Anda di halaman 1dari 5

-

Navigating & Powering Public Sector Performance Thru

KEY PERFORMANCE INDICATORS (KPI)


2GCs Sell-Out Event Worldwide!

AUGUST 14 & 15, 2006 BERJAYA TIMES SQUARE HOTEL & CONVENTION CENTER, KUALA LUMPUR

I cant change the direction of the wind, but I can adjust my sails to always reach my destination
- Jimmy Dean -

Researched & Developed by:

Strategic Partner:

Call Fax

603- 92065800 603- 92007946 ibn@intel-biznet.com

today:

to register

e-mail

THE FACT
GOVERNMENTS, PUBLIC INSTITUTIONS, GOVERNMENT LINKED COMPANIES (GLCS) AND GOVERNMENT AGENCIES in the new millenium are faced with a far greater mandate for customer-oriented delivery and performance than ever before. Given the sophisticated demands for information from a wide range of stakeholders including the Parliament, governments are required to respond with world-class performance measurement and reporting systems. The shift from GOVERNMENT DEPARTMENT to a BUSINESS MANAGEMENT-ORIENTED , requires many changes both inside the institution and in the way it is presented to the outside world. The need for improved decision making and rapid Response to external stimulus has never been more critical. It is proven time and again that, isolated and siloed implementations of management methods and processes lead to failure in strategy execution. The need of the hour is to make integrated improvements across the performance management cycle based on best principles. With Public Institutions and Government Linked Companies (GLCs) in particular, key financial figures are not in any way meaningful enough to provide a basis for measuring and controlling the performance of the organisation. A host of measurement-based management approaches like CORPORATE PERFORMANCE MANAGEMENT (CPM), BALANCED SCORECARD (BSC), BUSINESS EXCELLENCE MODELS (BEM) E.G. BALDRIDGE AND EFQM, SIX SIGMA, RESULTS-BASED MANAGEMENT (RBM), VALUE-BASED MANAGEMENT (VBM) and other innovative concepts have been touted as best practice solutions to identifying and using KPIs more effectively.

...YET IT IS STILL C LAIMED THAT 90% OF ALL STRATEGIES FAIL DUE TO POOR IMPLEMENTATION, CLAIMED SO WHAT IS GOING ON?
Many well formulated Performance Management go off the rails because it lacks any serious attempt to dig deeper across its entire enterprise to IDENTIFY, DEFINE and TRANSLATE crucial quantifiable measurements that reflect to critical success factors of an organisation. Most have detailed facts and dimensions in hand, but FAIL to identify effective KPIs to communicate the value and effectiveness of their operations internally and eternally. KPIS WITHOUT DATA AND DATA WITHOUT KPIS DONT WORK Through a combination of presentations and practical exercises, the executive workshop will offer delegates insight and understanding of proven techniques aimed at better identifying, which are the real KEY performance indicators in their organisations those vital few measures that are...

FOCUSED

ATTEND TO OBTAIN

10

APPROPRIATE BALANCED ROBUST INTEGRATED COST EFFECTIVE

... CRITICAL REASONS WHY YOU HAVE TO ATTEND THIS WORKSHOP

Insights to modern performance management principles for Public Sectors & GLCs Skills to develop KPIs that are essential to reaching your organisational goals Opportunity to develop citizen-centric KPIs Secrets into what it takes to use KPIs for driving strategic change Skills to detect and alert ineffective KPIs Practical solutions to better identify and use KPIs in complex organisations Opportunity to apply theories in practice through extensive use of case-based exercises Opportunity to benefit from workshop leaders global public sector experience Strategies to revisit and revise your performance measures into WINNING KPIs Solutions to develop KPIs for various performance management models i.e. CPM, BSC etc.

