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RT I F I E DMANAGEMENTFRAMEWORKPRv 1.0 2012ERKEYPERFORMANCEINDICATORSIONCEKPERDAC T I T I ONApplication Assessment Guidefor KPI Practitioner Certification

Application Assessment Guidefor KPI Practitioner CertificationApplication Assessment Guidefor Certified KPI PractitionerHow to prepare your applicationAbout the KPI Certification ProgramBased on its research and education activities The KPI Institute developed the premier global KPI Certification Program designed to provide a strongfoundation to deploying business management systems and BI software by developing the next generation of KPI professionals and practitioners.How to use this guideThis guide was designed by The KPI Institute’s subject matter experts to communicate the requirements for obtaining the KPI Practitioner Certification.Certified KPI Practitioner is the second level of the KPI Certification Program, following the Certified KPI Professional title / recognition.The KPI Practitioner Certification ProcessOptional:Attend Certified KPI PractitionerCourse for preparationStepStep1Prerequisite:KPI ProfessionalCertificationSubmit application portfoliowith required work samplesfor assessment2Assessors review yourapplication portfolio within 2weeks from the submissiondateStep3Receive customizedfeedback, your KPIPractitioner Certificationand Letter ofAknowledgement foryour employerThe KPI Practitioner Certification CriteriaRecertificationThe KPI Practitioner Certification has a validity of 3 years, as recognized by The KPI Institute. In order to stay updated with the latest developmentsand best practices in the performance management field and aligned to The KPI Institute standards the KPI Practitioner Certification is recommendedto be renewed every three years.Application portfolio checklistBusiness caseKPI project planStakeholder RACI matrixPrimary and secondary data sources listKPI selection for expoValue flow analysisBalancing KPIs ScorecardDashboardKPI documentation formChange logCustodian list / trackingCommentary around scorecardCommentary around dashboardCommentary around KPI KPI reporting meeting documentsInitiative portfolio linked to KPIsInitiative documentation formLessons learned logAssessment based onPerformance MeasurementMaturity Model (PMMM)Application Assessment The certification process requires the submission of an application portfolio. The application portfolio contains a set of 20 documents; Application portfolios are assessed based on criteria established for each of the 20 documents that must be submitted; For each application document, this guide provides a general description of what the document represents, lists the requirements of the assignment,the criteria for assessment,and the point values that will be allocated for each criterion fulfilled; These points should be obtained from each of the documents submitted, the minimum per document being 13.2 Once registered, applicants will receive information regarding how to submit the application portfolio. Confidentiality is strictly maintained and allsubmitted documents are solely used for the purpose of assessing their ability to deploy and use KPIs in accordance with The KPI Institute’s KeyPerformance Indicators Management Framework; All documents should refer to the same project and should be developed in an aligned manner, so that information provided in one document doesnot conflict with the information provided in another. The required documents follow the flow of a typical KPI project and so should the documentsthat you are including in the application portfolio; All application documents must be submitted in English.About The KPI InstituteThe KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and trainingcourses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and operates www.smartKPIs.com, theresult of a research program dedicated to documenting and cataloguing how KPIs are used in practice.Optional preparatory courseOverviewThe two-day course trains participants in how to deploy and use the KPI Management Framework, according with the institute KPI PractitionerCertification standards. It focuses on practical exercises, which account for 90 percent of the course’s time, the remaining time being dedicated toreview relevant theoretical concepts.AssessmentIndependent from the course, participants can opt in to obtain their KPI Practitioner Certification by following the steps highlighted in the CertificationProcess section.Summary Posses a KPI Professional Certification; Obtain a minimum of 400 out of 500 points on the assessment of the application portfolio. Application Assessment Guidefor KPI Practitioner Certification1. Business case.2. KPI project plan.3. Stakeholder RACI matrix.4. Primary and secondary data sources list.5. KPI selection for expo.6. Value flow analysis.7. Balancing KPIs.8. Scorecard.9. Dashboard.10. KPI documentation form.11. Change log.12. Custodian list / tracking.13. Commentary around scorecard.14. Commentary around dashboard.15. Commentary around KPI.16. KPI reporting meeting documents.17. Initiative portfolio linked to KPIs.18. Initiative documentation form.19. Lessons learned log.20. Assessment based on Performance Measurement Maturity Model (PMMM).45678910111213141516171819202122233

