Reporting KPIs to improve performance

Reporting KPIs to improve performanceReporting KPIs to improve performance

Presented by David Parmenter

waymark solutions limited

March 2010

Website: www.davidparmenter.com

Email: [email protected]

Amazon link on www.davidparmenter.com

A ‘top ten’ performance management A ‘top ten’ performance management book on amazon.com for over two yearsbook on amazon.com for over two years

Are your performance measures improving Are your performance measures improving performance?performance?

1. our performance measures are not working – and we do not have a balanced scorecard

2. our performance measures are not working – we have a balanced scorecard approach

3. our performance measures are working - and we do not have a balanced scorecard

4. our performance measures are working - we have a balanced scorecard approach

5. cannot comment - do not know

How familiar are you with David How familiar are you with David Parmenter’s work?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 familiar are with the data How familiar are with the data visualization experts?visualization experts?

1. familiar with the work of Stephen Few and Edward R. Tufte

2. aware of authors but have not read their work

3. not heard of these authors / presenters

Who are your report designers – your Who are your report designers – your data visualization experts?data visualization experts?

1. a task left to the ‘young guns’ in the team responsible for the new report

2. normally left to the qualified accountants / IT specialists

3. all reports are reviewed by a design team who are familiar with the latest thoughts on visualization design

4. do not know

The ‘winning KPIs’ webcasts on The ‘winning KPIs’ webcasts on www.bettermanagement.comwww.bettermanagement.com

1. Introduction to winning KPIs (Aug 09)2. Implementing KPIs - A 12-Step Process 3. Implementing KPIs in Smaller Orgs (<200 Staff) 4. Finding your organization’s critical success factors5. Balanced scorecard in 16 weeks not 16 months 6. Getting started or restarted with winning KPIs 7. Revitalizing a floundering balanced scorecard with winning

KPIs 8. ‘Winning KPIs’ – two question and answer sessions9. “Sorting the wheat from the chaff – finding your wining KPIs10. Reporting KPIs to improve performance

Common features of reporting Common features of reporting performance measures (PMs) performance measures (PMs)

low level or clarity of measures many quarterly or further out e.g. annual staff

satisfaction same PMs reported to management and Board little or no impact on the organisation e.g. does not

stimulate action many staff not aware of them / do not understand

them too many of them are financial

To report performance measures you need to:To report performance measures you need to:

understand your organisation’s CSFs – CFSs help you find your KPIs, determine what to report etc

realize that not all measures are KPIs understand the concepts of Hoshin Kanri /

balanced scorecard the characteristics of ‘winning’ KPIs understand the latest thinking on information

visualization understand the flaws of performance measure

reporting applications

The hierarchy of success factorsThe hierarchy of success factors

Timely Timely arrival and arrival and departure departure of planesof planes

Critical Critical success success factorsfactors

Success Success factorsfactors

Next step see webcast ‘finding your organisation’s CSFs’

Organizations' Strategy

Strategic initiativesOrganisation CSFs

New business created

Business as usual: doing what we do every day better

Performance: Individuals /Teams / Divs

How strategy and the CSFs work together How strategy and the CSFs work together

Four types of performance measuresFour types of performance measures

PIs&RIs

KRIs

peel to the core to find the KPIs

KPIs

peel the skin tofind the PIs

Hoshin Kanri / balanced scorecardHoshin Kanri / balanced scorecard

Hoshin Kanri Balanced scorecard

Quality objectives and measures Customer focus

Cost objectives and measures Financial

Delivery objectives and measures Internal process

Education objectives and measures

Learning and growth

Both of these approaches should be augmented by :

Employee satisfaction Employee satisfaction

Environment and community Environment and community

Read: ‘Balanced scorecard and Hoshin Kanri: dynamic capabilities for managing strategic fit’ by Witcher and Chau http://www.uea.ac.uk/~mg597/downloads/papers/2007b.pdf

