SPUSC IT Balanced Scorecard by vTjGE9

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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
• 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
              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 Score Card Perspectives

                       Organisations Vision, Mission, Values and Behaviours



                      Customer Perspective                                    To achieve our
                                                                              strategies how must
                                                                              we look to our
To be seen as                                                                 customers?
successful what
do we need to
deliver?                                       Financial Perspective



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

To achieve our
strategies how
must our
organisation                             Learning & Growth Perspective
develop?
                Quality Management Frameworks

• European Framework for Quality Management (EQFM )
• Australian Business Excellence Framework (ABEF)
• Baldridge Awards

                  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



• Total Quality Management (TQM)
        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 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
                              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
                          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!
                      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
                                        Business Model

              CUSTOMER                                                 CUSTOMER
              PROCESSES                                                SEGMENTS
   Resolve Incidents and Problems                          Teaching
   Manage Systems Availability                             Learning
   Manage IT&T Assets                                      Research
   Liaise with Customers                                   Admin/Support
   ………………………….?                                            External Agencies
   ………………………….?                                            …………….?
                                                            …………….?



                                         Support Functions

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

           Which location has priority?
           Which customer has priority?
Location    Magnitude                   Operational Indicator
                               High             Medium                 Low
Campus A        12000 Email, Enrollments Law (500), Bus/Ec (700) Agr (200)
Campus B        21000 Library, Payroll   Medicine (R&D)
Campus C          250 Labs                                       Education
Campus D         1300
Site 1             25 NW Infra
Site 2            144
Site 3             99
Site 4            256




           • Needs to link in with the Service Catalogue
           • This is indicative only
             Stakeholders

             Accreditation
             Authorities
  Students
                             Government


  Staff        SPUSC            Unions
              University


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
         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
                                        Example Objectives and Priorities

1. Identify Objectives
B1 - implement a Service Improvement Plan based on ITIL

L1 - involve and develop staff

C1 - prompt response & resolution of customer concerns
                                                                     2. Prioritise – impact, urgency,
F1 - produce well researched and justifiable financial plans
                                                                     cost/benefit analysis
L2 - foster and develop a customer focused culture

C2 - engage the customer proactively and regularly                   B1
L3 - recruit, train and retain only the right people

B2 - implement and sustain a responsive and effective Service Desk

F2 - develop a culture of good financial management practices             L1

C3 - market SPUSC IT to customer and stakeholders                              C1
                                                                                    F1
B3 - implement SPUSC policies, practices and procedures
                                                                                         L2
F3 - develop financial competency
                                                                                              C2
                                                                                                   L3
F4 - capture resource usage against specified activities                                                B2
B4 - continuously improve activity plans based on review processes

L4 - develop staff to maintain capability                                                                    F2   C3   B3

B5 - benchmark against best practice                                                                                        F3
                                                                                                                                 F4 B4 L4 B5
                                     SPUSC IT Objectives and Priorities

1. Identify Objectives
B1 – Implement a Service Improvement Programme based on ITIL

L1 – Recruit, train and retain only the right people

C1 – Support specialist faculty IT
                                                               2. Prioritise – impact, urgency,
F1 – Develop 3 year technology development plan
                                                               cost/benefit analysis
L2 - ……………………………………..

C2 - Staff and student retention (and growth)                  B1
L3 - ……………………………………..

B2 - ……………………………………..

F2 - ……………………………………..                                               L1

C3 - ……………………………………..                                                    C1
                                                                              F1
B3 - ……………………………………..
                                                                                   L2
F3 - ……………………………………..
                                                                                        C2
                                                                                             L3
F4 - ……………………………………..                                                                             B2
B4 - ……………………………………..

L4 - ……………………………………..                                                                                  F2   C3   B3

B5 - ……………………………………..                                                                                                 F3
                                                                                                                           F4 B4 L4 B5
                      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
                                               SPUSC          F2 - develop a culture of good financial
                                                              management practices

Business Processes                            University      F3 - develop financial competency
                                                              F4 - capture resource usage against specified
                                                              activities
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                                           Learning and Growth
B4 - continuously improve activity plans
based on review processes
                                                         L1 - involve and develop staff
B5 - benchmark against best practice
                                                         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


                                        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


                                       Customer Satisfaction
                                                                         Services designed and
                                                                         delivered to meet Targeted
                                        External Service Value           Customers Needs




  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


                                       Stakeholder Advocacy
                                                                  Funding preference
                                                                  Standard setting
                                                                  Reputation for Best
                                          Stakeholder Loyalty     Practice



                                       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 & Stakeholder Advocacy

                                                                Retention
                                                                Repeat business
                                          Customer Loyalty      Referral




                                               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

            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

 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
 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 & 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 & 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

               Measure               Target           Source          Method to Collect Data         Accountable
                                                                                                        Person
      System Availability                  98% Server Logs         Develop availability reports      JG
                                               Local Help Desk     Collect report data               SM
                                               Service Centre      Compile report                    SM
                                               NMS                 Analyse                           Various
                                               DISG (Net Admin
                                               Reports)
      Incident Response Time -     < SLA       Peregrine (DVN)     Request report                    RVM
      Telephony
                                                                   Analyse                           Various
      Incident Response Time - IT < Agreed       Service Centre    Develop reports                   BN
                                  time frames
                                                 Local Help Desk   Generate reports                  SM, BN
                                                                   Analyse                           Various
      Incident Resolution Time -   < SLA         Peregrine (DVN)   Develop reports                   RVM
      Telephony
                                                                   Generate reports                  FM, RVM
                                                                   Analyse                           Various
      Incident Resolution Time -   < Agreed      Service Centre    Develop reports                   BN
      IT                           time frames
                                                 Local Help Desk   Generate reports                  SM, BN
                                                                   Analyse                           Various
      Helpdesk Incident                    70% Service Centre      Develop reports                   BN
      Resolution (Immediate Fix)
                                                 Local Help Desk   Generate reports                  SM
                                                                   Analyse                           Various
      Customer Satisfaction                85% Customer            Liaise with DISG regarding        TBD
      (Having Needs Understood)                Satisfaction        National Survey
                                               Survey              Conduct survey                    TBD
                                                                   Analyse survey                    TBD
                                                                   Include relevant questions        TBD
                                                                   regarding customer satisfaction
                     How will we know when we have arrived?
Financial                                                                                     Customer
goals                      performance indicators       goals                            performance indicators

Ability to control costs   Accuracy of IT forecasts      Quality of IT services     Availability of IT services
Economy of IT              Competitiveness of IT                                     (in IT users’ perception)
                           costs to the business                                     Compliance to SLAs
Value of IT                Costs of IT used in value     Reliability of IT services Number and severity of IT
                           adding business activities                               service interruptions
                           vs costs of IT used in        Performance of IT          On-time IT service delivery
                           overhead activities           services                   (defined by the customer)

People (learning and growth)                                                         Business (internal)
goals                      performance indicators       goals                            performance indicators
Change control             Percentage of ‘first time    Business productivity     Annual business turnover
                           right’ IT changes                                      vs cost of running business
Manageability              Hours spent on IT matters by                           Improvements in business
                           non-IT managers vs total                               turnover ascribable to IT
                           hours of IT use by non-IT                              Reduction in business costs
                           staff                                                  ascribable to IT
Security                   number of reported security Service culture            Number of business improve-
                           violations                                             ments initiated by IT provider

								
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