Implementing Performance Measurement is not an evolutionary task but a transformational project due to the extent of change that is introduced: organizational silos and fiefdoms will be replaced by open systems, positive collaboration, and empowering visibility along cross-functional processes. Accordingly, Westernacher recommends structuring a Performance Assurance implementation along four waves:
Wave 1: An end-to-end project will start with a short Current State Analysis (CSA) followed by a complexity and cost reduction program. In connection with Performance Assurance, we are especially looking at simplifying the IT landscape (data objects, flows, systems) and reducing operational complexities.
Wave 2: In wave 2 we start the design of Performance Assurance processes. The focus is on the operational model (when, where, and what must be done) as well as on the organizational model (who is needed to do what). Additionally, we start preparation for the technical model, especially the tool selection process.
Wave 3: In the third wave, we will pilot and deploy Performance Assurance practices. Pilots have an important role in this wave as they allow to capture quick wins, allow for real world experiences and feedback, and can increase the urgency and pressure on non-participating organizations or functions to join the winning team.
Wave 4: The goal of the last wave is to institutionalize Performance Assurance, internalize all know-how to, and ensure that the organization can continue and further improve on its own.
During the waves 2 and 3 we utilize three integrated conceptual models (technical – operational – organizational) to plan the project, monitor its execution, and ensure that a complete solution is implemented.
The Technical Model enables Performance Assurance. It ensures that the right tools are available at the right time. It addresses issues such as IT architecture and infrastructure, IT use policies, disaster recovery, self-service, on-line help, training, and usability. Key steps include Identifying the relevant data sources, installing and connecting Business Process Management (BPM) and Operational Data Store (ODS) solutions, as well as stress testing and troubleshooting pilot experiences to improve production solution.
The Operational Model invites engagement to Performance Assurance with appropriate process workflows, alerts and notifications, event definitions, monitoring capabilities, etc. The goal is to push relevant information to responsible people and empower them to take action. Key steps include:
- Mapping individual Unique Operating Scenarios (UOS‘s) to specific workflows
- Confirming fulfillment of agreed Performance Assurance design objectives
- Holding formal usability forums to prioritize enhancements
While the Operational Model is only able to invite engagement, the Organizational Model provides the changes necessary to require engagement; it defines roles and actors, responsibilities and accountabilities, and required collaboration points. Without the organizational model, Performance Assurance is just a glorified information system. Key steps are development & deployment of training into workflows, as well as analysis and planning of organizational capabilities and development.
To ensure change is happening, we follow best practice change management that focuses on activities such as creating a sense of urgency, pulling together a guiding team, over communicating the vision, producing quick wins, etc.
