Today’s Focus Areas
• A Reversed Approach to building your scorecard
– Understand the drivers
– Ask the questions
– Find the data
– Answer the Questions
• Effectively measure and improve efficiency and quality
• Continual Improvement
• Promote Value
• Report and scorecard examples
The Origin
The Balanced Scorecard
• Robert Kaplan and David Norton lay out the approach for measuring business value that goes beyond a simple financial perspective.
• This model, the Balanced Scorecard, incorporates financial, customer, business process efficiency, and organizational capability perspectives
Balanced Scorecard
Financial: How is my department delivering against financial goals?
Customer:How is my team delivering value to customers?
How valuable are those customers?
Balanced Scorecard
Business Process: How effectively is my department executing the right processes to support our business goals?
Organizational Capability: How are my business and its employees becoming more able to deliver value
Why a Scorecard?
• The way to assess and show your team’s:
– Impact and value to the business
– Efficiency
– Success with Improvements
– Maturity of processes
– Quality
– Adherence to procedures
– Service Delivery Consistency
Balanced Scorecard
“Despite all of the data service desk managers have at their fingertips, most can’t answer a very basic question: How is my service desk performing? The balanced scorecard resolves this dilemma by combining the most important service desk KPIs into a single, overall measure of service desk performance.”
Jeff Rumburg, MetricNet
An Unbalanced Scorecard
Balancing the Scorecard
• People will always “hit the numbers”– There is often a direct correlation between metrics
and behavior!
– Align and re-align metrics (based on results/behavior)
• Measure Operations AND Quality AND Value
• No single metric is the “silver bullet”
• Always focus on the big picture– Efficiencies and effectiveness
– Business value
– The customer experience
The Balanced Scorecard
The key is in the balance—understanding how management decisions affect each of the four quadrants.
6-17
Source: HDI SCM Course
Approach
Reverse Your Approach
• Start with questions
• What do you want to know?
• What do you want to show?
• Use metrics and reports as the answers
• What metrics are available? Which are KPIs?
• What else is needed?
• It’s not how much, it’s how useful
Continually Evolve
• Provide what Partners want
• Listen!
• Use their words
• Answer what they ask.
• Learn from their questions and comments
• Quality vs. Quantity
• Adjust and Adapt
Start with the Questions
Ask yourself:
• What do I want to know?
• What do I want to show?
Don’t answer with metrics!
Show Your Value
Can you:
• Site specific business tasks that your team facilitates completing?
• Quantify the amount of time your team has helped them save?
• Measure productivity gains facilitated by your team?
• Show cost savings or an increase in profits or customer retention?
Look for the metrics or information that you can use to quantify each of these.
The Customer Voice
• What do you expect when…?
• How can we make your job easier?
• How do our services currently save you time?
• Where could we help you to gain time?
• What is efficient/inefficient?
• If we could change one thing that would have a large impact on , what would it be?
What the Business may Ask
Senior Management
• Does IT support the achievement of business objectives?
• What value does the expenditure on IT deliver?
• Are IT costs being managed effectively?
• Are risks being identified and managed?
• Are targeted inter-company IT strategies being achieved?
What the Business may Ask
Business Unit Executives
• Are IT services delivered at a competitive cost?
• Does IT deliver on its service level commitments?
• Do IT investments positively impact business productivity or the customer experience?
• Does IT contribute to the achievement of our business strategies?
What IT may Ask
• Are we growing professional competencies needed for successful service delivery?
• Are we creating a positive workplace environment?
• Do we effectively measure and reward individual and team performance?
• Do we capture organizational knowledge to continuously improve performance?
• Can we attract and retain the talent needed to support the business?
