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ASTD ISD SIG February 22, 2012

ASTD ISD SIG February 22, 2012. Mel Schnapper, Ph. D. Mel Schnapper Assoc. Founder and Past Chair of PMI, Metrics SIG Washington, DC 20012 mel@schnapper.com www.schnapper.com. The 3Ms of Performance. Magnify. Measure. Manage. 3Ms of Performance. Throughput. Throughput. Purpose.

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ASTD ISD SIG February 22, 2012

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  1. ASTD ISD SIGFebruary 22, 2012 Mel Schnapper, Ph. D. Mel Schnapper Assoc. Founder and Past Chair of PMI, Metrics SIG Washington, DC 20012 mel@schnapper.com www.schnapper.com The 3Ms of Performance

  2. Magnify Measure Manage 3Ms of Performance Throughput Throughput

  3. Purpose • To show how the  value investments of the ISD role can be translated into qualitative and quantitative metrics.

  4. Objectives As a result of this presentation, participants will be able to describe: 1.the value they create for any level of their ISD role 2.value in precise qualitative and/or quantitative metrics. 3.four standards of performance value. (4. how to monitor and evaluate individual, team, departmental and/or corporate ISD progress and/or value. 5.  how to use metrics to increase team, hierarchical and cross-functional teamwork.)

  5. Measure • Determine in qualitative and quantitative terms or units what a successful completion of a task or project will be like (look, feel, experience, etc.) (At any level of the corporate hierarchy).

  6. Manage • Ensure that all systems (personnel, technical, operations, information, reward, performance review, etc.) methodologies and programs (diversity, organization development, training, etc.) are appropriate to support all results at a minimum standard of Satisfactory.

  7. Magnify • Improve all training and development and management systems and programs to support standards of at least Very Good and Excellent. • Change the standards so that the measures that previously described "satisfactory" are now "not quite satisfactory", "very good" is "satisfactory", "excellent" is now "very good", and a new standard of "excellent" is created.

  8. Principles of the 3M’s Approach The 3M's is Universal- Can measure anything. or “Many Metrics; One Methodology” Everything is measurable. Measure = Qualitative and Quantitative

  9. Qualitative measures can be as rigorous as the quantitative The only debate is the accuracy, frequency, scalability, specificity, etc.

  10. Scalability is infinite - time, level, etc. Goals are different from Objectives.A goal is directional "Improve delivery date"; Objectives are SMART- Specific, Measurable, Achievable, Results Oriented, Time Framed “>90% on-time deliveries by 1 Oct 00” No ambiguity - no adjectives or adverbs are allowed

  11. Metrics is the easy part.

  12. Value = Money It's all about Value and Value is all about money Getting what you expected for the money you paid. Everything is about creating value for the money you get paid as an ISD professional.

  13. All objectives have team and/or individual ownership from the top to the bottom. Can assign weighted value as a weighted proportion between individual and team Rewards are based on results. Adding value is getting more than you expected for the money you paid.

  14. Value is weighted as a proportion of what the project costs, is expected to earn and/or what you pay or get paid for. Value is about creating greater results- it's not time, effort, risk,

  15. Alignment = key element of this process The interpersonal or managerial relationship is part of the objective Boss must contribute to your success Creates multidirectional alignment - hierarchical, horizontal, cross-functional

  16. Aligns four levels of authority - Approve, Decide, Consult, Inform Does not distinguishes between being accountable or doing the work oneself Online application - transparent to self and others

  17. A driver of corporate culture and not just reactive. Predefined standards of performance Four standards of performance - Not Quite Satisfactory, Satisfactory, Very Good, Excellent Aggregate - upward; Cumulative - forward

  18. Online application Supports virtual teaming Style free- you can be a dictator or totally collegial-leadership continuum

  19. AND you think this way anyway.

  20. Measures • Everything is measurable. The only issues are to what degree the effort has value and to what degree you want: 1. Accuracy 2. Frequency 3. Quantity 4. Quality 5. Etc..