A W E S O M E - E Y E O P E N E R ! - PERMODALAN NASIONAL BERHAD -

THE AGENDA
The first day sets the scene by examining management principles underlying successful performance measurement and management, and briefly introduces alternative frameworks. It then looks at methods for effective and efficient identification of relevant KPIs and introduction of corporate performance management systems. This is complemented by syndicated exercises aimed at re-enforcing the learning through practical experiences. MODULE 1: GENERAL MANAGEMENT ISSUES IN THE PUBLIC MANAGEMENT SECTOR Its often claimed that the public sector has to be treated differently in terms of performance measurement and management, but how true is that? What are the key management challenges faced by all organisations relating to strategy implementation What makes the Public Sector more complicated Why do many Public Sector organisations have issues when implementing strategy Why strategy implementation fail Why corporate performance measurement is only part of the solution How effective is your corporate performance management framework MODULE 2: PERFORMANCE MANAGEMENT PRINCIPLES AND PERFORMANCE CONCEPTS FOR THE PUB LIC SECTOR PUBLIC There are many different perceptions of Performance Management. Irrespective of which corporate performance management approach you choose to identify and monitor KPIs, a number of common performance management design principles apply. Learn more about what they are and why they are and how public sector organisations should use information to manage organisational performance. How the Performance Measurement has evolved into Management The management tools that you could use for performance management Best practice Corporate Performance Management design principles The questions you need answered before you begin the process of picking measures e.g. Who will use the data and what will they use it for Who needs to be involved in picking measures What kind of management sponsorship should be secured The logical steps to go through when building a system MODULE 3: WHERE IS THE ORGANISATION GOING? IDENTIFYING THE STRATEGICALLY RELEVANT KPI s PART I RELEVANT KPIs We all know that KPIs should be aligned with the organisations long-term goals, but Vision/Mission statements and other statements of intent often mean different things to different people - so how can we make sure these goals are understood, owned and shared by the whole management team and thus form a usual context for the choice of aligned KPIs? Learn how to bring consensus to your management team and how to structure the development of a clear picture of where your organisation is going. Establish the key management team and other players for the exercise Understand the position of individual members Establish how Public Sector stakeholder interests influence your design Review existing documentation Build buy in amongst the management team Build a clear picture of the future in a workshop using established consulting tools and techniques MODULE 4: HOW ARE WE GOING TO GET THERE? IDENTIFYING STRATEGICALLY RELEVANT KPI s PART II RELEVANT KPIs Long practical experience with frameworks such as the renowned Balanced Scorecard has demonstrated the difficulties experienced by most management teams, when trying to choose KPIs without first agreeing to the medium-term priorities or strategic objectives on which they have to focus to get to where they want to be in the longer term. The module looks at how this can be done in a way that involves the whole management team, builds consensus and helps turn the strategy into action. Prioritise key long term strategies Choose short and medium term objectives Build a strategy map that links your objectives Define Objectives The second day continues with practical exercises interspersed with theoretical inputs and business case examples. It finalises introduction of the process for identifying strategically relevant KPIs and concludes with guidance on dealing with some of the significant implementation issues you are likely to face. It also looks at choosing KPIs in more complex public sector organisations. MODULE 5: HOW FAR HAVE WE COME? IDENTIFYING STRATEGICALLY HAVE RELEVANT KPI s PART III KPIs Having looked at how to establish consensus and clarity around long-term goals and short/medium-term priorities, this module discusses and demonstrates ways of choosing meaningful performance indicators. Whether we are trying to be more stakeholder centric, cost conscious or innovative, we need to identify those performance indicators, most useful for monitoring progress towards our strategic goals. Yet the same performance measures also need to play a key role in helping us bring about the behavioural changes required for us to succeed. Practical approaches for identifying and agreeing to KPIs relevant to the public sector How to defining key attributes of the measures Document KPI information MODULE 6: HOW FAR DO WE NEED TO GO AND BY WHEN? SETTING BY TARGETS KPIs mean little without targets and in this module we discuss the importance of targets and the challenges associated with setting them. Setting targets for the measures Understand the different types of targets Establish processing rules to use the data more meaningfully MODULE 7: THE WORK PROGRAMME FOR BUILDING A SYSTEM PROGRAMME Having established a set of requirements for designing a workable performance management system, what remains is to put the steps together in a manageable work programme. This session aims to provide participants with a proven methodology for structuring a programme of work to design a performance management system for a single management team. MODULE 8: CASCADING PERFORMANCE MANAGEMENT IN COMPLEX PUBLIC SECTOR ENVIRONMENTS So far the seminar has focused on the basic principles surrounding what is required to produce the initial design of a Performance Management System. This session looks at some of the areas you need to think about when implementing a performance management system in your Public Sector organisation Here we look at ways to identify strategically relevant KPIs in more complex organisations, where the aim is to ensure corporate alignment without loosing local relevance and buy-in. Build commitment to change Communicate strategic goals Build horizontal and vertical alignment Ensure KPIs are relevant in support functions MODULE 9: USING KPI s FOR MORE EFFECTIVE PERFORMANCE KPIs MANAGEMENT Having good KPIs mean little if they are not used actively to drive improved performance. Here we illustrate and discuss what this means in terms of: Collecting and reporting performance data Using the data in and outside management meetings Updating the choice of KPIs Using KPIs as a basis for remuneration Alignment with other systems Updating plans and KPIs MODULE 10: CRITICAL SUCCESS FACTORS AND LESSONS LEARNED FROM CHANGE MANAGEMENT IN GENERAL Implementing new approaches to corporate performance management should be treated like any other change programme in order to reduce the risk of failure. Here we look at what that means and what we can learn from change management principles?

