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Performance Management Presentation
List your Service Group
Team Members:
List Leader and Members
ORS National Institutes of Health
Date
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Table of Contents
Main Presentation
PM Template ……………………………….……………………………….
Customer Perspective……………………….……………………………….
Internal Business Process Perspective………………………………………
Learning and Growth Perspective……………………………………………
Financial Perspective…………………………………………………………
Conclusions and Recommendations…………………………………………..
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Table of Contents (cont.)
AppendixPage 2 of template………………………….……………………………….Customer Perspective
C2a: List Name of Measure…………………………………………….C2b: List Name of Measure…………………………………………….C2c: List Name of Measure…………………………………………….
Internal Business Process PerspectiveIB1a: List Name of Measure……………………………………………. IB1b: List Name of Measure……………………………………………. IB3a: List Name of Measure…………………………………………….
Learning and Growth PerspectiveLG1b: List Name of Measure…………………………………………….
LG2a: List Name of Measure…………………………………………….Financial Perspective
F1a: List Name of Measure……………………………………………. F2a: List Name of Measure……………………………………………. F3a: List Name of Measure…………………………………………….
C4a: List Name of Measure…………………………………………….
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Team Leader
Team Members
Antonio Rodriguez
Amy Culbertson, Adele Egwu, Carmen Kaplan, Gay Presbury, Josh Rose, Joe Wolski
Date: 2 Oct 2003
Performance Management Plan (PMP)
DS3: Establish and facilitate performance based service contract (PBSC) process
DS2: Manage ORS benchmarking/best practices process
DS1: Manage ORS performance measurement and improvement process
Discrete Services
Division Approval/Date: Associate Director Approval/Date:
Provide quality and organizational improvement services
Service Group
DS4: Provide consultation and support for strategic initiatives
Value Proposition
OQM develops close working relationships with ORS/ORF service provider teams to understand their specific organizational needs, and coach them towards performance improvement. OQM provides training, offers tools such as web surveys and data analysis software, and provides technical expertise to assist our customers adopt these new systematic methods.
Strategy Description
Service Strategy
The Office of Quality Management (OQM) formulates and implements systematic methods endorsed by senior ORS/ORF leadership to promote process improvement and accountability among our service providers in order to deliver performance improvement results. The result of these efforts is to ensure the delivery of best-value services to their customers demonstrating that ORS/ORF services providers are good stewards of their resources, thus allowing the NIH ICs to focus on the research mission of the NIH.
Operational Excellence
Customer Intimacy
Product Leadership
Growth
Sustain
Harvest
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Relationship Among Performance Objectives
• Discuss here how your objectives relate to each other and contribute to your delivering value to customers
• If you wish, you can display these relationships through a strategy map diagram
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Customer Perspective
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Customer Perspective
Objective MeasureFY 03
TargetFY04 Target
FY05 Target
Initiative Owner
C1a: Percent of teams with PMPs reviewed by Management
Baseline > FY03 > FY04
PMP Implementation Report
Joe
C1b: Percent of Divisions with PMPs NA Complete Pilot
Pilot Police Division PMPAmy/Carmen
C1c: Percent of Program Areas with PMPs
N/A Complete Pilot
Pilot DPS PMP
Amy/Carmen
C1: Promote accountability in ORS/ORF through Performance Management
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C1a: Percent of Teams with PMPs reviewed by Management (as of 30 Sept)
FY03 PMP PROGRESS - through 9/30/2003
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Value
Propo
sition
Strate
gy D
escr
iption
Obje
ctive
s
Mea
sure
s
Targ
ets
Deter
mine
Cus
tom
er A
sses
smen
t Met
hodo
logy
Consid
er B
ench
mar
king
Divisio
n M
anag
emen
t App
rova
l
Execu
tive
Board
Man
agem
ent A
ppro
val
Condu
cting
Cus
tom
er S
core
card
Data
Gat
herin
g
Data
Gra
phing
Initia
tives
Mon
itor C
hang
e
Activities
% o
f te
ams
com
ple
tin
g a
ctio
n
ORS OVERALL
ORF OVERALL
Phase I Phase II Phase III Phase IV
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C1b: Percent of Divisions with PMPs
• Defined a PMP as having:• Value proposition, strategy, objectives, measures, and
targets
• Data at close of FY03• _____ of ORS• _____ of ORF
• Date as of 30 Dec (1st quarter FY04)• ____ of ORS• ____ of ORF
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Customer Perspective (cont.)
Mandatory to Report on Customer Satisfaction Objective
Objective MeasureFY 03
TargetFY04 Target
FY05 Target
Initiative Owner
C3a: ORS Customer Scorecard Ratings
> FY02 > FY03 > FY04 Web survey following the PM Conference
Amy
C3b: Percent of team review meetings held to review analyses/obtain feedback
Baseline > FY03 > FY04 Amy/Carmen
C3c: Percent of PM Consultants providing Evaluation Report
100% 100% 100% Amy
C3: Increase customer satisfaction with OQM services.
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Customer Scorecard Methodology
• Summarize how you used the ORS Customer Scorecard to gather satisfaction data• If did not conduct a survey in FY03, describe plan
for how will conduct survey in FY04 (and ongoing from here on out)
• If plan to use additional means to gather customer data (e.g., interviews, focus groups, logs), summarize methodology here
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In planning for FY03 PM, how helpful would each
of the following be to the teams?
