SESSION 608 Tuesday, November 3, 2:45pm - 3:45pm Track: Service Support and Operations
|
|
- Imogene Hopkins
- 6 years ago
- Views:
Transcription
1 SESSION 608 Tuesday, November 3, 2:45pm - 3:45pm Track: Service Support and Operations Measuring Operational Efficiency and Value Rae Ann Bruno President, Business Solutions Training Inc. rbruno@businesssolutionstraining.com Session Description The goal of operations is to run efficiently, provide consistent, high-quality services, and continually improve the customer experience. Although we have plenty of data to use for trending, improving services, and promoting value, it difficult to deliver the right mix of metrics. This session presents a holistic method for effectively measuring and improving efficiency and quality, and attendees will walk away with sample reports and templates to use in their own organizations. (Experience Level: Intermediate) Speaker Background Rae Ann Bruno, president of Business Solutions Training Inc., provides consulting and training services in various areas of ITIL, KCS, communications, internal marketing, metrics, and process improvement. Rae Ann holds several ITIL certifications, is a member of the HDI Faculty and the HDI International Standards Committee, and is the author of the HDI focus books Translating IT Metrics into Business Benefits and What Have You Done for Me Lately?: Creating an Internal Marketing Culture.
2 Session 608 Measuring Operational Efficiency and Value Rae Ann Bruno Today s Objectives Show the difference between efficiency metrics and effectiveness (business value) metrics. Display questions that the business wants to have answered (about IT). Provide ideas for taking a business perspective approach to developing reports. Identify steps to develop reports and scorecards that show business value. Share report and scorecard examples.
3 Common Operational Reports Service Availability Call volume First Contact Resolution Top 10 incidents Top 10 requests Mean time to repair Project status Resource Management Workforce Management Show Business Value Are you able to: Site specific business tasks that your team facilitates completing? Quantify the amount of time your team has helped the business save? Measure productivity gains facilitated by your team? Show cost savings or an increase in profits or customer retention? Work with business partners to identify the metrics or information that quantifies each of these.
4 What the Business is Asking 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?
5 What the Business is Asking 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 is Asking 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?
6 Building Reports that Answer Questions and Show Value Building Valuable Reports 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
7 Questions Reverse the Normal Approach Start with the Questions. What do you your stakeholders want to know? What critical services do you provide and how does it impact business? Ask! Understand what information is needed. Review What reports do you have today that answer the questions? Which reports/metrics measure efficiency? effectiveness? Improvement? Results? What metrics can you use to tell the story or answer the questions? Answer What can we answer today? What do we need to change? How are we performing? Where do we excel? What can we improve? What are we showing the business? I.T.? Our team? Select dependable metrics High level steps Distill process-based indicators Include Project Outcome measures Incorporate Service Level agreements Represent new functions Assign metric ownership
8 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 Efficiency Eliminate redundant efforts, unnecessary steps, and streamline efforts Measure consistently and regularly Include, assess, and improve within: Design and Development Processes (RACI, execution of steps) Training Continual Improvement Efforts Meetings Post Mortems Issues
9 Efficiency Network speed First contact resolution (FCR) IT hours spent on projects Time to resolution Accuracy On time, on budget Transactions per second Problem Elimination Three Focus Areas Correct routing Automation Appropriate prioritization Maximum duration of outage Number of Core system outages Quality 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
10 Quality MUST make the time to assess quality! Putting processes in place is not enough. Essential for cultural and behavior changes. Is defined by and measured by customer very visible! Quality Metrics assess: Consistency How well we are doing Maturity of process Quality of skills/team members The customer experience Job Rotations Training Lessons learned 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? What business results are needed in your division? If we could change one thing that would have a large impact on, what would it be?