H O W

T H E

W O R K S H O P

W I L L

B E

C O N D U C T E D

Participation in a 2GC designed and facilitated workshop obviously offers the expected theoretical understanding of the subject matter. In addition, theory is effectively translated into practice through a mix of open dialogue, syndicated exercises and sharing of real-life experiences. Participants are engaged in a dynamic and interactive workshop environment where their own issues and experiences form an important part of the discussion and learning. Through a combination of presentations and practical exercises, the executive workshop will offer delegates insight and understanding of proven techniques aimed at better identifying, which are the real KEY performance indicators in their organisations those vital few measures that is FOCUSED, APPROPRIATE, BALANCED, ROBUST, INTEGRATED AND COST EFFECTIVE.

THE MAESTRO
Partial Client List
Abu Dhabi National Oil Corporation . Barloworld . BP . Singapore Navy . Canada Life . Experian Group . Environment Agency (UK) . Hoerbiger . Integra . Mansfield Brewery . News International . Department of Health UK . OCBC Bank (Malaysia) . Saudi Aramco . Saudi Telecom . Office of National Statistics UK . Australian National Audit Office . Tata Group India . Telecoms of Trinidad and Tobago . United Biscuits . Whitbread plc . Zamil Steel (KSA) . Attorney-General's Department (Aust) . Dept. Regional Development (Jordan) . Department of Defence, Australia . Defence Logistics Organisation . National Health Service Trusts . City Councils of England . Court Service of Scotland . Environment Agency . Lottery Agency (UK) . World Food Program (UN) . KFC Group (Malaysia) . HMV (UK) . Mitsui Sumitomo . NCCI . Nuqul Group (Jordan) . Zamil Air Conditioners . 2GC Active Management is an international management consultancy based in the UK are specialists on the design and use of Performance Management systems. 2GC Active Management has worked with clients to develop and implement more than 100 Performance Management systems, across four continents. 2GC has established itself as a leading contributor to academic and practice thought leader within the Performance Management field. To support this thought leadership, 2GC runs an active research programme to which all consultants contribute. 2GC has performed pioneering work on the implementation of complex Balanced Scorecard cascades within organisations, including some of the most complex Corporate Performance Management projects ever undertaken anywhere in the world. 2GC has also led in the development of Performance Management audit tools, used to help organisations review the effectiveness of existing Performance Management systems prior to their re-launch. In addition to its consulting activities, 2GC provides training to the public and private sector organisations in the UK, continental Europe, Africa, Asia, the Middle East and Australasia.

Dear Delegate (s), Having worked in management positions in a number of private and public sector organisations around the world, I know how hard it can be to identify useful performance indicators, let alone working out which ones are KEY. Yet I also know how frustrating it can be when forced to spend time on reporting KPIs that are irrelevant and distracting to what I am actually responsible for. It has therefore given me great pleasure spending the past five years helping consulting clients and workshop participants solve their performance management issues. On that basis I would truly appreciate the opportunity to share my experience with you and help you deal with your performance management issues. I trust you will find the programme interesting and I look forward to seeing you in KL on 14th & 15th August 2006. Regards,

Ian Cobbold
Since joining 2GC in 2000, IAN COBBOLD has supported and managed both public and private sector Strategic Performance Management implementation projects, across three continents. He has facilitated numerous decision-making workshops in executive and operational environments, and has designed and delivered over 30 Performance Management and Balanced Scorecard seminars in the UK and Internationally including on top MBA and MPA programmes. In addition to his consulting work, Ian is an active contributor to 2GCs ongoing research programme and is lead and co-author of many important research papers. Ian holds BEng and MEng degrees in Manufacturing Systems Engineering, an MA degree in Industrial and Business Studies from University of Warwick, the latter degree focused on marketing strategy, service strategy, and operations improvement in the professional services sector. In addition, Ian has recently gained an Executive MBA from the University of Warwick.

Achievements in the Performance Management field Project manager and lead consultant on over 20 major performance management and Balanced Scorecard change programmes in three continents. Numerous papers published in peer reviewed journals Regular contributions to academic performance management conferences including last three Performance Measurement Association Conferences Guest lecturer for Warwick University Business School including running elements of their MBA and MPA (Master of Public Administration) programmes Seminar leader for in house and external programmes for IIR and IQPC in Europe and the Middle East. On the IIR 5 day programme, his feedback was faultless (all 30 participants gave top marks).

