-06
Oct-06
Sep-06
Jul-06
Aug-06
Jun-06
May-06
Apr-06
Mar-06
Feb-06
Actual
Div 3
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x
xxxxxxxx x xxxxxxxxxxxx xxxxxxxxx
xxxxxxxxxxx xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx x xxxxxx xx
xxxxxxxxx
8
0%
0%
Mar-07
Dec-06
Jun-06
Mar-06
0%
Sep-06
10%
Jun-06
30%
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x
xxxxxxxx x xxxxxxxxxxxx xxxxxxxxx
xxxxxxxxxxx xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx x xxxxxx xx
xxxxxxxxx
Reported accidents
20
100
90
7
30,000
6
25,000
5
80
15
70
60
20,000
10
4
50
15,000
40
3
10,000
30
5
2
20
5,000
10
YTD Actual
Budget
YTD Forecast
Div1
Div2
Mar-07
Feb-07
Jan-07
Nov-06
Dec-06
Oct-06
Sep-06
Aug-06
Jul-06
Jun-06
May-06
0
Apr-06
0
Mar-06
Mar-07
Feb-07
Jan-07
Dec-06
Nov-06
Oct-06
Sep-06
Aug-06
Jul-06
Jun-06
May-06
Mar-07
Jan-07
New product 2
Feb-07
Dec-06
Nov-06
Oct-06
Sep-06
Aug-06
Jul-06
Jun-06
May-06
Mar-06
Feb-06
Apr-06
New product 1
New product 3
Apr-06
0
0
Feb-06
1
Rolling 12 months
Staff satisfaction
80%
70%
Extract 1
60%
50%
40%
30%
20%
10%
Expense to Revenue ratio
60%
50%
40%
30%
20%
10%
Actual
Target
Mar-07
Feb-07
Jan-07
Dec-06
Nov-06
Oct-06
Sep-06
Aug-06
Jul-06
Jun-06
May-06
0%
Apr-06
Dec-06
Mar-07
Div 3
Mar-06
Div 2
Feb-06
Div 1
Sep-06
Mar-06
Jun-06
0%
80%
Top 10% of customers satisfaction
70%
Extract 2
60%
50%
40%
30%
20%
10%
7
6
5
4
3
2
1
New product 1
New product 3
New product 2
Mar-07
Feb-07
Jan-07
Dec-06
Nov-06
Oct-06
Sep-06
Aug-06
Jul-06
Jun-06
Apr-06
Mar-06
0
May-06
Dec-06
Mar-07
Value of new business $ms
Customers group B8
Feb-06
Customers group A
Customers group C
Sep-06
Jun-06
Mar-06
0%
Monthly summary of
operations
Expense to Revenue ratio
60%
50%
40%
40%
50%
30%
40%
20%
20%
20%
Div 1
Top 5 indicators
Xxxxxxx xxxxx xxxxx (see graph below)
Target
Result
25,000
Budget
YTD Forecast
800
Issues:
500
Actions to be taken:
Mar-07
Dec-06
Jan-07
Mar-07
Feb-07
Nov-06
Oct-06
Sep-06
Aug-06
Jul-06
Apr-06
Jun-06
Mar-06
Dec-06
Rolling 12 months
Hurdle Rate
Sep-00
Aug-00
Jul-00
Jun-00
Apr-00
May-00
Jan-00
Mar-00
Feb-00
Dec-99
Oct-99
Nov-99
98 Budget
Project
12
None
by 30/6/02
0%
Project 4
Project 5
MIS
Team's Scorecard
Project 6
Project 7
20%
40%
60%
80%
100%
Project 8
Current
Target
Customer
focus Percentage completeProjects Status
Project 9
Done
On-Track Current
Behind Target
Risk of Non-Completion
Project 10
Project 1
Average Mainframe Response
Time
<0.75 sec
1 sec
4
6
This cycle Programme
Target visits to managers
Project 11
Project 2
Services outages (>5 people &
None
<1hr/mth
>1hour)
Help desk
Teams
ISSP
This cycle
Target
100%
100%
Backup every night
Initiatives
underway
based on satisfaction survey
2 8
4
Project
Services outages 4(>5 people12&
Current
Target
Programme
Learning &
Growth
Months since last back-up tested
at remote visits to managers
Project 9
3
<4
Current
Target
>1hour)
Presentations of ISSP to managers
site
Post project
reviews
performed
2
6
Internal capability
Project 10
Average
Response
Time
<0.75 sec
1 sec
Rolling checks on C drives
25
40 Mainframe
Reviews
completed
0
4
Total
training days this month
Project 11
Outage time per
month / # of Intellectual
times
Capital
Current
Target
Delivery Developing
In-house training courses for IS
staff
Project 12
None
<1hr/mth