7.12
7.2
7.23
7.29
7.55
7.56
7.7
7.72
7.73
7.83
8.09
8.11
8.34
8.43
8.85
1 2 3 4 5 6 7 8 9 10
OROS Software Training
Presentation Skill Training
Graphing Training
Team Leader Training
Process Behavior Training
BSC Training
Quartlery Meetings
Financial Training
Data Analysis Training
Web Page
Training on FY03 Approach
IT Assistance
Templates
Management Involvement
Consultants
N = 85
Not at all helpful
Extremely helpful
C3a: ORS Customer Scorecard Ratings
Note: Data gathered in FY03 (Nov 02) regarding experience with the FY02 ASAs.
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Division/Office Head Involvement with PMPs
7.48
0 2 4 6 8 10
What extent wasyour
Division/OfficeDirector involved
in your ASA inFY02?
N = 62
To no Extent
To a Great Extent
7.29
0 2 4 6 8 10
How helpful was theinvolvement of your
Division/OfficeDirector in ASA-related mattersduring FY02?
Not at all Helpful
Extremely Helpful
N = 63
C3a: ORS Customer Scorecard Ratings (cont.)
Note: Data gathered in FY03 (Nov 02) regarding experience with the FY02 ASAs.
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ORS Index = 8.27
8.40
8.28
8.48
7.42
1.00
4.00
7.00
10.00Cost
Quality
Timeliness
Reliability
Data based on 436 respondents
Note: The rating scale ranges from 1 - 10 where “1” represents Unsatisfactory and “10” represents Outstanding. Refer to the Data Analysis and Graphing training for advice on interpreting these results.
Product/Service Satisfaction Ratings
Service Group Index = 7.06
7.36
7.06
7.03
6.57
1.00
4.00
7.00
10.00Cost
Quality
Timeliness
Reliability
Data based on 85 respondents
C3a: ORS Customer Scorecard Ratings (cont.)
Note: Data gathered in FY03 (Nov 02) regarding experience with the FY02 ASAs.
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Customer PerspectiveWhat does the data tell you?
• While the majority of PM teams had a complete PMP at the close of FY03, some teams were still working toward this goal
• There was inconsistent review by Management of teams’ PMPs at the close of FY03
• Customer scorecard data show teams ratings on how best to support teams during FY03
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Customer PerspectiveWhat actions are planned?
• Work with ORS/ORF teams to ensure all have a complete PMP template that is reviewed by management
• Conduct ORS Customer Scorecard assessment after the Performance Management conference • Gauge effectiveness of support provided during
FY03• Solicit ideas for improvement• Use data for formulate methodology/support for
FY04
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Internal Business Process Perspective
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Internal Business Process Perspective
I1a: Number of meetings with customers/stakeholders related to implementation
50% of ORS TBD TBD
Amy and Carmen
I1b: % of customers/stakeholders satisfied with changes (survey question)
Baseline > FY03 > FY04 OQM Customer Scorecard
Amy
I1: Tailor the implementation of the performance management process from year to year to accommodate needs of ORS/ORF service provider teams.
Objective MeasureFY 03
TargetFY04 Target
FY05 Target
Initiative Owner
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List Number and the Name of the Measure
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Internal Business Process PerspectiveWhat does the data tell you?
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Internal Business Process PerspectiveWhat actions are planned?
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Learning and Growth Perspective
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Learning and Growth Perspective
L1a: Hours of professional development (conferences, training, reading, research)
10% of available
hours
15% of available
hours
20% of available
hours
Each staff member attends training or
conferenceGay
L1b: % of OQM budget spent on professional development support
Baseline >FY 02 >FY 03 Gay
L1: Invest in OQM's staff professional development
Objective MeasureFY 03
TargetFY04 Target
FY05 Target
Initiative Owner
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List Number and the Name of the Measure
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Learning and Growth PerspectiveWhat does the data tell you?
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Learning and Growth PerspectiveWhat actions are planned?
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Financial Perspective
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Financial Perspective (cont.)
Mandatory to Report on Unit Cost Objective
Objective MeasureFY 03
TargetFY04 Target
FY05 Target
Initiative Owner
F1: Minimize unit cost of performance measurement at defined level of service.
F1: OQM labor hours per person plus cost of books, materials and software program support
>FY 02 >FY 03 >FY 04 Adele & Josh
F2: Minimize unit cost of benchmarking at defined level of service.
F2: OQM labor hours plus consultant hours;
>FY 02 >FY 03 >FY 04 Adele & Josh
F3: Minimize unit cost of developing a PBSC process at a defined level of service.
F3: OQM labor hours plus any costs for subscriptions for benchmarking databases
>FY 02 >FY 03 >FY 04 Adele & Josh
F4: Minimize unit cost of consulting on other strategic initiatives at a defined level of service.
F4: OQM labor hours for PWSS plus any costs for conference rooms and teleconferencing
>FY 02 >FY 03 >FY 04 Adele & Josh
Fin
anci
al
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List Number and the Name of the Measure
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Financial PerspectiveWhat does the data tell you?
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Financial PerspectiveWhat actions are planned?
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Conclusions
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Conclusions from PMP
• List major findings from your PMP• List any improvements achieved• Highlight initiatives for FY04
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Appendix
• List what you have included in your Appendix:
Page 2 of templateCustomer Perspective
C2a: List Name of Measure……………………………………………C2b: List Name of Measure…………………………………………….C2c: List Name of Measure…………………………………………….
Internal Business Process PerspectiveIB1a: List Name of Measure……………………………………………. IB1b: List Name of Measure……………………………………………. IB3a: List Name of Measure…………………………………………….
Learning and Growth PerspectiveLG1b: List Name of Measure…………………………………………….
LG2a: List Name of Measure…………………………………………….Financial Perspective
F1a: List Name of Measure……………………………………………. F2a: List Name of Measure……………………………………………. F3a: List Name of Measure…………………………………………….
C4a: List Name of Measure…………………………………………….