The characteristics of KPIs The characteristics of KPIs non financial measures (not expressed in Pds,$s etc) measured frequently e.g. daily or 24 by 7 acted upon by CEO and SMT clearly indicate what action is required by staff are measures that tie responsibility down to a team have a significant impact e.g. affects more than one CSF

and BSC perspective they encourage appropriate action e.g. positive impact on

performance

Next step see webcast ‘Introduction to winning KPIs’

Top 4 sellers on information visualizationTop 4 sellers on information visualizationSource: AmazonSource: Amazon

1. Information Dashboard Design: The Effective Visual Communication of Data by Stephen Few

2. Now You See It: Simple Visualization Techniques for Quantitative Analysis by Stephen Few

3. Show Me the Numbers: Designing Tables and Graphs to Enlighten by Stephen Few

4. The Visual Display of Quantitative Information by Edward R. Tufte

http://www.amazon.com/gp/product/0596100167?ie=UTF8&tag=perceedge-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=0596100167

Stephen Few’s resourcesStephen Few’s resources

Go to http://www.perceptualedge.com/library.php I recommend:

• common pitfalls in dashboard design

• With Dashboards- formatting and layout definitely matter

• Dashboard design for real-time situations awareness

• Dashboard design for rich and rapid monitoring

www.perceptualedge.com/files/GraphDesignIQ.html and do his design test

#1: Exceeding the boundaries of a single screen#1: Exceeding the boundaries of a single screen

Source: www.perceptualedge.com

#3: Displaying excessive detail or precision#3: Displaying excessive detail or precision


#5: Choosing inappropriate graphs#5: Choosing inappropriate graphs


#11: Cluttering the screen with useless decoration#11: Cluttering the screen with useless decoration


The common flaws in performance The common flaws in performance measure reporting applications measure reporting applications

Applications designed by freshly minted MBAs• lack of grey hair (workface experience)• largely self taught• attracted by the latest ‘geek’ techno innovation• based on other applications that are also built by – FM

MBAs Lack understanding of the rules set out clearly by

the thought leader Stephen Few Matrix management – every thing is meant to

neatly fit together – cascade down etc

The foundation stones of performance The foundation stones of performance measure reportingmeasure reporting

follow best practice display techniques monthly reports never changed anything reporting needs to reflect materiality – if annual

sales are over $200m then YTD sales of $119,534,000 should be reported as $220m

measuring less is better (10/80/10 rule) measures tested for behavioural impact before they

are reported

The foundation stones of performance The foundation stones of performance measure reporting #2measure reporting #2

measures linked to the CSFs of the organisation do not let technology dominate over substance suitable for the audience – do not give detail

measures to the Board use of the ‘Toyota A3’ page with graphs and

commentary report that is relevant and what is actionable to the

reader set graph standards for the whole organisation

My thoughts of graphsMy thoughts of graphs

be consistent - graph standards maintained for at least six months

show trend analysis - over at least the past 15 to 18 months

only year-to-date graphs should start off at the beginning of the year.

show the acceptable range - changing over time to indicate expected improvements.

keep graphs simple - clear even to an untrained eye (e.g., I question waterfall, radar, and three-dimensional graphs

My thoughts of graphs #2My thoughts of graphs #2

make them quick to update - in a system that enables swift updating (completed by day 3 post-month-end)

make them accessible key graphs should be accessible to all staff via the intranet

do not show a budget line – it is an arbitrary apportionment of the annual plan

show key turning points - insert notes on the graphs explaining major turning points.

insert a title that is meaningful to the reader - “Return on capital employed (ROCE) is recovering”

My thoughts of graphs #3My thoughts of graphs #3

use color wisely - I use a light-yellow background and to use color to highlight what is important

use gridlines - four or five light-gray gridlines will enable the reader to estimate the numbers

established for red, amber, green• if over 10% of target and over $xxx then red or green

• if within 10% and over $xxxx then amber if negative

every report should have a commentary – in bullet points

24 by 7 reporting24 by 7 reporting

intranet based contact details of follow-up by CEO, SMT etc. enough details for staff and management to action

Late planes over 2 hoursTime:

Statistics of last stop Contact details No. of late planes over 1 hour

Flight number

How late

Expected arrival time

arrived late

left latetime

added

region manager

name

Current time at

locationwork mobile Home

last 30 days

30 day ave. of last 3

months


months

BA1243 02:15 21:45 01:45 02:15 00:30 Pat 18:45 xxxxx xxxxx xxxx 5 4 4BA1244 02:15 21:45 01:45 02:15 00:30 xxxxxxx 19:45 xxxxx xxxxx xxxx 6 4 4BA1245 02:15 21:45 01:45 02:15 00:30 xxxxxxx 20:45 xxxxx xxxxx xxxx 7 4 4BA1246 02:15 21:45 01:45 02:15 00:30 xxxxxxx 21:45 xxxxx xxxxx xxxx 8 4 4BA1247 02:15 21:45 01:45 02:15 00:30 xxxxxxx 22:45 xxxxx xxxxx xxxx 9 4 4BA1248 02:15 21:45 01:45 02:15 00:30 xxxxxxx 23:45 xxxxx xxxxx xxxx 10 4 4BA1249 02:15 21:45 01:45 02:15 00:30 xxxxxxx 00:45 xxxxx xxxxx xxxx 11 4 4

Total 7 planes

Weekly reporting of Weekly reporting of top 5 KPIs to the top 5 KPIs to the

SMTSMT

Top five KPIs Weekly report xx xxxx 20xx

Top 5 indicators Target Result Rating

Xxxxxxx xxxxx xxxxx (see graph below)


Xxxxxxx xxxxxxx xxxxxxx.


Xxxxxxx xxxxxxx xxxxxxx..

0

100

200

300

400

500

600

700

800

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1000

Oct

-99

No

v-9

9

De

c-9

9

Jan

-00

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b-0

0

Ma

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Ap

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0

Ma

y-0

0

Jun

-00

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Au

g-0

0

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0

No

. o

f x

xx

12 Month Rolling Total Target

Issues: Actions to be taken:

0%

20%

40%

60%

80%

100%

120%

Oc

t-9

9

No

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9

De

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r-00

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Aug

-00

Sep

-00

Ra

te (

%)

12 Month Rolling Total Target Month Actual


0%

2%

4%

6%

8%

10%

12%

Oct-

99

Nov-9

9

Dec-9

9

Jan-0

0

Feb-0

0

Mar-

00

Apr-

00

May-0

0

Jun-0

0

Jul-

00

Aug-0

0

Sep-0

0

98 Actual 97 Actual

98 Budget Hurdle Rate


could be something very simple in word

often best to wait before you buy an application

enough details for CEO, SMT to action

Dashboard exampleDashboard example

30

Sales Sales dashboardashboard by d by Stephen Stephen FewFew


Reporting team Reporting team performance performance

measuresmeasures

Scorecard of an Scorecard of an IS functionIS function

Customer focus Projects StatusHelp desk Current TargetProgramme visits to managers 4 6

Service requests outstanding (faults, worksrequests) at month end 24 15

Service requests closed in month 45 55% Fixed by Help Desk from 1st call 55% 65%Initiatives underway based on satisfaction survey

0 5 by

30/6/xx

Services outages Vs SLA's Current TargetAverage Mainframe Response Time 1 sec <0.75 sec

Outage time per month / # of times

Servers (file and print) None <1hr/mth

Servers (email) None <1hr/mth Learning & Growth

Servers (transactional) 15 mins / 5 <1hr/mthTraining needs outstanding

Next 3 months

Last 12 months

ISSP This cycle Target CIO 0 2

Programme visits to managers 4 12 Help desk 0 5

Presentations of ISSP to managers 2 6 Business analysts 0 3

Programmers 0 2

Mainframe team 0 1

Internal process xxxxx team 1 2

Average for all IT staff <0.1 2.5

Disaster recovery Current Target Coaching sessions Last month Last quarter

Backup every night100% 100%

Number of staff who have had one-on-one coaching sessions

0 4

Months since last back-up tested at remote site

3 <4 Performance reviews Actual Target

Rolling checks on C drives 25 40Staff who have had 2 performance reviews in the last 12 months 15 40