11 Value Customer Satisfaction Saved time Productivity Business impact Correlation to business needs Business results WIIFM (What s in it for me?) Accuracy Mean time to Value Trending Top types Priority Cost Per contact To business Sample Reports
12 Building the IT Balanced Scorecard Building the IT Scorecard Business Balanced Scorecard IT Balanced Scorecard IT Development Balanced Scorecards IT Operations Balanced Scorecards
13 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 impact Source: Working Council for Chief Information Officers 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? Customer How do customers see us? Vision & Strategy Internal Business Process What must we excel at? Learning and Growth Can we continue to improve and create value? Source: HDI SCM Course 6-16/17
14 Customer Orientation Scorecard Metrics Objective Customer Satisfaction Development services performed Operational services performed Measures Business Unit survey ratings Service quality and responsiveness Contribution to business objectives Major project success scores Goal attainment Sponsor satisfaction Service level compliance Mean time to restore service during major incidents Source: Taylor & Francis Group Operational Excellence Scorecard Metrics Objective Operational process performance Process maturity Architecture Management Source: Taylor & Francis Group Measures Productivity Responsiveness Change management effectiveness Incident occurrence levels Assessed level of maturity Delivery and support Monitoring State of the infrastructure assessment Product acquisition compliance with technology standards Increased reliability as result of architecture changes
15 CRM Scorecard Metrics Objective Customer Process Staff Retention percent Win-back percent Customer acquisitions Customer satisfaction Measures Conversion rate per sales channel Cost of sales per sales channel Service level per channel Cost per service encounter Employee satisfaction Employee retention Source: Taylor & Francis Group 120 Combined Support Scorecard Cases Closed/week Articles Linked/week Articles Created/week Articles Modified/week Citations/week Average Handle Time % FCR 20 Source: HDI KCS Course
16 Customer Satisfaction Business Value Quantify Answers Overall satisfaction of IT Services Projects delivered within budget Projects delivered on time or sooner Results achieved from new or changed service Operational Excellence 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 Active projects linked to business initiatives Cost or time savings realized Active projects with approved funding/business cases Projects delivering expected business results/benefits Innovation/Future Growth New technology capabilities introduced Automation of routine requests/business processes Increased number of new ideas Revenue or results from new products or services Summary Continually solicit the voice of the customer Grow your team s business knowledge and skills on an ongoing basis Create a collaborative culture Build relationships with the business and become business innovators Balance quality and efficiency metrics Learn the value of your services to the business and quantify that value
17 Summary Create a unified I.T. department Place full emphasis on the customer experience It s about business, not technology (service) Define and redefine regularly Transparency is necessary to improve You can t manage what you don t measure Thank you for attending this session. Please don t forget to complete an evaluation form!
18 Contact Info
ITIL Intermediate Lifecycle Stream:
ITIL Intermediate Lifecycle Stream: SERVICE TRANSITION CERTIFICATE Sample Paper 2, version 6.1 Gradient Style, Complex Multiple Choice QUESTION BOOKLET Gradient Style Multiple Choice 90 minute paper Eight
More informationSupply Management Three-Year Strategic Plan
Supply Management Three-Year Strategic Plan 2010-2012 Message From the Vice President, Supply Management I am pleased to present our new three-year strategic plan for fiscal years 2010 2012. The plan
More informationSession 308 Monday, October 21, 3:00 PM - 4:00 PM Track: Industry Insights
Session 308 Monday, October 21, 3:00 PM - 4:00 PM Track: Industry Insights Knowledge Management at Progressive Insurance: A Case Study Barb Dombrowski IT Manager, Progressive Insurance barb_dombrowski@progressive.com
More informationITIL from brain dump_formatted
ITIL from brain dump_formatted Number: 000-000 Passing Score: 800 Time Limit: 120 min File Version: 1.0 Экзамен A QUESTION 1 Which role is responsible for carrying out the activities of a process? A. Process
More informationLeading Practice: Approaches to Organizational Change Management
Leading Practice: Approaches to Organizational Change Management Abstract This document provides recommended approaches to organizational change management (OCM) when implementing CA Project and Portfolio
More informationEvaluating and Building Portfolio Management Maturity
Evaluating and Building Portfolio Management Maturity Hostetter and Norris, UMD PM Symposium 2016 Evaluating and Building Portfolio Management Maturity Susan Hostetter and Sherri Norris U.S. Census Bureau,
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability
More informationWhy CRM Fails and What To Do About It. Copyright 2015 The Sales Management Association. All rights reserved.
