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Managing Performance: Creating an IT Balanced Scorecard Phil Watson Senior Consultant Pro. Active Services Managing Performance: Creating an IT Balanced Scorecard Phil Watson Senior Consultant Pro. Active Services

Agenda • • Caveats and Approach The Balanced Scorecard Quality Management Frameworks Linkage to 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 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 – 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 The Balanced Score Card Perspectives Organisations Vision, Mission, Values and Behaviours Customer Perspective To be seen as successful what do we need to deliver? To achieve our strategies how must we look to our customers? Financial Perspective Internal Processes Perspective To achieve our strategies how must our organisation develop? Learning & Growth Perspective To satisfy our customers, what business processes must we excel at?

Quality Management Frameworks • European Framework for Quality Management (EQFM ) • Australian Business 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 (& PRINCE 2 etc) The Balanced Scorecard and ITIL • QM, BSC and ITIL (& PRINCE 2 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 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) 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 • • Business demands on IT will always be varied and difficult to prioritise • We can get Business IT representatives to understand 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 IT is not central to the thinking or planning of the business – the focus is on ribbon cutting and sod turning The ‘existing’ will always be in competition with the new and exciting (keeping it going vs keeping it growing)

Values (Belief) • • We are one team – we have one voice We 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 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 PROCESSES > > > CUSTOMER SEGMENTS Ø Ø Ø Ø Resolve Business Model CUSTOMER PROCESSES > > > CUSTOMER SEGMENTS Ø Ø Ø Ø Resolve Incidents and Problems Manage Systems Availability Manage IT&T Assets Liaise with Customers …………………………. ? Teaching Learning Research Admin/Support External Agencies ……………. ? Support Functions v v v Information Services v v Infrastructure Personnel Services (staffing, training) Security (accreditation, advice, investigation & enforcement) Finance v v v Facilities (accommodation) Fleet Management Service Delivery Support …………………. . ?

Customer Segmentation Which location has priority? Which customer has priority? • Needs to link Customer Segmentation Which location has priority? Which customer has priority? • Needs to link in with the Service Catalogue • This is indicative only

Stakeholders Accreditation Authorities Students Staff Government SPUSC University Unions ………? Community Employees Stakeholders Accreditation Authorities Students Staff Government SPUSC University Unions ………? Community Employees

Vision and Purpose SPUSC Vision To be one of the finest universities in the 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 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 B 1 - implement a Service Improvement Example Objectives and Priorities 1. Identify Objectives B 1 - implement a Service Improvement Plan based on ITIL L 1 - involve and develop staff C 1 - prompt response & resolution of customer concerns F 1 - produce well researched and justifiable financial plans L 2 - foster and develop a customer focused culture C 2 - engage the customer proactively and regularly 2. Prioritise – impact, urgency, cost/benefit analysis B 1 L 3 - recruit, train and retain only the right people B 2 - implement and sustain a responsive and effective Service Desk F 2 - develop a culture of good financial management practices C 3 - market SPUSC IT to customer and stakeholders B 3 - implement SPUSC policies, practices and procedures F 3 - develop financial competency F 4 - capture resource usage against specified activities L 1 C 1 F 1 L 2 C 2 L 3 B 2 B 4 - continuously improve activity plans based on review processes L 4 - develop staff to maintain capability B 5 - benchmark against best practice F 2 C 3 B 3 F 4 B 4 L 4 B 5

SPUSC IT Objectives and Priorities 1. Identify Objectives B 1 – Implement a Service SPUSC IT Objectives and Priorities 1. Identify Objectives B 1 – Implement a Service Improvement Programme based on ITIL L 1 – Recruit, train and retain only the right people C 1 – Support specialist faculty IT F 1 – Develop 3 year technology development plan L 2 - …………………. . C 2 - Staff and student retention (and growth) 2. Prioritise – impact, urgency, cost/benefit analysis B 1 L 3 - …………………. . B 2 - …………………. . F 2 - …………………. . C 3 - …………………. . B 3 - ……………………………………. . F 4 - …………………. . L 1 C 1 F 1 L 2 C 2 L 3 B 2 B 4 - …………………. . L 4 - …………………. . B 5 - …………………. . F 2 C 3 B 3 F 4 B 4 L 4 B 5

Map Objectives to BSC Perspectives Customer C 1 - prompt response & resolution of Map Objectives to BSC Perspectives Customer C 1 - prompt response & resolution of customer concerns C 2 - engage the customer proactively and regularly C 3 - market SPUSC IT to customer and stakeholders Financial Business Processes B 1 - implement a Service Improvement Plan based on ITIL B 2 - implement and sustain a responsive and effective Service Desk B 3 - implement SPUSC policies, practices and procedures B 4 - continuously improve activity plans based on review processes B 5 - benchmark against best practice SPUSC University F 1 - produce well researched and justifiable financial plans F 2 - develop a culture of good financial management practices F 3 - develop financial competency F 4 - capture resource usage against specified activities Learning and Growth L 1 - involve and develop staff L 2 - foster and develop a customer focused culture L 3 - recruit, train and retain only the right people L 4 - develop staff to maintain capability