Our ability to deliver
Succession system
management)
Current Systems
Targetunion accounting
2
5
Disaster recovery
Currentplans (IT
Target
Customer
Student management system
30mins
/ 2 satisfaction
<1hr/mthsurvey
% of time of developers spent on high
0%
20%
55%
65%
Staff
who
have
had
2
performance
reviews
in
the
last
year
100%
100%
Backup every night
Initiatives
underway
based on satisfaction
survey34
Servers (file and print)
None
<1hr/mth
25
priority / high value work
Months since last back-up
tested
at remote
Servers
(website)
<1hr/mth
Number of staff using EIS
15
50
Staff with
implemented
5
10
3 development
<4plans beingNone
Post project reviews performed
Done
On-Track
Number of staff who have been site
trained in
45drives
150
% spent25of this year's 40
technologyReviews
capital expenditure
Rolling checks on C
completed (YTD)
8%
10%
EIS
ISSP
This cycle Target
Developing
Intellectual
Capital Learning
Financial
Programme visits to managers
4
12
Our ability to
deliver Presentations
Succession
plans 6(IT management)
Current
Target
Current
Target
of ISSP
to managers
2
Internal capability
Current
100%
Target
5
8 / month
0
2 per year
1
40%
2
2 per year
60%
4
80%
0
4
Current
& Growth
Target
Current
Issues:
10%
SMT
Number of staff using EIS
80
PC replacement programmeNumber of staff who have
65 been trained in
EIS
Research management system
45
Disk storage upgrade
Action to be taken:
Findings:
Actions to be taken:
Action to be taken:
4%
50
45
0
Current
Projects in progress
8%
6%
30
Completions
15
100
12
Reports/documents still in draft mode
15
Progress on major IS capex
projects
Project
value $k
150
Target
Dec-01
Financial
2 per year
2
% spent of this year's technology capital expenditure (YTD)
Forecast
Cumulative
IS Function
2 per year
1
4
Target
0
4
Current
Target
2
5
25
34
5
10
8%
10%
Staff with development plans being implemented
500
<8
Planned Cumulative
<5
400
8 / month
0
Current
value $k
Peoplesoft system
Findings:
Target
5
Dec-01
projects
100%
Percentage complete
Current
Target
Behind
Risk of Non-Completion
Actual Cumulative
Expenditure
Profile
300
Peoplesoft system
80
PC replacement programme
65
Research management system
45
Disk storage upgrade
30
Status
200
100
0
2%
Planned Cumulative
Sep-01
Month Actual
12%
97 Actual
65%
Sep-01
Jul-00
Sep-00
Target
Aug-00
12 Month Rolling Total
Jun-00
Actions to be taken:
May-00
Apr-00
Mar-00
Feb-00
Jan-00
Dec-99
Nov-99
Oct-99
0%
98 Actual
70%
Project
11
Jun-01
20%
4%
0%
Project 3
550
Jun-01
Actions to be taken:
Issues:
8%
2%
Project 9
Project650
10
Outage time per month / # Service
of timesrequests outstanding (faults, works
24
15
Programme visits to managers
4
12 at month end
Learning
& Growth
requests)
Project 12
Project 3
Systems union accounting system
None
<1hr/mth
Presentations of ISSP to managers
2
6 requests
Internal
Current
Target
Service
closed
incapability
650
550
Student management system
30mins
/month
2
<1hr/mth
Project 4
0%
20%
40% 8 / month 60%
80%
training
days
this month
5
% Fixed by HelpTotal
Desk
from 1st
call
70%
65%
Servers (file and print)
None
<1hr/mth
Project 5
Delivery
In-house
training
courses
for IS staff
0Percentage
2 per year
Initiatives underway
based
on satisfaction
complete
Servers (website)
None
<1hr/mth
Project 6
None
by 30/6/02