..strikingly original, and excellently delivered, and will help greatly with strategic planning and getting better focus on activities"
Ministry of Defense (UK)

Very clear, meets its objective!


Takaful Nasional

A unique event in figuring out the practical issues of implementation


Chamber of Commerce & Industry, KSA

'A PRACTICAL DEMONSTRATION OF BUSINESS MODEL' - UNITED ARAB EMIRATES -

KEY PERFORMANCE INDICATORS (KPI)


AUGUST 14 & 15, 2006 BERJAYA TIMES SQUARE HOTEL & CONVENTION CENTER, KUALA LUMPUR

REGISTRATION

PAYMENT A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Payment may be made via crossed cheque / bank draft /electronic transfer, made in favour of:

Investment
2-DAY WORKSHOP FEE RM 5490

$$AVE RM500
EARLY BIRD REGISTRATION RM 4990
(register before 19th June 2006)

GROUP DISCOUNT SAVE ADDITIONAL 10 %


(for the 3rd and subsequent delegate from the same organisation)

Intelligence Business Networks (M) Sdn Bhd 160-3-1, Kompleks Maluri Jalan Jejaka, Taman Maluri 55100 Kuala Lumpur
Note: Payments must be received within 5 days upon issuance of invoice. CANCELLATION POLICY Due to contractual obligations, cancellation charges are as follow: 20 to 10 days notice 9 to 3 days notice 2 days or less notice 50 % of the workshop fee 70 % of the workshop fee 100 % of the workshop fee

Please complete this form immediately and fax to 603 - 9200 7946
PARTICIPANT DETAILS Name 1 Name 2 Name 3 Name 4 Name 5
(name in full)

Job title Job title Job title Job title Job title

However, complete set of documentation will be sent to you. Substitutions are welcomed at any time. All cancellations of registration must be made in writing. Note: It may be necessary for reasons beyond control, to change the content and timing of the event, speaker (s) or venue, every effort will be made to inform the participants of the change. HOTEL DETAILS Berjaya Times Square Hotel & Convention Centre 1, Jalan Imbi, 55100 Kuala Lumpur, Malaysia Tel : 603 2117 8000 Fax : 603 2148 0813 Room Reservation can be made by delegate directly with the hotel. To enjoy privileged room rates, please s t a t e yo u r e a t t e n d i n g a n e ve n t o r g a n i s e d b y IBN International. Contact Ms Iris Chong at 03 2117 8000 for reservation. AVOID VISA DELAY! International delegates requiring visa should contact the Malaysian Embassy in their country of residence as soon as possible .

INVOICE SHOULD BE DIRECTED TO

Company Business Address Name Email Name of Authorising Manager Signature Date Job title Tel No Dept Fax No Job title

This Booking Is Invalid Without A Signature


INFORMATION For further information on this event, please contact our Program Managers at 603 92065800 or e-mail: ibn@intel-biznet.com
Registration Course begins Morning Refreshment Luncheon Afternoon Refreshment End of the day 0830 0900 1030 1300 1530 1700
WORKSHOP SCHEDULE

THE IBN CERTIFICATE


Delegates who successfully complete this course will receive the prestigious IBNs Certificate of Achievement; a statement of Intelligence endorsed by world renowned subject matter experts.

The use of measurement as language helps transform complex and frequently nebulous concepts into more precise from that can gain consensus ..
- Kaplan & Norton -

Ministers, Deputy Ministers, Parliament Secretaries, Government Officials, Director Generals, Deputy Director Generals, Executive Directors, Directors, General Managers, Managers, Head of Departments, Senior Executives, Officers from Federal, State, Provincial and Local Government agencies committed to Public Sector performance management and responsible for... WHO SHOULD ATTEND WHO SHOULD ATTEND

Operations Policy Services Delivery Assurance Performance Assurance & Measurement Assurance Human Resources Customer Contact Centre Support Centre Help Desk Inspection & Quality

Global Client Services Government Liaison Online Services E-Government Employment Training Assessment Centers Strategic Planning Business Strategy Corporate Planning Corporate Performance

Performance Management Balanced Scorecard Financial Planning Six Sigma Change Management Business Process Reengineering Continuous Improvement Organisational Development Information Systems & Services Business Improvement Process Improvement

Anda mungkin juga menyukai