Why CRM Fails and What To Do About It Copyright 2015 The Sales Management Association. All rights reserved. SPEAKER Tom Disantis Chief Operating Officer Vantage Point Performance Email:tdisantis@vantagepointperformance.com
More informationHow to Transform Your Talent Strategy into a Business Strategy Presented by:
How to Transform Your Talent Strategy into a Business Strategy Presented by: Sharlyn Lauby ITM Group Inc. Sponsored By: Wednesday, May 21, 2014 2:00 p.m. to 3:00 p.m. Eastern 1:00 p.m. to 2:00 p.m. Central
More informationWelcome! ITSM Academy
Welcome! 1 About ITSM Academy Accredited Education Certified Process Design Engineer (CPDE) ITIL Foundation ITIL Capability (OSA PPO RCV SOA) ITIL Lifecycle (SS SD ST SO CSI) ITIL Managing Across the Lifecycle
More informationTranslate stakeholder needs into strategy. Governance is about negotiating and deciding amongst different stakeholders value interests.
Principles Principle 1 - Meeting stakeholder needs The governing body is ultimately responsible for setting the direction of the organisation and needs to account to stakeholders specifically owners or
More informationNCOVER. ROI Analysis for. Using NCover. NCover P.O. Box 9298 Greenville, SC T F
NCOVER ROI Analysis for Test Coverage Using NCover NCover P.O. Box 9298 Greenville, SC 29601 T 864.990.3717 F 864.341.8312 conversation@ncover.com www.ncover.com Table of Contents Executive Summary 2 Cost
More informationCareer opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design IMPACT CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
More informationA Formal Organizational Excellence Program
A Formal Organizational Excellence Program To enable the achievement of institutional strategic goals and priorities excellence in education, research, and scholarship and leverage its core strengths and
More informationCatching Fraud During a Recession Through Superior Internal Controls. FICPA s 25 th Annual Accounting Show. J. Stephen Nouss September 29, 2010
Catching Fraud During a Recession Through Superior Internal Controls FICPA s 25 th Annual Accounting Show J. Stephen Nouss September 29, 2010 1 Session Objectives Fraud Facts (2008 Association of Certified
More informationSponsor/CRO Partnership Optimization
Insight Brief Sponsor/CRO Partnership Optimization Developing a CRO Governance Model Geoff Garabedian, Vice President and Managing Director, Consulting at Quintiles Josh Samon, Principal Life Sciences
More informationImplementing Category Management for Common Goods and Services
Implementing Category Management for Common Goods and Services Darbi Dillon Office of Federal Procurement Policy 1800 G Street NW, Washington DC 20006 Audit Tax Advisory Grant Thornton LLP 333 John Carlyle
More informationEXIN ITIL. Exam Name: Exin ITIL Foundation
EXIN ITIL Number: EX0-001 Passing Score: 800 Time Limit: 120 min File Version: 24.5 http://www.gratisexam.com/ Exam Name: Exin ITIL Foundation Exam A QUESTION 1 Which role is responsible for carrying out
More informationThe Balanced Scorecard: Translating Strategy into Results
The Balanced Scorecard: Translating Strategy into Results By Becky Roberts, President, Catoctin Consulting, LLC (540) 882 3593, broberts@catoctin.com Abstract The balanced scorecard provides managers and
More informationVISION, MISSION, VALUES
VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse
More informationUnderstanding the Balanced
Understanding the Balanced IT is not the core competency Geographically distributed environment Grant driven technology decisions Spending is focused on saving lives not IT requirements Scorecard: 1) ACHIEVEMENT
More informationCreating a Customer Centric Organization
RESEARCH BRIEF Creating a Customer Centric Organization The Key Drivers of Customer Loyalty Bill Kowalski Integrity Solutions The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2009
More informationOutcomes Achieved on a Must-Win Project Prosci Webinar Slides
Outcomes Achieved on a Must-Win Project Part 2: Outcomes Achieved through Success on a Must-Win Project Prosci Webinar What does a new change management journey look like for other organizations? Prosci.