Application Assessment Guidefor KPI Practitioner CertificationApplication Assessment Guidefor KPI Practitioner CertificationPresenting and analyzing with the project teamB2B2.1Developing the Desired State of Evolution and the Strategy MapPreparing the analysis package inside the workshop with the management teamB2.2Developing a one-day workshop for gaining consensus for the Desired State of Evolution and the Strategy Map contentB2.3Processing and distributing the results to the participantsB3B3.1B3.3Selecting the indicators and forming the initiative portfolioPreparing the analysis package for the initiative and KPIs development workshopDeveloping a one-day workshop for gaining consensus concerning the KPI and the initiatives linked with each objectivefrom the Strategy MapProcessing and distributing the results to the participantsB4B4.1B4.2B4.3B4.4KPI and the documentation of initiativesAssigning the responsabilities and data custodians for each KPIDocumenting each KPI and initiative made by the company's teamSetting targets and performance limits for each KPIReviewing the documentationB5B5.1B5.2B5.3Collecting and managing dataCollecting data for all active KPIsConfiguring the key performance indicators reporting solutionConfiguring the initiative portofolio reporting solutionB6B6.1B6.2B6.3B6.4B6.5ReportingDeveloping the performance evaluation meeting schedule and agendaPreparing the first performance reportDistribution of the report for analysis purposesPerformance evaluation meetingCommunicating and processing the subsequent actions to the evaluation meetingTotalB3.21. Business Case2. KPI project planGeneral descriptionGeneral descriptionDocument highlighting the reasons for initiating a project related to the implementation or improvement of the KPI framework/project, addressed to thekey decision maker(s) in your organization for the purpose of receiving approval for project initiation.Document highlighting the different steps of implementation for the KPI project you chose to include in the application portfolio. In preparing your KPIproject plan, please make sure to stay in line with the learning points and examples provided during your KPI Professional Certification.AssignmentAssignment Prepare a one page document in pdf. format; Make sure to include the following information: the issue/opportunity that the KPI framework/project will address; 3 to 5 reasons why this project should be pursued; clarify why you chose this options among other alternatives and how the project related tothe organization’s strategy and ongoing projects; outline 1 to 3 challenges that might be encountered during the project deployment; identify what are the key resources (3 to 5) that will be required to be employed for the project and approximate costs; any other information that you deem relevant for convincing your audience; Structure your document by using suggestive section names, highlighted with bold or LARGE CAPS; we suggest to use a concise, structuredoutline of the document (bullet points style) and a succinct, professional and persuasive writing style.Assessment Prepare a PDF document of minimum three pages; Make sure to include the project sections exhibited during the KPI Professional Certification course; For each section, make sure to include information that you deem relevant; for instance, ask yourself if the information provided is succinct yetdetailed enough to guide another person in implementing the project.Criteria for evaluationPoint valuesWriting style - succinct, professional and persuasive5Structure – 1 page, relevant sections, in logical order51 Issue/opportunity clearly stated5Minimum 3 clearly stated, convincing arguments for pursuing project5Minimum 1 challenge, min. 3 resources mentioned, approximate costs mentioned5Min. 1 challenge, min. 3 resources mentioned, approximate costs mentioned5Total25Arguments that could be used in making the case for the KPI project:PhaseC1Developing the departmental level of the performance management systemDeveloping the system componentsC1.1Transfering the existing data in a prototype of the new architecture of performance management at departmental levelC1.3Developing a workshop with the representatives from each department in order to finish the Desired State of Evolution,Strategic Map, Performance Scorecard and Performance DashboardProcessing and distributing the materials to the participantsC2C2.1C2.2C2.3C2.4Documenting the KPIs and initiativesAssigning the responsibles and the data custodians for each KPIDocumenting each KPI and each initiative made by the company teamSetting targets and performance limits for each KPIReviewing the documentationC1.2AssessmentCriteria for evaluationPoint valuesStructure – in line with the structure proposed in the KPI Professional Certification course10Completeness – concise yet detailed enough to guide implementation10Style – professional, clear, using relevant tables and graphsIn focusTotalC3C3.1C3.2C3.3Collecting and managing dataCollecting data for all active indicatorsConfiguring the KPI reporting solutionConfiguring the initiative portfolio reporting solutionC4C4.1C4.2C4.3C4.4C4.5ReportingDeveloping the performance evaluation meeting schedule and agendaPreparing the first performance reportDistribution of the report for analysis purposesPerformance evaluation meetingCommunicating and processing the subsequent actions to the evaluation meetingTotalTotal (x5 departments)PhaseD1D1.1D1.2D1.3D1.4D1.5Change ManagementCommunicationDeveloping a communication and change management planDeveloping