Disaster recovery
Current survey
Target
Done
On-Track Project
Risk of Non-Completion
Customer satisfaction survey
1 Behind
2 per year
7
40%
6%
Project 2
15
Mar-01
60%
10%
Project 1
6
24
Sep-01
Rate (%)
Div2
<1hr/mth
Target
4
Project 8
Dec-00
Sep-00
Aug-00
Jul-00
Jun-00
May-00
Jan-00
0
Div1
<1hr/mth
None
Current
Project 7
Mar-01
Issues:
SMT/ Ops
Apr-00
Mar-00
Feb-00
Oct-99
Dec-99
Nov-99
0
30mins / 2
Projects Status
Project 6
Dec-00
Jul-00
Target
100%
Month Actual
80%
12%
Student management system
Project 4
by 30/6/02
2
5
500
Total training
this
month
55%
65%
Staff
who have had 2 performance
reviewsdays
in the
last
year
IS Function
Expenditure
Profile
25
34
400
Delivery
training courses for IS staff 5
15
50
Staff with development plansIn-house
being implemented
10
Disaster
recovery
300
Current
Target
Number of staff who have been
trained in
Customer satisfaction survey
45
150
Progress on major IS capex
Project
% spent of this year's technology capital expenditure (YTD)
8%
10%
EIS
100%
100%
Status
Initiatives underway based on satisfaction survey
projects
value $k Backup every night200
Financial
Months since last back-up tested at remote
3
<4
Peoplesoft system
100
Completions 80
Current
Target
site
Post project reviews performed
500
PC replacement programme
65
Projects in progress
12
<8
Rolling checks on C 0
drives
25
40
Reviews completed
IS
Function
Expenditure Profile
Research management system
45
Reports/documents still in draft mode
15
<5
400
Developing Intellectual Capital
Disk storage upgrade
30
Our ability to deliver
Succession plans (IT management)
Current
Target
300
of time of developers
spent on high
Progress on major IS%
capex
Project
haveCumulative
had 2 performance reviews in the last year
Planned
Cumulative 55%
CumulativeStaff who
Actual
Status
200 Forecast65%
priority / high value work
Sep-00
Jun-00
Aug-00
May-00
Jan-00
Apr-00
Mar-00
Feb-00
Oct-99
Dec-99
Nov-99
12 Month Rolling Total
120%
Target
None
Programme visits to managers
Service&requests
outstanding Target
(faults, works
Services outages (>5 people
Current
requests) at month end
>1hour)
Service requests closed in month
Average Mainframe Response Time
<0.75 sec
1 sec
% Fixed by Help Desk from 1st call
Outage time per month / # of times
Initiatives underway based on satisfaction
Systems union accounting system
None
<1hr/mth
survey
% of time of developers
spent on<8
high
12
priority / high value work
Reports/documents still in draft mode
15
<5
Number of staff using EIS
20%
12 Month Rolling Total
Initiatives underway based on satisfaction
survey
Help desk
Project 2
65%
Project 5
Customer focus
Jun-01
Rate (%)
Actions to be taken:
0%
70%
Project 1
MIS
Team's Scorecard
Project 3
Projects in progress
0
40%
% Fixed by Help Desk from 1st call
Completions
300
200
550
Dec-00
No. of xxx
600
100
650
Mar-01
Jul-00
Jun-00
Sep-00
Aug-00
May-00
Jan-00
Apr-00
Mar-00
Feb-00
Oct-99
Dec-99
Nov-99
Issues:
400
20
Feb-06
Mar-07
Jan-07
Feb-07
Dec-06
Oct-06
Nov-06
Sep-06
Aug-06
Jul-06
Apr-06
Jun-06
YTD Actual
900
60%
30
10
May-06
Mar-07
Jan-07
New product 2
Feb-07
Oct-06
Nov-06
Dec-06
Sep-06
Aug-06
Jul-06
Apr-06
Jun-06
Feb-06
Mar-06
No. of xxx
May-06
New product 1
New product 3
1000
80%
Jun-06
40
700
100%
50
5
0
0
Actions to be taken:
Xxxxxxx xxxxxxx xxxxxxx..