Our ability to deliver Current Target IS team satisfaction% of jobs completed on time on budget 44% 60% current target% of time of developers spent on high priority / high value work

55% 65% No. of formal staff recognitions made in the month1 >2

Staff trained to use xxxxxxx 45 150Staff functions planned for in next three months

0 >2

Completions Current Target FinancialProjects in progress 7 <8

Reports/documents still in draft mode 15 <5

Progress on major IS capex projects

Project value $k

Status

xxx 495

xxx 145

xxx 970

Environment and communityCurrent Target

Presentations given to local professional Bodies

1 in last 12 months

>3 in year

Number of IT staff involved in community activities

10 >25

IS Team's Scorecard

0

150

300

450

600

Jan

xx

Feb

xx

Ma

r xx

Ap

r xx

Ma

y xx

Jun

xx

Jul x

x

Au

g xx

Se

p xx

Oct

xx

Nov

xx

Dec

xx

IS Function Expenditure

Annual Plan Forecast Cumulative

Actual Cumulative Last Year

Findings:

xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx

Action to be taken:xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx

0% 25% 50% 75% 100%

xxxx

xxxx

xxxx

xxxx

Percentage complete

Risk of Non-Completion Behind On-Track Done

Extract 1Extract 1

MIS Team's Scorecard


Servicerequestsoutstanding(faults, worksrequests) at month end 24 15

Service requests closed in month 650 550% Fixed by Help Desk from 1st call 70% 65%Initiatives underway based on satisfaction survey

None by 30/6/02

Services outages (>5 people & >1hour)

Current Target

Average Mainframe Response Time 1 sec <0.75 sec


Systems union accounting system None <1hr/mth

Student management system 30mins / 2 <1hr/mth


Servers (website) None <1hr/mth

ISSP This cycle TargetProgramme visits to managers 4 12 Learning & GrowthPresentations of ISSP to managers 2 6 Internal capability Current Target

Total training days this month 5 8 / month

Delivery In-house training courses for IS staff 0 2 per year

Disaster recovery Current Target Customer satisfaction survey 1 2 per year

Backup every night 100% 100% Initiatives underway based on satisfaction survey 2 4


3 <4 Post project reviews performed Current Target

Rolling checks on C drives 25 40 Reviews completed 0 4

Developing Intellectual Capital Current TargetOur ability to deliver Current Target Succession plans (IT management) 2 5% of time of developers spent on high priority / high value work

55% 65% Staff who have had 2 performance reviews in the last year 25 34

Number of staff using EIS 15 50 Staff with development plans being implemented 5 10

Number of staff who have been trained in EIS

45 150 % spent of this year's technology capital expenditure (YTD) 8% 10%

FinancialCompletions Current TargetProjects in progress 12 <8



Project value $k

Status

Peoplesoft system 80

PC replacement programme 65

Research management system 45

Disk storage upgrade 30

IS Function Expenditure Profile

0

100

200

300

400

500

De

c-0

0

Ma

r-0

1

Ju

n-0

1

Se

p-0

1

De

c-0

1

Planned Cumulative Forecast Cumulative Actual Cumulative

Findings:

Action to be taken:

0% 20% 40% 60% 80% 100%

Project 12

Project 11

Project 10

Project 9

Project 8

Project 7

Project 6

Project 5

Project 4

Project 3

Project 2

Project 1

Percentage complete

Done On-Track Behind Risk of Non-Completion

Internal process

Disaster recovery Current Target

Backup every night 100% 100%


3 <4

Rolling checks on C drives 25 40

Our ability to deliver Current Target

% of jobs completed on time on budget 44% 60%

% of time of developers spent on high priority / high value work

55% 65%

Staff trained to use xxxxxxx 45 150

Completions Current Target

Projects in progress 7 <8



Project value $k

Status

xxx 495

xxx 145

xxx 970

Environment and communityCurrent Target

Presentations given to local professional Bodies

1 in last 12 months

>3 in year

Number of IT staff involved in community activities

10 >25

Findings:


Action to be taken:xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx

Projects Status

0% 25% 50% 75% 100%

xxxx

xxxx

xxxx

xxxx

Percentage complete


Extract 3Extract 3Learning & Growth

Training needs outstandingNext 3

months

Last 12 months

CIO 0 2

Help desk 0 5

Business analysts 0 3

Programmers 0 2

Mainframe team 0 1

xxxxx team 1 2

Average for all IT staff <0.1 2.5

Coaching sessions Last month Last quarter

Number of staff who have had one-on-one coaching sessions

0 4

Performance reviews Actual TargetStaff who have had 2 performance reviews in the last 12 months 15 40


xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx xxxxxxxxxx xxxx xxxxxxxxxxx xxxxxxxxxx xxxxx xxxxxxxxxxxxx xxxxxxx xxxxxxxxx xxxxxx xxxxx xxxxxx xxxxxxxxx xxxxxxx xxxxxxxxxxxxxxx xxxxxx xxxxxxxxxxxx xxxxxxx

IS team satisfactioncurrent target

No. of formal staff recognitions made in the month1 >2

Staff functions planned for in next three months0 >2

Financial

IS Function Expenditure

0

150

300

450

600

Jan

xx

Feb

xx

Mar

xx

Apr

xx

May

xx

Jun

xx

Jul x

x

Aug

xx

Sep

xx

Oct

xx

Nov

xx

Dec

xx

Annual Plan Forecast CumulativeActual Cumulative Last Year

Icon report Icon report to staffto staff

could be something very simple in word

icons used instead of numbers

could use CSFs instead of BSC perspectives

Summary A3 Board DashboardSummary A3 Board Dashboard



Flight number

How late


arrived late

left latetime

added

region manager

name

Current time at


last 30 days


months


months


Total 7 planes



Flight number

How late


arrived late

left latetime

added

region manager

name

Current time at


last 30 days


months


months


Total 7 planes



Flight number

How late


arrived late

left latetime

added

region manager

name

Current time at


last 30 days


months


months


Total 7 planes

Dashboard for Board - March 2007

Top 10% of customers satisfaction

0%

10%

20%

30%

40%

50%

60%

70%

80%

Mar-

06

Jun-0

6

Sep-0

6

Dec-0

6

Mar-

07

Customers group ACustomers group BCustomers group C

Staff satisfaction

0%

10%

20%

30%

40%

50%

60%

70%

80%

Ma

r-0

6

Ju

n-0

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Sep-0

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Dec-0

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Ma

r-0

7

Div 1 Div 2 Div 3

Value of new business $ms

0

1

2

3

4

5

6

7

8

Fe

b-0

6

Ma

r-0

6

Apr-

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Ma

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n-0

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Jul-06

Aug-0

6

Sep-0

6

Oct-

06

Nov-0

6

Dec-0

6

Jan-0

7

Fe

b-0

7

Ma

r-0

7

New product 1 New product 2New product 3

Expense to Revenue ratio

0%

10%

20%

30%

40%

50%

60%

Fe

b-0

6

Ma

r-0

6

Apr-

06

Ma

y-0

6

Ju

n-0

6

Ju

l-06

Aug-0

6

Sep-0

6

Oc

t-0

6

Nov-0

6

Dec-0

6

Ja

n-0

7

Fe

b-0

7

Ma

r-0

7

Actual Target

Reported accidents

0

5

10

15

20

Fe

b-0

6

Ma

r-0

6

Apr-

06

Ma

y-0

6

Jun-0

6

Ju

l-06

Aug-0

6

Sep-0

6

Oc

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Nov-0

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b-0

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Ma

r-0

7 0

10

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80

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100

Div1 Div2 Rolling 12 months

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

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

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

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

Apr-

06

Ma

y-0

6

Ju

n-0

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Jul-06

Aug-0

6

Sep-0

6

Oc

t-0

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Nov-0

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Dec-0

6

Ja

n-0

7

Fe

b-0

7

Ma

r-0

7

YTD Actual Budget YTD Forecast



Service requests outstanding (faults, worksrequests) at month end

24 15

Service requests closed in month 650 550

% Fixed by Help Desk from 1st call 70% 65%

Initiatives underway based on satisfaction survey

None by 30/6/02


Current Target















Developing Intellectual Capital Current TargetOur ability to deliver Current Target Succession plans (IT management) 2 5


