EITS Directors Session 3, Compact Planning Performance MetricsMeasurements

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EITS Directors Session 3, Compact
PlanningPerformance Metrics/Measurements

• January 12, 2005

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• no organization can survive without increasing
  its own pace of decision-makinghence a increased
  emphasis on realistic planning is critical.
• ...the key metric for performance is not
  financial in nature, but is rather mission
  effectiveness recognizing that an organization
  may have many specific sub-missions or
  departmental missions within the whole.with
  success of performance unique to the unit and the
  organization as a whole.

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Topics/Comments

• Drivers of change
• Relationship of core systems, services,
  applications to drivers of change (e.g., UGA
  Strategic Directions)
• Compact Planning.Initiatives, Strategies
• Performance metrics/measurements

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UGA Drivers of Change (e.g)

• UGA Mission
• UGA Goals
• UGA Strategic Plan 2000-2010
• UGA Accreditation 2008
• Five-year Program Planning Process/Provost
• American Higher Educations three Revolutions
• UGA Strategic Directions
• UGA Information Technology audits
• Board of Regents requirements
• UGA student body

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• reflecting a need for a comprehensive IT
  strategic plan in concert with the alignment of
  UGA central information technology core
  infrastructure, production systems, services,
  applications, staffing with UGA strategic
  goals/priorities linking EITS goals and
  priorities with University budgetsbased on and
  fostered by a collaborative campus environment.

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Simplifying the planning

• 1) Breaking complexity into smaller pieces and
  assigning chunks to specialized individuals or
  units (initiatives)
• 2) Creating a strategy for public interest
  including
• Defining goals and intermediate long/short-term
  objectives
• Carrying out a SWOT analysis
• Imagining and playing scenarios
• Implementing asset management strategies
• Identifying measurable performance indicators
• Drawing up an action timetable, etc.

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and, by asking the RIGHT question

• Whom do you serve and what do they want to do?
  (customers/clients/organizationbig picture)
• What are the core systems, services, and support
  provided? (CORE systems, services, support)
• What is the best way to provide the services
  (processes)
• How do we know we are doing a good job? (metrics)
• What is the best way to organize? (structure)
• NOTE sequence of questions extremely important
  need to reverse traditional approach by putting
  focus on customersworrying about organizational
  structure and reporting lines is mistake!

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Requires rethinking approach to planning for the
core. based on move toward a Reframing approach,
i.e., structural, political, human resource or
symbolic frame(s)and the

• Business Direction.values, mission, vision,
  goals
• Alignment.capabilities (personally tailored,
  quality, commodity, novelty)
• Market Positioningvalue proposition to customers
• Capabilities Positioningissue of product and
  process stable or dynamic

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Strategic Planning, Governance and Advisement
Business Operations and Admin Applications
Essential Infrastructure and Related Support
Instructional Technology
Research Computing
Customer support
Information Technology and Data Security
Outreach and Partnerships
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Strategic Planning, Governance and Advisement
Business Operations and Admin Applications
Essential Infrastructure and Related Support
Instructional Technology
Research Computing
Customer support
Information Technology and Data Security
Outreach and Partnerships
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• Tools for planning strategically
• the difference between where we are (current
  status) and where we want to be (vision) is what
  we do (actions), why we do it (values) and how we
  do it (strategies).

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Our Balanced Scorecard

• Purpose
• Values
• Strategy

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Compact Planning

• Descriptors
• Inclusive, bilateral, negotiated written
  agreement focused on long-term planning
• Venue for establishing priorities initiative-
  based
• Cyclical, iterative, annual
• Alignment of unit and organizational goals and
  strategies
• Provides accountability through specific
  performance and outcome measures tied to
  initiatives
• Positions actions, outcomes, performance
  expectations respect responsibilities funding
  sources in context of university long-range goals
  and performance expectations partnerships/
  codicils providing shared responsibility.

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Types of Initiatives (e.g.)

• Those contributing to achievement of university
  goals (e.g., diversity, partnerships, global
  economy)
• Those contributing to the universitys planning
  for student learning in a technology-rich
  environment
• Those contributing to achievement of
  unit-specific goals
• Those improving the units performance on
  selected performance measures
• Those supporting established targets for growth,
  recruitment, retention, increased research
  funding, etc

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Levels of Negotiated Involvement

• Level 1 EITS in concert with User community, IT
  governance participants (e.g., CAIT, ITAF
  Security Committee) UGANet, faculty, students,
  etc
• Level 2 EITS Directors/senior management
• Level 3 CIO IT Advisory Council
• Level 4 CIO
• Level 6 EMT

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Determining our approach

• Creating readiness for the next level of
  management

Senior Leadership
Mid-level Leadership
Departments
Strategic Business Units
Individuals
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Initiatives

• Some initiatives may take a year,others may take
  two or more years to complete. The initiatives
  may also
• a) be carried forward from a previous compact
  and/or new ones introduced in the current cycle
• b) describe new activities and/or improve the
  quality and effectiveness of existing activities
  such as infrastructure improvements.
• c) Require new funding and/or redirect existing
  resources.