More informationITIL Goes Strategic! Marrying Program and Service MGMT
The Presentation Will Begin At 12PM EST ITIL Goes Strategic! Marrying Program and Service MGMT Service Operations processes are fairly easy to implement as they stand on their own, but the remaining four
More informationCyber Security. & GRC Metrics That Tell a Story! Presented by: Swarnika Mehta Manager, KPMG Cyber Security Services
Cyber Security & GRC Metrics That Tell a Story! Presented by: Swarnika Mehta Manager, KPMG Cyber Security Services Eva Benn Senior Associate, KPMG Cyber Security Services Contents 2 Introduction In the
More informationGovernance and decision rights. HR Business Partner and Centers of Expertise. The HR Chief Operating Officer. HR Organization
5 HR Business Partner and Centers of Expertise 6 Governance and decision rights HR Organization 4 The HR Chief Operating Officer 5 HR Business Partners and Centers of Expertise HR is at a turning point.
More informationSuccessful Delivery of Change How Managing Benefits is helping Dubai Customs optimize its return on investment
Successful Delivery of Change How Managing Benefits is helping Dubai Customs optimize its return on investment By Stephen Jenner, Author & Chief Examiner of Managing Benefits with Mohammad Rashed Bin Hashim
More informationChapter 6 Knowledge Management Assessment of an Organization
Chapter 6 Knowledge Management Assessment of an Organization Becerra-Fernandez, et al. -- Knowledge Management 1/e -- 2004 Prentice Hall Additional material 2009 Dekai Wu Chapter Objectives Examine why
More informationTotal. Innovation Networking Professional Development
2016 2017 February February 9 & 10, 10, 2017 2016 San San Francisco Francisco, CA Total User Customer Experience Experience Customer Experience Planning Customer Experience Planning Aligning CX, UX and
More informationBuilding a Foundation for Effective Service Delivery and Process Automation
Building a Foundation for Effective Service Delivery and Process Automation Agenda Service Management World Tour IBM Service Management Customer Challenges Overview of Service Delivery and Process Automation
More informationOrganizational Excellence Forum. Wednesday, June 8, 2016
Organizational Excellence Forum Wednesday, June 8, 2016 AGENDA Transforming Administration Program Update Cultivating a Culture of Service Organizational Roadmap 2 TRANSFORMING ADMINISTRATION PROGRAM https://tap.uw.edu
More informationConference summary report
Thank you for making Symposium/ITxpo 2011 our most inspiring event ever. Your enthusiasm, insights and willingness to share with your peers is why Gartner Symposium/ITxpo is the world s largest and most
More informationExample Governance Model
Example Governance Model Governance Why is it important? As an organization s strategy and priorities evolve, changes to the automation should sync up with the process changes Decision making should be
More informationelevating the role of finance at Mary Lanning Healthcare
CASE STUDY REPRINT November 2013 Amanda Hoffman Jay Spence healthcare financial management association hfma.org elevating the role of finance at Mary Lanning Healthcare One central Nebraska hospital sought
More informationChapter 1. Evolution of Human Resource Management and Human Resource Information Systems: The Role of Information Technology
Chapter 1 Evolution of Human Resource Management and Human Resource Information Systems: The Role of Information Technology HISTORICAL ERAS IN HRIS Pre-world War II Reactive, Caretaker role Record Keeping
More informationDynamic Reallocation of Portfolio Funds
Complete Perspective. Smart Decisions. #StrategicPMO Dynamic Reallocation of Portfolio Funds Ben Chamberlain Chief Product & Marketing Officer Ben.Chamberlain@umt360.com Agenda What s wrong with traditional
More informationBusiness Framework Change How You Manage Safety
Business Framework Change How You Manage Safety December 1, 2017 Joseph Muratore Mark Drozdov Today s Speakers Joseph Muratore Commercial Director BSI USA & Canada Mark Drozdov BSI CES SVP & Technical
More informationITIL Foundation v.3. Number: Passing Score: 800 Time Limit: 120 min File Version: 1.0.
ITIL Foundation v.3 Number: 000-000 Passing Score: 800 Time Limit: 120 min File Version: 1.0 http://www.gratisexam.com/ Exam A QUESTION 1 Which of the following is NOT an example of Self-Help capabilities?
