There is really nothing wrong with the concept of Balanced Scorecard. The main problem is that it does not provide practical guidance for deployment, and some executives view it as a "quick fix" that can easily be installed in their organizations. Implementing a balanced metrics system is an evolutionary process, not a one-time task that can be quickly checked off as “completed”. If executives do not recognize this from the beginning and fail to commit to the long term, then the organization will realize disappointing results. However, some approaches (e.g.
Everybody understands the need for performance management to ensure their initiative sustainability but few walk the talk. The key to successful performance monitoring lie in the tie between your process governance and your data governance. Clear processes are needed to ensure the capture of the data needed to provide the desired business intelligence. Often these processes are in addition to the process already under review. As performance management is your strongest change management allies it is important for whoever care about sustainability to ensure that this get done properly. In this presentation you will learn a simple approach to ensure that your process work is in sync with your data work and hopefully increase your chance to deliver a project with clear and manageable metrics.
The presentation will detail insights from case studies and ongoing research by the CAM–I Program including:
1) Key principles of Process Based Management.
2) The key learnings from the case studies.
3) An assessment framework to determine how an organization is doing on the road to becoming a process – based organization.
4) Current research on the Implementation Roadmap
Discussion of the State of Rhode Island’s Fiscal Fitness Reengineering effort. Topics would include:
Current challenges facing the State
Fiscal Fitness Program, mission, goals and objectives
Results to Date
While organizations may recognize the importance of Business Process Management, the question is "where is the focus!" Most gated business and engineering processes are focused on the "stop the bleeding" or "go-no go" gate decisions. The decision-centric process that will be discussed in this presentation is focused on the value creating decisions between the gates. Document-based processes focus on document artifacts as the control point (e.g., whitepapers, spreadsheets, PowerPoint's, static models, …) whereas Information/knowledge-based processes (a.k.a. decision-centric processes) focus on value creation and thinking nodes as the control points, where documents are not the focus of the process, but just a view or snapshot into the process. In addition, business, technical, and market requirements that should be driving the process are often incomplete or missing until far into the development cycle. To make things worse, the documents and forms that are used to pass the requirements to the implementation teams are often missing the rationale behind the choices and trade-offs made up-stream, with this resulting ambiguity leading to unnecessary re-work, delay and ultimately escaped defects, being introduced by the implementation teams.
This presentation introduces a Decision Framework that supports this decision-centric process. The method organizes and communicates value-added thinking as "Decision Networks." Decision Networks provide a scalable approach for dealing with the complex relationships among many layers of requirements and solutions.
Achieving organizational results is not due to the technical elegance of an organization’s measurement system but whether the right things are measured and whether managers know what to do with the performance feedback they receive. In this presentation, a model is provided that has been used in numerous corporations to assist managers at multiple levels to align their goals, measures, and actions to ensure consistent achievement of organizational results.
One way of building To Be processes is to start with the ideal. The ideal stretches the organization to achieve results and execute far beyond the norm.
A powerful example of working from the ideal can be witnessed at Toyota. This company has a vision of an organization, process, machine, or person that:
Is defect free,
Can be delivered one request at a time,
Can be supplied on demand in the version that is required,
Can be delivered immediately,
Can be produced without wasting any materials, labor, energy, or other resources, and
Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.
Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.
Last year, leading companies like Allianz Life, Dell and Pfizer tackled compliance and process improvement at the same time. There chose many different HR processes to automate – ranging from new hires and pay changes to computer access requests. In each case, the companies recognized that an investment in technology was required to gain better control over their processes.
Successful Sales and Marketing departments are dynamic torrents of process-driven activity. A calm day in the sea of sales means revenue opportunities are being lost or going by the wayside. This is just as true in customer retention as it is in customer acquisition.Once a prospect signs on the dotted line and becomes a customer, effective processes need to be in place to monitor, measure and manage customer satisfaction and loyalty and, in turn, maximize each customer's value.