  21. Measuring Results "COMMENTS ON THE UTILITY OF MEASURING RESULTS" "This pattern - adoption of crude performance measures, followed by protest and pressure to improve the measures, followed by the development of more sophisticated measures - is common where performance is measured. It explains why so many ... organizations have discovered that even a poor start is better then no start, and even crude measures are better than no measures. All organizations make mistakes at first. But, over time, they are usually forced to correct them". Page 156, From From: Reinventing Government by David Osbourne and Ted Gaebler, Published by Addison-Wesley Publishing Company, Inc. 1993

  22. Measuring Results - cont’d • "The simple act of defining measures is extremely enlightening to many organizations. Typically, [organizations] are not entirely clear about their goals, or are in fact aiming at the wrong goals. When they have to define the outcomes they want and the appropriate benchmarks to measure those outcomes, this confusion is forced into the open. People begin to ask the right questions, to redefine the problem they are trying to solve, and to diagnose that problem anew. When the measurement process starts, people immediately begin to think about the goals of the organization.” (p.147) • From: Reinventing Government by David Osbourne and Ted Gaebler, Published by Addison-Wesley Publishing Company, Inc. 1993

  23. KEY VALUE AREAS AND PERFORMANCE OBJECTIVES • Key Result Areas(with weightings) • (No more than five and each one no less than 20% weighting) • II. Performance Objectives (SMART + weightings (%) and 4 distinguishing standards of performance

  24. KVAs and POs I. Key Value Areas (with weightings) Availability 30% Independent work 20% Quality of work 30% Client rapport 20% II. Performance Objectives Availability 30% Help is present for scheduled work commitments 100% of the time = (4); > 95% (3); > 90% (2); < 90% or notifies Don in time to adjust schedule (1). Independent Work 20% Helper is able to accept tasks and complete them without direction or help from Don 100% of the time =(4); > 95% (3); > 75% (2); < 75% (1). Quality of Work 30% Helper’s completed work is of such a high standard that further help from Don is Unnecessary = > 95% (4); > 85% (3); > 75% of the time (2); < 75% (1). Client Rapport 20% Helper deals with clients in such a way that clients express confidence in his work on their home = > 90% (4); > 75% (3); > 50% of the time (2); < 50% (1).

  25. . Mel’s KVAs 40% - 3Ms 20% - Utilization 20% - Customer Satisfaction 20% - 8 Initiatives

  26. Mel’s Performance Objectives II. Performance Objectives 40% 3Ms: All Global Project Management Service Line (GPMSL) members have completed a 3Ms template for all KVAs and any POs that support GPMSL objectives = 2, 50% of the GPMSL complete all POs for their own corporate hierarchy = 3; 50% create KVAs and POs for their direct reports = 4. 20% Utilization: >75% = 2; > 85% = 3, >95% = 4, or lesser utilization at a higher rate for client-facing situations and other revenue activities whatever they might be. 20% Customer Satisfaction: Average rating from customers are a >2 =2; >3=3; >4 = 4 20% 16 Initiatives For all 16 initiatives, working with a Jay Nussbaum or Mike Hagan = 4;For at least 4 initiatives = 3; For at least 2 initiatives, create baseline, objectives aligned with team and individual levels of each initiative group = 2

  27. Project Manager Key Value Areas • From Oracle Corporation, Center of Excellence (COE): • 20%= advise • 20%= mission • 30%= enable • 30%= evangelize

  28. Project Manager KVAs • 20% COE group utilization • 40% Staffing • 20% Contribution to Americas Project Managers • 20% Define COE’s Network/Community- East Region

  29. Standards 4 Excellent. Dramatically better, faster, cheaper or creatively discontinuous from Very Good. Very Good. Better, faster, cheaper. Exceeding expectations of the fee, salary, etc… Satisfactory. Earns the paycheck and delivers expected value to customer, employer, client, etc… Unsatisfactory. Lacking in any way from what was expected. 3 2 1

  30. II. Performance ObjectivesProgram Management 80%30%: Project Control = (4)All new projects follow PMO processes.; (3)All required documents are completed on targeted new projects.; (2)Complete Pilot Project < October 1; (1)unspecified.20%: Project Visibility = (4)Project Interdependencies Identified; (3)All Projects Included; (2)Key Targeted Projects Included on Master Schedule; (1)unspecified.30%: Publish Initial PMO Processes = (4)< June 30; (3)< July 15; (2)< July 30; (1)> July 30.

  31. PMOs’ Performance Objective currently 10% with weightings, measures and standards. 20% COE group utilization, 10% - Regional VPs calls for COE help. (4) = public testimony from customers (3) = 1 call/super region utilizing COE at beginning of project (2) = Routinely/monthly call when they need help 10% - Not Done Example

  32. Staff Development 20% 10%: PMO Compliance to 3Ms format (TEAM Project Office) = (4)Aligned Externally by Sep 30; (3)Aligned within IT by Aug 30; (2)Completed Profiles for all of IT by July 30; (1)Lacking any element of 2.. 10%: Project Management Office (PMO) Staff Learning = (4)> 90%; (3)> 80%; (2)> 50% of PMO Team Members Learning Objectives completed; (1) <50%

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