Target
70
60
5,000
1
Xxxxxxx xxxxx xxxxx (see graph below)
12 Month Rolling Total
80
10
10,000
200
120%
100
15
100
0
Reported accidents
20
3
500
300
6
15
ISSP
20,000
Target
4
24
Servers (file and print)
15,000
2
400
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x
xxxxxxxx x xxxxxxxxxxxx xxxxxxxxx
xxxxxxxxxxx xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx x xxxxxx xx
xxxxxxxxx
90
30,000
6
4
Xxxxxxx xxxxxxx xxxxxxx.
NPBT Year to date
35,000
7
5
700
600
Sep-06
Jan-07
Mar-07
Feb-07
Nov-06
Dec-06
Jul-06
Oct-06
Sep-06
Aug-06
Apr-06
Jun-06
Mar-06
May-06
Feb-06
Mar-07
Dec-06
Value of new business $ms
8
Issues:
900
Board
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x xxxxxxxx
x xxxxxxxxxxxx xxxxxxxxx xxxxxxxxxxx
xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx
x xxxxxx xx
Rating
Xxxxxxx xxxxx xxxxx (see graph below)
800
Customers group A
Customers group B
Customers group C
Target
Projects Status
Current
Programme visits to managers
Service requests outstanding (faults, works
requests) at month end
Service requests closed in month
Servers (website)
Xxxxxxx xxxxx xxxxx (see graph below)
1000
Actual
Div 3
Xxxxxxxx Xxxxxxxx xxxxxxx xxxxxx x
xxxxxxxx x xxxxxxxxxxxx xxxxxxxxx
xxxxxxxxxxx xxxxxxxx x
xxxxxxxxxxxxxxxxxxxx x x
xxxxxxxxx x
x xxxxxxxxxxx xx xxxxxxxxx x xxxxxx xx
xxxxxxxxx
Top five KPIs
Weekly report xx xxxx 20xx
Xxxxxxx xxxxxxx xxxxxxx.
Div 2
0%
0%
May-06
Xxxxxxx xxxxx xxxxx (see graph below)
Xxxxxxx xxxxxxx xxxxxxx..
Jun-06
Top five KPIs
Weekly report xx xxxx 20xx
Sep-06
Mar-06
0%
Rating
10%
10%
10%
Result
Help desk
30%
30%
Target
Customer focus
Dec-01
60%
50%
Xxxxxxx xxxxx xxxxx (see graph below)
MIS Team's Scorecard
Top 10% of customers satisfaction
80%
70%
70%
60%
Top 5 indicators
Monthly Team
scorecards
Dashboard for Board - March 2007
Staff satisfaction
80%
Mar-06
Daily / weekly KPI
reports
Forecast Cumulative
Actual Cumulative
98 Actual
97 Actual
98 Budget
Hurdle Rate
Sep-00
Aug-00
Jul-00
Jun-00
Apr-00
May-00
Mar-00
Feb-00
Jan-00
Oct-99
Dec-99
Nov-99
0%
Findings:
Action to be taken:
Late planes over 2 hours
Time:
Statistics of last stop
Flight
number
BA1243
BA1244
BA1245
BA1246
BA1247
BA1248
BA1249
Total
Contact details
No. of late planes over 1 hour
30 day
30 day
Expected
region
Current
How
arrived
time
last 30
ave. of
ave. of
arrival
left late
manager
time over
at
mobile Home
Late planes
2work
hours
late
late
added
days
last 3
last 6
time
name
location
Time:
months
months
Statistics of last stop
Contact details
No. of late planes over 1 hour
304day
30 day
02:15
21:45 Expected
01:45
02:15
00:30 Pat
18:45 Current
xxxxx xxxxx
xxxx
5
4
region
Flight
How
arrived
time
last
30
ave.