More informationRESEARCH REPORT. Includes complete survey data. Project Management Maturity & Value Benchmark
RESEARCH REPORT Includes complete survey data Project Management Maturity & Value Benchmark 2014 2 Project Management Maturity & Value Benchmark 2014 Introduction PM Solutions Research first surveyed organizations
More informationEX0-117 Exin ITIL Certification Exam
EX0-117 Exin ITIL Certification Exam Number: EnsurePass Passing Score: 800 Time Limit: 120 min File Version: 13.01 http://www.gratisexam.com/ Vendor: Exin Exam Code: EX0-117 Exam Name: ITIL Foundation
More informationElevate your organization. To reach the Cloud.
Elevate your organization. To reach the Cloud. En route to Digital. Results from KPMG s Harvey Nash Survey. The Harvey Nash Survey 4,500 Responses 2 Decades $1-3trn IT budget 86 Countries 118 Government
More informationINFORMATION SERVICES FY 2018 FY 2020
INFORMATION SERVICES FY 2018 FY 2020 3-Year Strategic Plan Technology Roadmap Page 0 of 14 Table of Contents Strategic Plan Executive Summary... 2 Mission, Vision & Values... 3 Strategic Planning Process...
More informationEXIN ITIL Exam Questions & Answers
EXIN ITIL Exam Questions & Answers Number: ITIL Passing Score: 800 Time Limit: 120 min File Version: 37.4 http://www.gratisexam.com/ EXIN ITIL Exam Questions & Answers Exam Name: ITIL V3 Foundation Exam
More informationLUOMA ACTION TEAM #8 NEW EMPLOYEE ONBOARDING FINAL REPORT
P a g e 1 LUOMA ACTION TEAM #8 NEW EMPLOYEE ONBOARDING FINAL REPORT Recommendations for Anoka Technical College, Anoka-Ramsey Community College and Minnesota State June 22, 2016 INTRODUCTION Team Charge:
More informationITIL V3 Foundation (Classified Questions) Page 1 of Which of the following questions does Service Strategy help answer with its guidance?
ITIL V3 Foundation (Classified Questions) Page 1 of 21 Service Strategy 1. Which of the following questions does Service Strategy help answer with its guidance? 1. How do we prioritize investments across
More informationSAP Performance Benchmarking Human Capital Management Benchmarking Results. Company: ABC Company 6/25/2012
SAP Performance Benchmarking Benchmarking Results Company: ABC Company 6/5/0 Statement of Confidentiality and Exceptions The information and analysis contained herein are the confidential and proprietary
More informationImproved Risk Management via Data Quality Improvement
Improved Risk Management via Data Quality Improvement Prepared by: David Loshin Knowledge Integrity, Inc. January, 2011 Sponsored by: 2011 Knowledge Integrity, Inc. 1 Introduction All too frequently, we
More informationWHITE PAPER. Guiding principles and dimensions of testing transformation
Guiding principles and dimensions of testing transformation Defining testing transformation Simply put, testing transformation is the process of defining a set of processes and methodologies to accomplish
More informationFinance Division. Strategic Plan
Finance Division Strategic Plan 2014-2019 Introduction FINANCE DIVISION The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationEmbarking on the Journey to Customer Centricity
customer centricity Embarking on the Journey to Customer Centricity by Craig Bailey Craig Bailey (right) is founder and president of Customer Centricity, Inc., an organization that assists companies in
More informationGlobal Crises: What We Really Need to Do to Be Prepared. Day One / Session C5
Global Crises: What We Really Need to Do to Be Prepared Day One / Session C5 April 12, 2010 Clyde Berger Adam Chusid 0 Today s Objectives Present practical solutions for building a viable sustainable program
More informationSupplier Relationship Management Study: Summary of Findings
Supplier Relationship Management Study: Summary of Findings Copyright 2016 by Vantage Partners, llc. All rights reserved. Supplier Relationship Management Study: Summary of Findings By Ashley Hatcher and
More informationIT Management & Governance Tool Assess the importance and effectiveness of your core IT processes
IT & Governance Tool Assess the importance and effectiveness of your core IT processes STRATEGY& GOVERNANCE IT & Governance Framework APPS EDM01 ITRG04 DATA &BI ITRG06 IT Governance Application Portfolio
More informationThe ROI of ITSM. Know Your Financial Impact! MetricNet Best Practices Series
