Our product range, with the Performance Organiser at its core, is designed to provide you with a structured planning framework based on the principles associated with a systems approach to the design and application of performance management. The essence of the framework is that all organizations are composed of many constituent parts that are grouped together to achieve a desired and specified end state. In most private companies the desired end state is to become and remain profitable. For none profits the possible desired end states are wide and varied in nature, but nevertheless all organizations have a purpose and need some means to prove that the purpose is being achieved.

Why the Performance Organiser?

In a standards driven world, where increasingly, organisations have to demonstrate compliance with standards, it makes sense to have a planning framework in place that everyone can use and understand that makes is easier for external auditors to acknowledge compliance. Make no mistake about it, you will have to do the kinds of things the Performance Organiser supports at some point in the life of your organisation. Your decision is whether or not you want to invent a method or system of your own, buy something much more expensive, or use the Performance Organiser.

Integrating Techniques

Our framework is founded on the idea that there are broad similarities in the principles that underpin many best practice management planning techniques (review to improve and the plan, do, study, act cycle for example). In our experience, what frequently happens is that organisations "do" one technique to get a "tick in a box" from some external auditor or other then move on to "do" another technique. Our framework provides the mechanism by which some joined up thinking can be applied.............

Charter, Vision, Mission

The top level of the approach is to state the reason for the organizations existence and its core values in the form of a Charter. If you do not know where you come from, and say so, you will have difficulty stating where you want to go. The next key document to produce is the corporate Vision. A Vision statement should be written in such a way that long term strategic objectives can be identified and taken up by organization elements. The third, and perhaps most important document is the organization Mission. The Mission describes short term, achievable goals and objectives form which organization elements can discern their own objectives.

Map The Organization Structure, Define Objectives

Providing there is a set of carefully crafted core planning documents, a good place to start deciding who does what is to map out the organization and the relationships between the organization structure and suppliers, or organization and customers. Where possible informal communication lines should be mapped along with the more formal ones, mapping both will identify key information dissemination centres. Finally, for this part of the framework, define and allocate objectives to organization elements. Objectives should be drawn from the Vision and Mission. Objectives should have a clearly defined aim.

Map Processes, Identify Measurable Transactions

Assuming that objectives have a clearly defined aim, then logically the steps that need to be taken to achieve the aim are in fact process definitions. Allocate resources, identify supplier and customer interfaces, specify process review procedures. Most importantly, identify measurable transactions, the points in a process where something of significance is produced. Measurable transactions are the points in the organization structure where data should be collected to support Key Performance Indicators. Mapping processes has the spin off benefit of generating ISO 9000 compliant process and procedure manuals.

Define KPI's, Build Scorecards

Once processes are mapped it is recommended that Key Performance Indicators are defined. Bear in mind when defining indicators that there is a tendency to measure and monitor what can be measured, and though process based measurable transactions will have been identified by now, it may be sensible to revisit process maps for those indicators for which there is no identifiable process based measurement point in place. Group indicators into business perspectives which in turn are used as logical groupings for use in Balanced Scorecards. Balanced Scorecards effectively specify the organizations information delivery architecture.

Map Strategy, Identify Cause and Effect Relationships

Application of the planning framework described above will give the organization the means to identify relationships between organization, objectives, process, performance measures, resources and stakeholders. using those relationships it is possible to map a path from one organization element to another. Where a KPI definition appears in the root it is possible to draw cause and effect inferences from the available measurements.

Publish to the Web Using The Web Site Chassis

When you have completed the modeling process, publish the results to the web using our web site chassis, from then on, maintain the model as a living document, one that grows in complexity as your organization grows. Moreover a living document that provides a coherent, structured planning framework

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