Chapter 4 Business Performance Management Business Performance Management

Chapter 4 Business Performance Management

Business Performance Management (BPM) Overview Ø BPM Defined l Business performance management (BPM) A real-time system that alert managers to potential opportunities, problems and threats, and then empowers them to react through models and collaboration

Strategize: Where Do We Want to Go? Ø Strategic planning l l Critical success factors (CSF) Key factors that delineate things that an organization must excel at to be successful in its market space Strategic vision A picture or mental image of what the organization should look like in the future

Strategize: Where Do We Want to Go? Ø Strategic planning l l Strategic objective A broad statement or general course of action prescribing targeted directions for an organization Strategic goal A quantified objective with a designated time period

Strategize: Where Do We Want to Go? The strategy gap Ø l Four sources for the gap between strategy and execution: 1. 2. 3. 4. Vision People Management Resources

Plan: How Do We Get There? Ø Operational planning l Operational plan Plan that translates an organization’s strategic objectives and goals into expected results.

Plan: How Do We Get There? Ø Operational planning l l Tactic-centric plan—tactics are established to meet the objectives and targets established in the strategic plan (used by best practices organizations Budget-centric plan—a financial plan or budget is established that sums to the targeted financial values

Monitor: How Are We Doing? Ø A comprehensive framework for monitoring performance should address two key issues: l l What to monitor How to monitor

Performance Measurement Ø Performance measurement system A system that assists managers in tracking the implementations of business strategy by comparing actual results against strategic goals and objectives

Effective Performance Measurement Basic ingredients include: l l l Measures should focus on key CSF’s Measures should be a mix of past, present, and future Measures should balance the needs of all stakeholders (shareholders, employees, partners, suppliers, etc). Measures should start at the top and flow down. Targets must be based on facts and reality; arbitrary measures do not work in the long run.

BPM Methodologies Ø Balanced scorecard (BSC) A performance measurement and management methodology that helps translate an organization’s financial, customer, internal process, and learning and growth objectives and targets into a set of actionable initiatives

BPM Methodologies The meaning of balance Ø l l BSC is designed to overcome the limitations of systems that are financially focused Nonfinancial objectives fall into one of three perspectives: 1. Customer 2. Internal business process 3. Learning and growth

BPM Methodologies l Strategy map A visual display that delineates the relationships among the key organizational objectives for all four BSC perspectives

BPM Methodologies Ø Six Sigma A performance management methodology aimed at reducing the number of defects in a business process to as close to zero defects per million opportunities (DPMO) as possible

BPM Architecture and Applications BPM architecture Ø l l System architecture The logical and physical design of a system A BPM system needs three components in order to contribute to the successful implementation of strategy: 1. 2. 3. Database tier Application tier Client or user interface

BPM Architecture and Applications BPM architecture Ø l Database tier designs include: • • • Transactional data stores Application data marts Centralized data warehouse

BPM Architecture and Applications BPM architecture Ø l BPM applications: 1. 2. 3. 4. 5. Budgeting, planning, and forecasting Profitability modeling and optimization Scorecard applications Financial consolidation Statutory and financial reporting

BPM Architecture and Applications BPM architecture Ø l BPM user interface • • The user interface is the bridge between the BPM applications and the end user The Web browser is currently the primary tool for accessing information in a BPM system Spreadsheets are a popular alternative when a rich user interface is needed to support the analytical and computation needs of the user BPM interfaces should provide is guidance to the end user

Performance Dashboards Ø Dashboards and scorecards both provide visual displays of important information that is consolidated and arranged on a single screen so that information can be digested at a single glance and easily explored

Performance Dashboards

Performance Dashboards Ø Dashboards versus scorecards l l Performance dashboards Visual display used to monitor operational performance Performance scorecards Visual display used to chart progress against strategic and tactical goals and targets

Performance Dashboards versus scorecards Ø l Three types of performance dashboards: 1. 2. 3. Operational dashboards Tactical dashboards Strategic dashboards

Performance Dashboards Ø Dashboard design l “The fundamental challenge of dashboard design is to display all the required information on a single screen, clearly and without distraction, in a manner that can be assimilated quickly" (Few, 2005)

Performance Dashboards l What to look for in a dashboard • Use of visual components (e. g. , charts, performance bars, sparklines, gauges, meters, stoplights) to highlight, at a glance, the data and exceptions that require action. • Transparent to the user, meaning that they require minimal training and are extremely easy to use • Combine data from a variety of systems into a single, summarized, unified view of the business

Performance Dashboards l What to look for in a dashboard • Enable drill-down or drill-through to underlying data sources or reports • Present a dynamic, real-world view with timely data refreshes, enabling the end user to stay up-to-date with any recent changes in the business. • Require little, if any, customized coding to implement, deploy, and maintain

Business Activity Monitoring (BAM) Ø Business activity monitoring (BAM) A real-time system that alert managers to potential opportunities, impending problems, and threats, and then empowers them to react through models and collaboration