the project presentation materialsAnnouncing the project to all the employeesLaunching the project in a meeting with all the key factorsWeekly announcement of the project's progressD2D2.1D2.2D2.3D2.4D2.5TrainingOrganizing a training for the project team1.5 H "Rediscovering Performance" information session for all the employees from the Location 14 H "Performance Toolkit" training for data custodians and managers8 H "Performance Management" training for department managersCreating/communicating the educational content: articles, reports, FAQs, useful links and interviewsD3D3.1D3.2Achieving benefitsEstablishing a plan for achieving benefits and a system for its evaluationDeveloping the integrated performance management system .5E2.6Integration with other systemsInitiatives of improvementReporting automation/BI reportingSetting an innovation encouraging programmeCataloging and structuring the organizational processesAligning to the organizational systemsIntegrating the budgeting systemsIntegrating the annual strategic reporting systemIntegrating the Project Management Office (PMO) operationsIntegrating the risk management systemIntegrating the training programmesEstablishing the connections with the internal and external communication ing the performance management system at individual levelConfirming the architectureIdentifying and developing tools / templatesIdentifying and documenting key processesDeveloping the architecture and communication plan and cascadingAligning performance management system at individual levelPreparing and initiating the employees with the new performance management architectureSupervising the individual performance management alignment to the organizational plansSupervising the cascading of the processes and of the related activities (evaluation and 3Selecting the organizational performance management softwareSetting the context and the organization's needsMeeting the CIO for the indentification of product development processIndentifing the physical resources availability (servers, UAT, etc.)Developing the organization's needsEmbeding the feedback obtained from the "Organization's needs" workshopSelecting the softwareScanning the available market productsObtaining details from the selected software vendorsSelecting the final product based on refined 3.2H4H4.1H4.2H4.3H5H5.1H5.2H5.3Implementing the organizational performance management softwareInitiationDeveloping a "Business Case"/plan for aprovement and agreementApproving and allocating the development resourcesProduct/software training for development resourcesPhysical workspaceSetting a development and/or testing workspace accepted by the usersSetting/Planning a production/development workspace with the CIOSetting the data sources if automation takes place (SAP Links, etc.)SpecificationsDeveloping functional specificationsDeveloping the technical specifications documentDevelopmentDeveloping the reporting stuctureDeveloping the information data basesDeveloping the reporting processesChange ManagementTraining the key employers in using the productTraining, implementing the communication planDelivering to the administratorsTotalIn focusPhaseA1A1.1A1.2A1.3A1.4A1.5A1.6Planning and initiating the implementation projectThe analysis of the organizational environmentEstablishing the key factors list and preparing the documentationDeveloping the key factors interview guideConducting interviews with key factors to assess the current state and the desired stateDeveloping RACI matrixDocumenting the project team structure (including champions from departments)Clarifying the work packages for team membersA2A2.1A2.2A2.3Initiating the projectCompleting the detailed project plan, well-timedPresenting the preliminary analysis results and the next stepsEstablishing the project management tools (communications, reporting, locations)A3A3.1A3.2A3.3A3.4A3.5Secondary internal analysisReviewing the strategic documentationReviewing best practices from the industryDeveloping a catalogue of internal reportsInitiative inventory and KPI in useConducting interviews with the employees from the territory, customers and suppliersTotalPhaseB1Developing the organizational level of the performance management systemOrganizational level PMS architecture blueprintB1.1Transfering the strategy, reports and data from the interviews into a new management performance architecture prototypeB1.2Presenting and analyzing with the project teamB2B2.1Developing the Desired State of Evolution and the Strategy MapPreparing the analysis package inside the workshop with the management teamB2.2Developing a one-day workshop for gaining consensus for the Desired State of Evolution and the Strategy Map contentB2.3Processing and distributing the results to the participantsB3B3.1B3.3Selecting the indicators and forming the initiative portfolioPreparing the analysis package for the initiative and KPIs development workshopDeveloping a one-day workshop for gaining consensus concerning the KPI and the initiatives linked with each objectivefrom the Strategy MapProcessing and distributing the results to the participantsB4B4.1B4.2B4.3B4.4KPI and the documentation of initiativesAssigning the responsabilities and data custodians for each KPIDocumenting each KPI and initiative made by the company's teamSetting targets and performance limits for each KPIReviewing the documentationB5B5.1B5.2B5.3Collecting and managing dataCollecting