The ROI of ITSM Know Your Financial Impact! MetricNet Best Practices Series Las Vegas, NV #HDIConf APRIL 10 APRIL 13, 2018 Leveraging Metrics to Take Southwest Airlines to a Higher Plane A Case Study Session
More informationBakersfield College Program Review Annual Update 2015
Bakersfield College Program Review Annual Update 2015 I. Program Information: Program Name: Human Resources Program Type: Instructional Student Affairs Administrative Service Bakersfield College Mission:
More informationKCS: Lessons from the Journey. Presented By Chris Meadows
KCS: Lessons from the Journey Presented By Chris Meadows Agenda: Introduction Overview of KCS Practices Overview of Adoption Phases Demonstration of KCS Process Integration Discoveries, Challenges, Ditches
More informationUnleashing the Enormous Power of Call Center KPI s. Call Center Best Practices Series
Unleashing the Enormous Power of Call Center KPI s Call Center Best Practices Series 27 Years of Call Center Benchmarking Data Global Database More than 3,700 Call Center Benchmarks 30 Key Performance
More information10 Key Components for a Winning Candidate Experience
White Paper 10 Key Components for a Winning Candidate Experience What is the Candidate Experience? According to Gallup, 70% of U.S. workers are disengaged. Given that statistic, it only seems logical that
More informationBalancing Your Safety Metrics Why Leading Metrics May Be Misleading
Session No. 574 Balancing Your Safety Metrics Why Leading Metrics May Be Misleading Paul Esposito, CSP, CIH President, STAR Consultants, Inc. Introduction Using data collected from leading companies worldwide,
More informationSESSION 407 Thursday, May 11, 10:00am - 11:00am Track: The Executive Perspective. The Era of Shift-Left: A Case Study in Cost Reduction
SESSION 407 Thursday, May 11, 10:00am - 11:00am Track: The Executive Perspective The Era of Shift-Left: A Case Study in Cost Reduction Richard Sykora Product Support Manager, Blackbaud richard.sykora@blackbaud.com
More informationCGI and EPB. Delivering client-focused innovation to transform grid operations
CGI and EPB Delivering client-focused innovation to transform grid operations EPB integrates CGI s Pragma digital capabilities to transform its grid operations Utilities are under unprecedented pressure
More informationBuilding a Culture of Employee Effectiveness & Engagement. It Requires More Than Just a Survey
Building a Culture of Employee Effectiveness & Engagement It Requires More Than Just a Survey 1 Employee Engagement is a Critical Human Capital Outcome That Drives Business Performance Business Objectives/Outcomes
More information1100 Island Drive, Suite 101, Redwood City, CA
1100 Island Drive, Suite 101, Redwood City, CA 90465 +1 650.817.7240 info@glintinc.com 1 Contents Introduction 03 A Paradigm Shift: From Talent Management to People Success Critical Components of a Pulse
More informationAnyone wishing to obtain an understanding of BPI and carry out BPI initiatives in their organizations.
Course: A Practitioner s Approach to Business Process Improvement Guided Learning Hours: 24 Pre-requisites: None Abstract Within all organizations, business processes provide the mechanism for translating
More informationBPM with a KM Twist Using the APQC Model to Guide Process & Knowledge Management
BPM with a KM Twist Using the APQC Model to Guide Process & Knowledge Management Sondra Holt, Manager Business Processes Matt Foste, Sr. Business Process Analyst APQC 2010 Member Meeting November 4-5,
More informationSESSION 802 Wednesday, November 4, 10:15am - 11:15am Track: Continual Service Improvement
SESSION 802 Wednesday, November 4, 10:15am - 11:15am Track: Continual Service Improvement Minimum Viable ITSM Donna Knapp Curriculum Development Manager, ITSM Academy dknapp@itsmacademy.com Session Description
More informationTop 35 Reasons You Need Contact Center Performance Management
Top 35 Reasons You Need Contact Center Performance Management February 2014 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Introduction... 1 Real-Time and Historical CCPM... 1 Top Reasons to
More informationCase Study. Technical Talent Management
Case Study Technical Talent Management Best practices from Lockheed Martin A global security company headquartered in Bethesda, MD., Lockheed Martin employs 126,000 people worldwide. Primarily engaged
More informationPMI - Minnesota August 14, Oh no - PMO. Presented by: Michael Vinje - PMP.