ave. of
Late
planes
over
2
hours
02:15
21:45
01:45
02:15
00:30
19:45
xxxxxat xxxxxwork
xxxxmobile 6Home
4
4 of
arrival
left
late xxxxxxx
manager
time
number Time:
late
late
added
days
last
last 6
02:15
21:45
01:45
02:15
00:30 xxxxxxx
20:45 location
xxxxx xxxxx
xxxx
7
4
4 3
time
name
months
months
Statistics
of last stop21:45
Contact
details
No.
over 1 hour
02:15
21:45
01:45
02:15
00:30
xxxxxxx
xxxxx xxxxx
xxxx
8
4
4of late planes
30 day
30 day
02:15
21:45
01:45
02:15
00:30 xxxxxxx
22:45
xxxxx xxxxx
xxxx
9
4
4
region
Current xxxxx
BA1243
02:15
21:45 Expected
01:45 arrived
02:15xxxxxxx
00:30 Pattime
18:45
xxxx
4 of
02:15
21:45
01:45
02:15
00:30
23:45
xxxxx
xxxxxxxxxx
xxxx
10
45
44 30
Flight
How
last
ave.
ave. of
arrival
left00:30
late xxxxxxx
manager
time at xxxxx
workxxxx
mobile Home
BA1244
02:15
21:45
01:45
02:15
19:45
4 3
02:15
21:45
01:45
02:15
00:30
00:45
xxxxx
xxxxxxxxxx
xxxx
11
46
44
number
late
late xxxxxxx
added
days
last
last 6
time
name
BA1245
02:15
21:45
01:45
02:15
00:30 xxxxxxx
20:45 location
xxxxx xxxxx
xxxx
7
4
4
months
months
BA1246
21:45
01:45
02:15
00:30 xxxxxxx
21:45
xxxxx xxxxx
xxxx
8
4
4
7 planes02:15
BA1247
02:15
21:45
01:45
02:15
00:30 xxxxxxx
22:45
xxxxx
9
4
4
BA1243
02:15
21:45
01:45
02:15
00:30 Pat
18:45xxxxx
xxxxxxxxx
xxxxx
xxxx
5
4
4
BA1248
02:15
21:45
01:45
02:15
00:30
xxxxxxx
23:45
xxxxx
xxxxx
xxxx
10
4
4
BA1244
02:15
21:45
01:45
02:15
00:30 xxxxxxx
19:45
xxxxx xxxxx
xxxx
6
4
4
BA1249
02:15
21:45
01:45
02:15
00:30 xxxxxxx
00:45
xxxxx
11
4
4
BA1245
02:15
21:45
01:45
02:15
00:30 xxxxxxx
20:45xxxxx
xxxxxxxxx
xxxxx
xxxx
7
4
4
BA1246
02:15
21:45
01:45
02:15
00:30 xxxxxxx
21:45
xxxxx xxxxx
xxxx
8
4
4
Total
7 planes
BA1247
02:15
21:45
01:45
02:15
00:30 xxxxxxx
22:45
xxxxx xxxxx
xxxx
9
4
4
BA1248
02:15
21:45
01:45
02:15
00:30 xxxxxxx
23:45
xxxxx xxxxx
xxxx
10
4
4
BA1249
02:15
21:45
01:45
02:15
00:30 xxxxxxx
00:45
xxxxx xxxxx
xxxx
11
4
4
SMT/ Ops
Total
7 planes
Weekly Team rpt
Staff
Weekly progress update
1
2
3
4
5
Week-2
Week-1
Target (mth)
0
1
6
0
7
0
6
Teams
<8
12
15
<5
0
0
5 by 30/6/xx
Proactive visits to managers
No. of staff recognitions made
Projects in progress
Reports/documents still in draft mode
Initiatives underway based on satisfaction
survey
7
Suggested next steps
 read my articles on www.bettermanagement.com
 acquire my whitepapers and templates from
www.davidparmenter.com
 buy the book “Key Performance Indicators – developing,
implementing and using winning KPIs”
 engage PR expert to help sell concept
 deliver a presentation to the SMT – see ‘Getting started or
restarted with winning KPIs’ webcast
 review www.davidparmenter.com for new material
 link with an external expert to run the CSFs workshop
These books came out in 07
www.waymark.co.nz to order, see link to www.amazon.com
Thank you for participating
in this web seminar
John Wiley & Sons have published
Amazon link on www.davidparmenter.com