data for all active KPIsConfiguring the key performance indicators reporting solutionConfiguring the initiative portofolio reporting solutionB6B6.1B6.2B6.3B6.4B6.5ReportingDeveloping the performance evaluation meeting schedule and agendaPreparing the first performance reportDistribution of the report for analysis purposesPerformance evaluation meetingCommunicating and processing the subsequent actions to the evaluation meetingTotalPhaseC1Developing the departmental level of the performance management systemDeveloping the system componentsB3.2C1.1525Transfering the existing data in a prototype of the new architecture of performance management at departmental levelC1.3Developing a workshop with the representatives from each department in order to finish the Desired State of Evolution,Strategic Map, Performance Scorecard and Performance DashboardProcessing and distributing the materials to the participantsC2C2.1C2.2C2.3C2.4Documenting the KPIs and initiativesAssigning the responsibles and the data custodians for each KPIDocumenting each KPI and each initiative made by the company teamSetting targets and performance limits for each KPIReviewing the documentationC3C3.1C3.2C3.3Collecting and managing dataCollecting data for all active indicatorsConfiguring the KPI reporting solutionConfiguring the initiative portfolio reporting solutionC4C4.1C4.2C4.3C4.4C4.5ReportingDeveloping the performance evaluation meeting schedule and agendaPreparing the first performance reportDistribution of the report for analysis purposesPerformance evaluation meetingCommunicating and processing the subsequent actions to the evaluation meetingTotalTotal (x5 departments)PhaseD1D1.1Change ManagementCommunicationDeveloping a communication and change management planC1.24B1.25

Application Assessment Guidefor KPI Practitioner CertificationApplication Assessment Guidefor KPI Practitioner Certification3. Stakeholder RACI matrix4. Primary and secondary data sources listGeneral descriptionGeneral descriptionDocument designed for the purpose of identifying the KPI project stakeholders and establishing the key project responsibilities.Document listing the primary and secondary sources of data available and recommended to be accesses for KPI identification and selection stages.AssignmentAssignment Prepare a one to three pages document in pdf. format, table style; Make sure to identify all your project’s stakeholders, including their roles in relation to the project (n.b listing names and roles in the organizationis optional); Make sure to identify key project responsibilities; For each project role and responsibility, assign the appropriate level of responsibility from the following: Responsible Accountable Consulted Informed Alternative models to the RACI matrix (such as RASIC, RASCI) can also be employed, as long as the requirements stated above are met.Assessment Prepare a one to two pages PDF document, clearly highlighting the different data sources that you consider to use during the design andimplementation stages of the KPI framework; Make sure to group the data sources in two main categories (primary and secondary) and feel free to identify any other subcategories that youdeem to be helpful and relevant for the reader; For each source, also specify: the reason why you would like to use a specific data source for the project; the approximate costs and special approvals required for accessing a specific data source; the data collection method.AssessmentCriteria for evaluationPoint valuesCriteria for evaluationPoint valuesStyle – one to three pages, table5Style – one to two pages, table, graphic or structured text5Project stakeholders identified5Mention sources for primary data5Project responsibilities identified5Mention sources for secondary data5Appropriate level of responsibility assigned10Costs and special approval and data collection specified for each data source10Total25Total25In focusIn focusSource: http://web.cs.wpi.edu/ rek/Projects/BT D09PDF67

Application Assessment Guidefor KPI Practitioner CertificationApplication Assessment Guidefor KPI Practitioner Certification5. KPI selection for expo6. Value flow analysisGeneral descriptionGeneral descriptionDocument presenting a list of general KPIs identified to be initially taken into consideration and discussed by subject matter experts before selectingthe KPIs to be tracked for a function or team.Document outlining the KPI selection process conducted by employing the Value Flow Analysis method, as discussed during the KPI ProfessionalCertification course.Assignment Prepare a one to three pages PDF document; Select a function or team for which KPIs are going to be identified and clearly state the name of that team/function and a two lines description ofits role in the organization; Prepare an initial list of minimum 15 general KPIs that you identified as potentially relevant for that function and that you would present to subjectmatter experts for further discussion; For each KPI, specify the data source used for identifying it; Also include a list of minimum five probing questions that you would use in facilitating the KPI selection discussion among subject matter experts.AssessmentAssignment Prepare a one to five pages PDF document;Name the objectives for which KPIs are being selected;For each objective, clearly frame the four steps of the value flow analysis;Assign KPIs to the appropriate objective and step in the