55% 65% Staff who have had 2 performance reviews in the last year25 34







Project value $k

Status






0

100

200

300

400

500

De

c-0

0

Ma

r-01

Ju

n-0

1

Se

p-0

1

De

c-0

1


Findings:

Action to be taken:

0% 20% 40% 60% 80% 100%

Project 12

Project 11

Project 10

Project 9

Project 8

Project 7

Project 6

Project 5

Project 4

Project 3

Project 2

Project 1

Percentage complete





24 15




None by 30/6/02


Current Target
























Project value $k

Status






0

100

200

300

400

500

De

c-0

0

Ma

r-0

1

Ju

n-0

1

Se

p-0

1

De

c-0

1


Findings:

Action to be taken:

0% 20% 40% 60% 80% 100%

Project 12

Project 11

Project 10

Project 9

Project 8

Project 7

Project 6

Project 5

Project 4

Project 3

Project 2

Project 1

Percentage complete


Top five KPIs Weekly report xx xxxx 20xx

Top 5 indicators Target Result Rating



Xxxxxxx xxxxxxx xxxxxxx.


Xxxxxxx xxxxxxx xxxxxxx..

0

100

200

300

400

500

600

700

800

900

1000

Oct-

99

Nov-9

9

Dec-9

9

Jan-0

0

Feb-0

0

Mar-

00

Apr-

00

May-0

0

Jun-0

0

Jul-00

Aug-0

0

Sep-0

0

No

. o

f xxx

12 Month Rolling Total Target


0%

20%

40%

60%

80%

100%

120%

Oct-

99

Nov-9

9

Dec-9

9

Jan-0

0

Feb-0

0

Mar-

00

Apr-

00

May-0

0

Jun-0

0

Jul-00

Aug-0

0

Sep-0

0

Rate

(%

)

12 Month Rolling Total Target Month Actual


0%

2%

4%

6%

8%

10%

12%

Oc

t-9

9

No

v-9

9

De

c-9

9

Ja

n-0

0

Fe

b-0

0

Ma

r-0

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Ap

r-0

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Ma

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Au

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0

Se

p-0

0

98 Actual 97 Actual

98 Budget Hurdle Rate


Daily / weekly KPI Daily / weekly KPI reportsreports

Monthly summary of Monthly summary of operationsoperations

SMTSMT

StaffStaff

SMT/ Ops SMT/ Ops weeklyweekly

SMT/ Ops SMT/ Ops dailydaily

Minister/Minister/BoardBoard

Monthly Team Monthly Team scorecardsscorecards




24 15




None by 30/6/02


Current Target
























Project value $k

Status






0

100

200

300

400

500

De

c-0

0

Ma

r-0

1

Ju

n-0

1

Se

p-0

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Findings:

Action to be taken:

0% 20% 40% 60% 80% 100%

Project 12

Project 11

Project 10

Project 9

Project 8

Project 7

Project 6

Project 5

Project 4

Project 3

Project 2

Project 1

Percentage complete


Weekly Team rptWeekly Team rptWeekly progress update

Week-2 Week-1 Target (mth)1 Proactive visits to managers 0 1 6

2 No. of staff recognitions made 0 0 6

3 Projects in progress 7 7 <8

4 Reports/documents still in draft mode 12 15 <5

5 Initiatives underway based on satisfaction survey

0 0 5 by 30/6/xx

IS Functi0

150

Ja n- 00

#REF! #REF! #REF! #REF!

0%

25%

50%

75%

100%

1

Percenta#REF! #REF! #REF! #REF!

TeamsTeams

TeamsTeams

listen to my earlier webcasts and 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”

access Stephen Few’s work (articles, papers, books) link with an external expert to find your orgnaisation’s CSFs

workshop

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Reporting KPIs to improve performance