Learning & Growth Perspective Cause & Effect Customer Satisfaction External Service Value Employee Retention Learning & Growth Perspective Cause & Effect Customer Satisfaction External Service Value Employee Retention Employee Productivity Employee Satisfaction Learning & Growth L 1 L 2 L 3 L 4 - involve and develop staff foster and develop a customer focused culture recruit, train and retain only the right people develop staff to maintain capability Attitude of obtaining results for Customers

Business Processes Perspective Cause & Effect Customer Satisfaction External Service Value Employee Retention Employee Business Processes Perspective Cause & Effect Customer Satisfaction External Service Value Employee Retention Employee Productivity Employee Satisfaction Business Processes B 1 B 2 B 3 B 4 B 5 - implement a Service Improvement Plan based on ITIL implement and sustain a responsive and effective Service Desk implement SPUSC policies, practices and procedures continuously improve activity plans based on review processes benchmark against best practice Services designed and delivered to meet Targeted Customers Needs System Productivity

Financial Perspective Cause & Effect Stakeholder Advocacy Stakeholder Loyalty Stakeholder Satisfaction Financial Customer Satisfaction Financial Perspective Cause & Effect Stakeholder Advocacy Stakeholder Loyalty Stakeholder Satisfaction Financial Customer Satisfaction External Service Value F 1 F 2 F 3 F 4 - produce well researched and justifiable financial plans develop a culture of good financial management practices develop financial competency capture resource usage against specified activities Funding preference Standard setting Reputation for Best Practice

Customer Perspective Cause & Effect Customer & Stakeholder Advocacy Customer Loyalty Customer Satisfaction External Customer Perspective Cause & Effect Customer & Stakeholder Advocacy Customer Loyalty Customer Satisfaction External Service Value C 1 C 2 C 3 - prompt response & resolution of customer concerns engage the customer proactively and regularly market SPUSC IT to customer and stakeholders Retention Repeat business Referral

 The SPUSC IT Service Chain Purpose Strategic Intent Customer & Stakeholder Advocacy Customer The SPUSC IT Service Chain Purpose Strategic Intent Customer & Stakeholder Advocacy Customer & Stakeholder Loyalty Customer Satisfaction Customer Stakeholder Satisfaction Financial External Service Value Learning & Growth Business Processes

Select and Design Measures for each objective Learning & Growth L 1 L 2 Select and Design Measures for each objective Learning & Growth L 1 L 2 L 3 L 4 - involve and develop staff foster and develop a customer focused culture recruit, train and retain only the right people develop staff to maintain capability Measures Staff Development (vs Plan) Percentage of staff trained in customer service Employee satisfaction Staff Retention Staff trained as a percentage of Succession Positions identified Performance Driver Outcome

Objectives & Measures Business Processes B 1 B 2 B 3 B 4 B Objectives & Measures Business Processes B 1 B 2 B 3 B 4 B 5 - implement a Service Improvement Plan based on ITIL implement and sustain a responsive and effective Service Desk implement SPUSC policies, practices and procedures continuously improve activity plans based on review processes benchmark against best practice Measures 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 Performance Driver Outcome

Objectives & Measures Financial F 1 F 2 F 3 F 4 - produce Objectives & Measures Financial F 1 F 2 F 3 F 4 - produce well researched and justifiable financial plans develop a culture of good financial management practices develop financial competency capture resource usage against specified activities Measures Performance 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) Outcome

Objectives & Measures Customer C 1 C 2 C 3 - prompt response & Objectives & Measures Customer C 1 C 2 C 3 - prompt response & resolution of customer concerns engage the customer proactively and regularly market SPUSC IT to customer and stakeholders Measures Customer Liaison Schedules developed and achieved Customer Satisfaction Value of SPUSC IT as provider of choice Customer understanding of SPUSC IT services Performance Driver Outcome

10. Select and Design Measures for each Objective and Measurement Plan - Business perspective 10. Select and Design Measures for each Objective and Measurement Plan - Business perspective example

How will we know when we have arrived? Financial Customer goals performance indicators Quality How will we know when we have arrived? Financial Customer goals performance indicators Quality of Availability of IT ser Ability to control costs Accuracy of IT forecasts IT services (in IT users’ perception) Economy of IT Competitiveness of IT Compliance to SLAs costs to the business Value of IT Costs of IT used. Reliability of IT services Number and severity in value service interruptions adding business activities Performance of IT On-time IT service delive vs costs of IT used in services (defined by the customer overhead activities People (learning and growth) goals indicators Change control Manageability Security Business (internal goals performance Business Percentage of ‘first time indicators productivity Annual business turn vs cost of running busine right’ IT changes Improvements in business busines Hours spent on IT matters by turnover ascribable to IT non-IT managers vs total Reduction in business co hours of IT use by non-IT ascribable to IT staff Service culture Number of business impro impr number of reported security ments initiated by IT prov violations performance