PMI - Minnesota August 14, 2007 Oh no - PMO Presented by: Michael Vinje - PMP 1 mvinje@trissential.com 2005 All Rights Reserved. Agenda Presentation Objective PMO Background & Survey What The Experts Said
More informationMaking pay for performance work
Making pay for performance work Towers Watson s Autumn Conference Specialist incentives Ron Burke and Scott Cullen 3 October 2013 2013 Towers Watson. All rights reserved. Agenda What do we mean by specialist
More informationVisionary Leadership. Systems Perspective. Student-Centered Excellence
Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
More informationManaging What You Measure
Managing What You Measure Lessons from the Balanced Performance Scorecard Tim Sullivan Touchstone Energy Tony Thomas NRECA Business and Technology Solutions Henry Cano NRECA Natl Consulting Group Feb.
More informationBuilding an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion
Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key
More informationSERVICE PROVIDER ALIGNMENT
SERVICE PROVIDER ALIGNMENT Presented to: Presented by: Larry Ebert Cushman & Wakefield 1 A G E N D A INTRODUCTION ENTERPRISE ALIGNMENT SERVICE PROVIDER ALIGNMENT VESTED OUTSOURCING CASE STUDY QUESTIONS
More informationCORPORATE LEADERSHIP COUNCIL JULY LITERATURE KEY FINDINGS Selecting HR Metrics
CORPORATE LEADERSHIP COUNCIL JULY 2006 www.clc.executiveboard.com LITERATURE Selecting HR Metrics HR s increasing responsibility as a business partner requires it to quantify performance in key HR functions
More informationManaging Strategic Initiatives for Effective Strategy Execution
Managing Strategic Initiatives for Effective Strategy Execution Process 1: Initiative Rationalization A Balanced Scorecard Collaborative White Paper September 2005 Introduction The proper management of
More informationTransforming the financial services contact center: A human perspective in the digital era
Transforming the financial services contact center: A human perspective in the digital era Digital disruption has transformed industry after industry from retail to publishing to lodging and telecommunications
More informationSESSION 304 Wednesday, April 25,3:00 PM - 4:00 PM Track: Support Essentials
SESSION 304 Wednesday, April 25,3:00 PM - 4:00 PM Track: Support Essentials The Recovery Paradox Ian Clayton Principal, Management 101 ian@servicemanagement101.com Session Description The rules of business
More informationPART THREE: Work Plan and IV&V Methodology (RFP 5.3.3)
PART THREE: Work Plan and IV&V Methodology (RFP 5.3.3) 3.1 IV&V Methodology and Work Plan 3.1.1 NTT DATA IV&V Framework We believe that successful IV&V is more than just verification that the processes
More informationSESSION 405 Tuesday, November 3, 10:00am - 11:00am Track: Industry Insights
SESSION 405 Tuesday, November 3, 10:00am - 11:00am Track: Industry Insights Major Incident Management: From Inhibitor to Enabler Nicole Skibinski Manager, Service Assurance, Spectrum Health nicole.skibinski@spectrumhealth.org
More informationContents An Introductory Overview of ITIL Service Lifecycle: concept and overview...3 I. Service strategy...6 The 4 P's of ITIL Service
ITIL 2011 Notes Contents An Introductory Overview of ITIL 2011...3 Service Lifecycle: concept and overview...3 I. Service strategy...6 II. The 4 P's of ITIL Service Strategy...6 Key processes and activities...7
More informationStrategic Direction #7 Business Operations. Final Report
Strategic Direction #7 Final Report Strategic Direction 7 Centralize the System s business administrative functions, where appropriate, in order to leverage resources and increase effectiveness of service
More informationTrends in Performance Management & Compensation. Jeremy Spake, Principal Compensation Consultant
Trends in Performance Management & Compensation Jeremy Spake, Principal Compensation Consultant Current Workforce Trends Culture, engagement and retention top issues for businesses this is not an HR problem
More informationSTRATEGIC PLAN
STRATEGIC PLAN 2017-2020 V I S I O N To be the leading voice of the Canadian Hotel & Lodging industry. M I S S I O N To enhance the prosperity of the Canadian Hotel and Lodging industry through strong
More informationHow to Drive Business Value with Capacity Management