Building the Balanced Support Scorecard
The Working Council for Chief Information Officers found that the most advanced scorecards shared these structural attributes
1. Simplicity of presentation
2. Explicit links to IT Strategy
3. Broad executive commitment
4. Enterprise-standard metrics defined
5. Drill-down capability and available context
6. Individual manager compensation linked
High level steps
Select dependable metrics
Distill process-based indicators
Include Project Outcome measures
Incorporate Service Level agreements
Represent new functions
Assign metric ownership
Seven Deadly Sins of the I.T. Scorecard
1. An IT-centric view of IT performance
2. Measures that don’t matter
3. Lack of standard metrics definitions
4. Over-reliance on tools
5. Lack of drill-down capability hindering interpretation
6. Too many metrics
7. No individual impactSource: Working Council for Chief Information Officers
Efficiency Quality Value
• Network speed• First contact resolution
(FCR)• IT hours spent on
projects• Time to resolution• Accuracy• On time, on budget• Transactions per second• Defect removal• Correct routing• Automation• Appropriate prioritization• Maximum duration of
outage• Number of Core system
outages• Reliability• Mea time to repair
• Baseline• System Performance
Monitoring• Incident Monitoring• Knowledge Monitoring• Quality Index• Core System Availability• Coaching• Alignment with goals• Proper sense of urgency• Customer Service Skills• SLA/OLA compliance• Service Review
meetings and improvement plans
• Customer Satisfaction• Saved time• Productivity• Business impact• Correlation to business
needs• WIIFM (What’s in it for
me?)• Accuracy• Trending
• Top types• Priority
• Cost• Per contact• To business
Balanced Scorecard
• Ties performance measurements to strategy
• For each quadrant, show: – Objectives
– Metrics
– Targets
– Initiatives
• Review past performance and trends, and establish optimal forecasting
Financial
How do we look to our
shareholders?
Internal Business
Process
What must we
excel at?
Customer
How do customers see
us?
Learning and Growth
Can we continue to
improve and create
value?
6-16/17
Source: HDI SCM Course
Vision & Strategy
Customer Orientation Scorecard MetricsObjective Measures
Customer Satisfaction Business Unit survey ratingsService quality and responsivenessContribution to business objectives
Development services performed
Major project success scoresGoal attainmentSponsor satisfaction
Operational services performed
Service level complianceMean time to restore service during major incidents
Source: Taylor & Francis Group
Operational Excellence Scorecard Metrics
Objective Measures
Operational process performance
ProductivityResponsivenessChange management effectivenessIncident occurrence levels
Process maturity Assessed level of maturity Delivery and supportMonitoring
ArchitectureManagement
State of the infrastructure assessmentProduct acquisition compliance with technology standardsIncreased reliability as result of architecture changes
Source: Taylor & Francis Group
CRM Scorecard MetricsObjective Measures
Customer Retention percentWin-back percentCustomer acquisitionsCustomer satisfaction
Process Conversion rate per sales channelCost of sales per sales channelService level per channelCost per service encounter
Staff Employee satisfactionEmployee retention
Source: Taylor & Francis Group
Quantify AnswersCustomer Satisfaction Business Value
• Overall satisfaction of IT Services• Projects delivered within budget• Projects delivered on time or
sooner• Results achieved from new or
changed service
• Active projects linked to business initiatives
• Cost or time savings realized• Active projects with approved
funding/business cases• Projects delivering expected
business results/benefits
Operational Excellence Innovation/Future Growth
• Mean time to restore services• Success of user training• % of Security incidents• Incidents related to releases• Reliability of services• Security incidents prevented• Service quality and
responsiveness
• New technology capabilities introduced
• Automation of routine requests/business processes
• Increased number of new ideas• Revenue or results from new
products or services
Samples
Summary
More is not better.
Ask first – don’t guess
Provide what is needed and answer what is asked.
Learn from the questions and comments
Adapt to your audience – internal vs. external
Expect change
Thank you for attending this session.
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Rae Ann Bruno:
BusinessSolutionsTraining.com
@raeannbruno
https://www.linkedin.com/pub/rae-ann-bruno/0/395/99b