value flow analysis.AssessmentCriteria for evaluationPoint valuesCriteria for evaluationPoint valuesStyle – list of KPIs and of probing questions2Style – list of KPIs, objectives and steps of the value flow analysis5Minimum 15 general KPIs identified10Minimum three objectives considered for the value flow analysis method5Identified KPIs are relevant for the selected function / team5Minimum one KPI per each step of the value flow analysis (minimum 12 KPIs overall)10Source mentioned for each KPI3KPIs appropriately assigned to objectives and steps in the value flow analysis5Minimum five relevant probing questions clearly stated, presented in a logical order5Total25Total25In focusIn focusMost visited Key Performance Indicator examplesImprove service level to customersINPUTOUTPUT Budget # Delivery times # Production capacity % Forecast accuracy # Transportation capacity % Schedule adherence # Orders delivered in full # Customer orders # Order processing time % Wastage # Customer relationship % Inventory accuracy % Delivery shrinkagemanagers # Nutritional value# Raw material available # Product quality index 8PROCESSES # Orders delivered onOUTCOME time% DIFOT (DeliveredIn-Full, On-Time) % Compliance withservice levels Penalites fornon-compliance Returns9

Application Assessment Guidefor KPI Practitioner CertificationApplication Assessment Guidefor KPI Practitioner Certification7. Balancing KPIs8. ScorecardGeneral descriptionGeneral description24NEW ZEALAND TRADE AND ENTERPRISE STATEMENT OF INTENT 2012–2015B.theOutputclasstwo: approachedInternationalbusinessgrowthDocument capturingresult of theKPI selectionthrough theKPI Balancingmethod. servicesOutput class 2 supports businesses to internationalise by:Assignment identifying and exploiting market and investmentDocument representing a key tool for tracking performance management status and progress, structured based on the Balanced Scorecard framework,highlighting things such as objectives and relevant KPIs, targets, trends and results for those KPIs.international business. For our Focus 500 customers, ourCustomer Managers work in collaboration with NZTE’sinternational teams to prepare customer engagementplans that are focused on what NZTE can deliver to assisteach businesspath.presented(e.g.onalltheirobjectivesat organizational level or Prepare a one toopportunitiesfive pages PDF document; overcominginternationalisationbarriersof the KPI project List all the objectivesbeing consideredin the contextat departmentallevel);NZTE deliver a range of services to support New Zealand providing customised advice and support Specify at least three criteria that you recommend to be employed in the businessesKPI Balancing;develop capability, identify capital needs, and enabling access to international business networks.improvetheirlistcompetitiveness Present one list of KPIs before applying the KPI Balancing method and thereducedresulting fromandit; productivity.The objective of this funding is to assist businesses For each criterion, make a comment on how it has helped you/the team inbalancingKPIs. offices connect with our teamOur36 internationalto develop and grow their international business andexports to generate economic benefits for New Zealand.in New Zealand to provide customised services tointernationalising businesses – access to knowledgeableand connected individuals who can assist businesses toNZTE’s challenge is to identify and work with thosenavigate market entry, build profile, find local partners,businesses most likely to deliver the best return forwin new business and reduce risk. They also deliverNew Zealand. For this reason, we are committedevents, business trade missions and trade fairs andto targeting an active customer portfolio of 500Criteria for evaluationfeedback to New Zealand market intelligence andaspirational businesses (our Focus 500). We workStyle – list of KPIsintensivelycontainingobjectives,KPIs beforeandaimafteropportunities.withour Focuscriteria,500 customerswith theof balancingsupporting them to double their growth.Three or more relevantcriteria for balancing KPIs mentionedNZTE works to raise the profile of New Zealand as aninvestment destination and attract quality ForeignOur New Zealand based Customer Managers developList of KPIs after KPI Balancing in line with specified criteriaDirect Investment (FDI) into New Zealand. This includesand maintain relationships with a customer portfolioof around2000businesses,our inFocus500. KPIs improving market access, management capabilities,At least one examplefor howeachcriterionincludinghas helpedbalancinggrowth prospects and other elements crucial to theThey work closely with businesses to understand theirTotalsuccess of internationalising high-value businesses.challenges, opportunities and plans to grow a successfulAssessmentPoint values23MEASuRING OuRPERFORMANCEAssignmentAssessmentTargets, results and trends are clearly stated for each KPIIn focus 691.0m 713.9mN/A 762.3m 697.3m 722.3mN/A 724.2m( 6.3m)( 8.4m)N/A 38.1mCommunity satisfaction89%93%Medical practitioner satisfaction86%74%510 85%91%5 90%92% 90% in30 seconds87.6%Net resultKPIs reflecting ob

and best practices in the performance management field and aligned to The KPI Institute standards the KPI Practitioner Certification is recommended to be renewed every three years. Application portfolio checklist Business case KPI project plan Stakeholder RACI matrix Primary and secondary