How to Drive Business Value with Capacity Management 18 July 2017 Your Presenter Jim Smith The Building Blocks Executive Buy-in Benefits realization Assessment Roles and responsibilities Strategy Toolset
More informationADR International ADR s Online Supply Chain Academy (OSCA) elearning Courses
Learning ADR International ADR s Online Supply Chain Academy (OSCA) elearning Courses 2016 ADR International Contents About ADR s Online Supply Chain Academy (OSCA) 3 The Strategic Sourcing Process 4 ADR
More informationONLINE PERFORMANCE APPRAISAL SYSTEM. Version 1.0
ONLINE PERFORMANCE APPRAISAL SYSTEM Version 1.0 Speaker Profiles Hemalatha V Senior Vice President at talent MAXIMUS Prabakar Marimuthu Director of Engineering Synergita House Keeping Instructions Content
More informationCA Clarity PPM For New Product Development
PRODUCT BRIEF: CA CLARITY PPM FOR NEW PRODUCT DEVELOPMENT CA Clarity PPM For New Product Development CA CLARITY PPM FOR NPD HELPS YOUR ORGANIZATION MEET COMPLEX, NEW PRODUCT DEVELOPMENT AND INTRODUCTION
More informationTrusted by more than 150 CSPs worldwide.
RAID is a platform designed for Communication Service Providers that want to leverage their data assets to improve business processes and gain business insights, while at the same time simplify their IT
More informationEngaging Staff in Change Management: HR Transformation Process in the School of Medicine and Public Health
Engaging Staff in Change Management: HR Transformation Process in the School of Medicine and Public Health Brian Gittens, EdD, SPHR, SCP-HR Associate Dean of HR, Equity, and Inclusion Session Agenda Overview
More informationMERCER WEBCAST THE WELL-PREPARED DEAL MAKER The importance of metrics for successful M&A transactions
MERCER WEBCAST THE WELL-PREPARED DEAL MAKER The importance of metrics for successful M&A transactions Adam Rosenberg Partner and M&A Leader for the UK London / Manchester Alexandra Hadley Principal London
More informationCOM B. Eisenfeld, S. Nelson
B. Eisenfeld, S. Nelson Research Note 25 September 2003 Commentary CRM Best Practices: From Processes to Metrics Managers who apply customer relationship management best practices in such areas as processes,
More informationHow a project approach will build change management capability across your organization
capability across your How a project approach will build change management capability across your Prosci Webinar How a project approach will build change management Enterprise Change Management Organizational
More informationFuture FS Leadership Development Managing Talent to Deliver Value
Future FS Leadership Development Managing Talent to Deliver Value Service Overview: An effective Talent Management strategy ensures that an organization has the people and skills, now and in the future,
More informationNew Evolutions in Strategic Planning that Drive Execution
New Evolutions in Strategic Planning that Drive Execution Tuesday, June 27 4:00pm Presented by: Kevin Stang Strategic Advisor PLANSMITH Schaumburg, IL www.plansmith.com P: 800-323-3281 E: kstang@plansmith.com
More informationInternal Audit and Technology Sustainable Analytics
Internal Audit and Technology Sustainable Analytics Neil While, Partner, Internal Audit Analytics Deloitte Advisory December 14, 2015 0 The Four Faces of the Chief Auditor 1 Copyright 2015 Deloitte Development
More informationGoal-Driven Performance Measurement
Goal-Driven Performance Measurement Terry Vogt, CFPS ISMA Washington, DC September 2008 0 Agenda What is Performance Measurement Difficulties of Measurement Goal-Question-Indicator-Measurement (GQIM) Framework
More informationNUANCE COMMUNICATIONS CUSTOMER SUCCESS STORY
NUANCE COMMUNICATIONS CUSTOMER SUCCESS STORY The Closed Loop Feedback Process Proves to Be a Valuable Tool for Resolving Customer Issues in a Timely Manner, Leading to Increased Customer Loyalty and Satisfaction
More informationAutomating the Onboarding Process to Realize Significant Return on Investment
White Paper Automating the Process to Realize Significant Return on Investment White Paper Automating the Process to Realize Significant Return on Investment Studies by SHRM have proven the value of implementing
More information