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Compact Plan Format

• Short title
• List of university goals supported by the
  proposed initiatives
• Clear description of each initiative and the
  university and unit objectives to be achieved by
  implementing the initiative
• Strategies for implementing the initiative(s)
  including
• Action to be taken
• Responsible individual(s)
• Deliverables
• Implementation schedule
• Estimated cost(s)
• Clear description of the desired outcomes of the
  initiative and how outcomes will be
  assessed/measured include baseline comparisons
• Prioritization of the initiatives on financial
  spreadsheet reflecting request, match,
  codicil/partnership contribution

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• Performance in this context means answering
• the question
• How well is the organization/unit doing its
  mission?
• Metrics of performance answer the question
• How do you know how well the organization/unit
  is doing?

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Performance metrics should provide quantitative
gains in

• Customer satisfaction
• Organizational performance
• Workforce excellence with key elements
  addressing
• Alignment with organizational mission
• Quality of product
• Timely delivery
• Cost reduction and/or avoidance
• Cycle time reduction
• Customer satisfaction
• Meeting organization requirements (e.g., fiscal
  reporting)
• Meeting commitments

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and the quality of the metric can be assessed by
the SMART test

• S Specific clear and focused to avoid
  misinterpretation should include the measure
  assumptions and definitions
• M Measurable can be quantified and compared
  to other data allow for possible statistical
  analysis
• A Attainable achievable, reasonable, and
  credible under conditions expected and
  articulated (assumptions)
• R Realistic fits into the organizations
  constraints and is cost-effective
• T Timely doable within the time frame given.

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Types of Metrics

• Trending against known standards the standards
  may come from either internal or external sources
  and may include benchmarks
• Trending with standards to be established
  usually this type of metric is used in
  conjunction with establishing a baseline
• Milestones achieved.

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Yes/No Metrics

• Yes/No metrics are used in certain situations
  usually involving establishing trends, baselines,
  or targets, or in start-up cases. Because there
  is no valid calibration of the level of
  performance for this type of measure, they should
  be used sparingly. Examples
• Establish/implement a system
• System is in place (without regard to
  effectiveness)
• Analysis is performed (without criteria)
• Reporting achieved (without analyses)
• Threshold achieved (arbitrary standards)

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Quality of Metrics

• Is the metric objectively measurable?
• Does the metric include a clear statement of the
  end results expected?
• Does the metric support customer requirements,
  including compliance issues where appropriate?
• Does the metric focus on effectiveness and/or
  efficiency of the system being measured?
• Does the metric allow for meaningful trend or
  statistical analysis?
• Have appropriate industry or other external
  stands been applied?

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Percent of Agreeable Responses
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Cont. Quality of Metrics

• Does the metric include milestones and/or
  indicators to express qualitative criteria?
• Are the metrics challenging but at the same time
  attainable?
• Are assumptions and definitions specified for
  what constitutes satisfactory performance?
• Have those who are responsible for the
  performance being measured been fully involved in
  the development of the metric?
• Has the metric been mutually agreed upon by you
  and your customer?

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Our Goal 100 Dispatch of Same-Day Sorted Mail
Percentage of Same-Day Dispatching of Presorted
Mail
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the first step in developing performance metrics
is to involve the people who are responsible for
the work to be measured, then

• Identify critical work processes and customer
  requirements
• Identify critical results desired and align them
  to customer requirements
• Develop measurements for the critical work
  processes or critical results
• Establish performance goals, standards, or
  benchmarks.

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andbefore one begins developing metrics, ask
some key questions regarding planning for the
core including

• Which processes are most important now and why?
• Who will be the change champion(s)?
• Who are the stakeholders?
• What is the business culture of the company and
  what are its strengths?
• What subcultures exist and what are their
  strengths?
• What cultural attributes are weak or will
  interfere with the change?
• What will be the toughest changes and how will
  they be addressed? How ready is the
  organization to change?

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The First Year
Focus owners Initiatives/Measures
Stakeholder
Resource
Customer
Process
People
Leadership Readiness Initiative
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Scorecard in Action
Strategic Business Units (SBU) Metrics Initiativ
es
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Transforming BAS to achieve vision Aligning
priorities to create a more cohesive, focused
organizationnot a holding company Redefining
workplace culture to become more proactive,
mission-driven, and customer-service
oriented Building and supporting leadership to
enable the transformation
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• Compact Planning Process requires
• Courage to initiate change against resistance
• Start where you are leadership at any level
• Engage the spirit not just the intellect