Objectives and performance management - 4 Tips For measurements of success

Objectives and performance management - 4 Tips For measurements of success

goals necessary to take your personal life and prosperity of the company to higher levels of performance, satisfaction and success. Often, the best of intentions can get on track with the passage of time. Here are four basic principles that apply to any resolution, initiative, program, dashboard, or MBO (management by objectives, goals incentives or extended):

(1). Connection - make sure you're focused on things on the strong relationships with the overall objectives.
(2). Effective - identify measures of success strongly connected that allows you to control the results.
(3). Predictive - Verification of the implementation, and standards-related with a strong cause and effect in achieving the goals.
(4). Sustainable - prepare a suitable environment for predictive measures to keep achieving strong results.

how to connect to the big picture and one standards of the biggest mistakes is a random selection. better standards start with the big picture :

• overall objective: to determine the overall objective of company or initiative. Say it in quantitative terms. We must answer the question: "We'll know when we see this success _____ happen."
• successive focus: Like a waterfall, the Cascade and overall objective of each level of the program or institution, to determine the sequence to target the big picture contributions.
• Measurements: Metric definition moves in the direction opposite of successive goals. How will you measure progress in the action plan at the lowest level of the organization or initiative? How will this roll over the top of the successive layers of the organization or initiative?
• Validation: checking your answers to logic and refine as needed.

how to make the measures useful metrics in the lowest layer of the initiative or organization has the highest action. Focus on the standards most doable necessary to "move the needle" of the big picture gauges.

• an opportunity or a problem: When you select problem or opportunity that needs to be addressed, and this is the offer, which will explore for root cause analysis. The problem starts can be observed or a chance, not with possible solutions.
• objective and purpose: for the symptoms that have been identified , select the target is a quantitative as well as quantitative target before exploring the root causes and scales.
• root cause: to determine the root cause ( s) of general symptoms using a technique 5 Why or fishbone diagram.
• Validation: Validate the root cause (s ) to make sure they damaged the issue that clearly ties to the symptoms.
• shared vision: to use your root cause analysis sketch to help create a shared vision, empowerment, and momentum.

how to make predictive measures not all standards enforceable are predictive of the goal of the big picture. With a focus on viable measures for implementation of predictive lead to the desired results of the measurements the big picture.

• input and control points: the root causes that have been identified earlier, some input may be key to the process, while others may be crucial stages in the same process.
• resources and culture: often determines the ability of the process to meet their objectives through the resources, skills and stakeholders in the purchase and cultural factors. These are the levers that could be used to improve the input process and process control points.
• Thales: to track the progress of an action plan, use statistics, sheets of choice, control charts, run charts and pie charts, or any other method for monitoring.

Results how to keep Now that you have the momentum in the connected, doable, predictive ship for sale? , make sure you get lasting results.

• Tashiro Chart: momentum continuing in the leadership of progress indicators ", and the graph Tashiro is a plan of action from one page along with the trend graph leading indicator on an action plan for .
• aware of the graph: the perspective of the bird eye of is going well, and the graph of science gives a quick indication of trends in management and highlights, and fears.
• balanced Scorecard: such as the dashboard pilot card facets that reflect the spectrum of key metrics for the aircraft, and the balanced Scorecard depicts briefly spectrum of key metrics for the organization or the whole initiative. Ideally, it includes layers of input and observation points, and winches.
• real gold mines single landmines: the appropriate use of plates is inevitable. It is quite a common occurrence for the gauges to be managed-misuse, abuse, trusted ill and. what gets measured gets done, and improper use of metrics can lead to unintended behaviors that may negate the expected value of the existence of standards in the first place.

impossible to measure? Many business and personal efforts are essentially non-quantitative. It's hard to see any way to measure these efforts. However, there is always a leading indicator associated and that can be tracked with a yes / no, low / medium / high, or another measure can be monitored over time to monitor trends and evaluate the predictive power. Great creativity tools for viewing these challenges constructively. For difficult to identify topics, ask yourself: What is the goal the big picture, what is practical, what is predictive, and how it can become sustainable over time?

To increase the likelihood of achieving great results for any purpose, and to identify areas connected and actionable focus, and the emphasis on predictive metrics with good planning tools for the momentum of continuous success.

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