1 performance metrics for virtual teams etm5110/msis5600 managing virtual project teams nicholas c....
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Performance MetricsPerformance Metricsfor Virtual Teams for Virtual Teams
ETM5110/MSIS5600ETM5110/MSIS5600Managing Virtual Project TeamsManaging Virtual Project Teams
Nicholas C. Romano, Jr., Ph.D.Nicholas C. Romano, Jr., Ph.D.
[email protected]@mstm.okstate.edu
Paul E. Rossler, Ph.D., P.E.Paul E. Rossler, Ph.D., P.E.
[email protected]@okstate.edu
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OverviewOverview
• What metrics should be used to evaluate the What metrics should be used to evaluate the performance of a virtual team?performance of a virtual team?
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ProjectProjectProblemProblem
TaskTask
CollaborativeCollaborativedecisions and decisions and
actionsactions
Virtual Virtual TeamTeam
Leader,Leader,MembersMembers
TechnologyTechnologyStructureStructureProcessProcess
FacilitationFacilitation
Virtual team management in the Virtual team management in the context of a management systemcontext of a management system
(Based on Kurstedt’s Management System Model)
IdeasIdeasInformationInformationPerformancePerformance
ProgressProgress
Idea organization, Idea organization, prioritization,prioritization,
consensus, contribution consensus, contribution and progressand progress
Who ManagesWho ManagesWhat is Used toWhat is Used toManage (Tools)Manage (Tools)
What is ManagedWhat is Managed
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ProjectProjectProblemProblem
TaskTask
Measurement system design should Measurement system design should start with what is managedstart with what is managed
What is ManagedWhat is Managed
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Some questions to help define Some questions to help define what is managedwhat is managed
• What is the team’s desired outcome(s) or What is the team’s desired outcome(s) or objective(s)?objective(s)?
• What level of quality and cost must its What level of quality and cost must its product or service (or outputs) possess?product or service (or outputs) possess?
• What key processes or activities are What key processes or activities are essential for producing this product or essential for producing this product or service?service?
• What critical resources are required?What critical resources are required?
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What can be measured?What can be measured?
• InputsInputs– Knowledge, skills, abilities of team membersKnowledge, skills, abilities of team members– Are resources being used in efficient waysAre resources being used in efficient ways
• Processes, the essential activitiesProcesses, the essential activities
• Outputs, the products or services producedOutputs, the products or services produced– On time? Within specifications? Under budget?On time? Within specifications? Under budget?
• OutcomesOutcomes
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7Thamhain, H.J. “Effective Project Leadership in Complex Self-Directed Team Environments.” in R.H. Thamhain, H.J. “Effective Project Leadership in Complex Self-Directed Team Environments.” in R.H. Sprague Jr. and J.F. Nunamaker Jr., (Eds.) Proceedings of the Thirty-second Hawaii International Sprague Jr. and J.F. Nunamaker Jr., (Eds.) Proceedings of the Thirty-second Hawaii International Conference on System Sciences. 1999. Maui, HI: IEEE Computer Society.Conference on System Sciences. 1999. Maui, HI: IEEE Computer Society.
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What should be measured?What should be measured?
Decisions and Decisions and actions to actions to
manage and manage and improve improve
performanceperformance
Virtual Virtual TeamTeam
Leader,Leader,MembersMembers
Who ManagesWho Manages
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Existing (team) meeting Existing (team) meeting performance metricsperformance metrics
• TypesTypes
• PurposesPurposes
• TimeTime
• NumberNumber
• CostCost
• EfficiencyEfficiency
• ProblemsProblems
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Measure Drucker’s Key Result Measure Drucker’s Key Result Areas?Areas?
1.1. Market standingMarket standing
2.2. InnovationInnovation
3.3. ProductivityProductivity
4.4. Physical and financial resourcesPhysical and financial resources
5.5. ProfitabilityProfitability
6.6. Manager performance and developmentManager performance and development
7.7. Worker performance and attitudeWorker performance and attitude
8.8. Public responsibilityPublic responsibility
Drucker, P. F. (1954/93). Drucker, P. F. (1954/93). The practice of managementThe practice of management. New York, HarperBusiness.. New York, HarperBusiness.
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Measure Sink and Tuttle’s Seven Measure Sink and Tuttle’s Seven Performance Criteria?Performance Criteria?
1.1. EfficiencyEfficiency
2.2. EffectivenessEffectiveness
3.3. QualityQuality
4.4. ProductivityProductivity
5.5. Quality of work lifeQuality of work life
6.6. InnovationInnovation
7.7. Profitability (Budgetability)Profitability (Budgetability)Sink, D. S., T. C. Tuttle, et al. (1984). "Productivity measurement and evaluation: What is Sink, D. S., T. C. Tuttle, et al. (1984). "Productivity measurement and evaluation: What is available?" available?" National Productivity ReviewNational Productivity Review(Summer): 265-287.(Summer): 265-287.
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Measure perspectives found on Measure perspectives found on Kaplan and Norton’s BSC? Kaplan and Norton’s BSC?
• FinancialFinancial
• CustomerCustomer
• Internal Business ProcessesInternal Business Processes
• Learning and GrowthLearning and Growth
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What information is needed to What information is needed to know whether the team is…know whether the team is…
• EffectiveEffective– On schedule with respect to milestones, On schedule with respect to milestones,
deliverablesdeliverables– Working as a teamWorking as a team
• EfficientEfficient– Within budgetWithin budget
• Producing a quality product or serviceProducing a quality product or service• ProductiveProductive
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ProjectProjectProblemProblem
TaskTask
Given the information needed, Given the information needed, what data should be collected?what data should be collected?
Data on Project Data on Project and Teamand Team
Performance andPerformance andProgressProgress
What is ManagedWhat is Managed
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Deciding what (and how) to Deciding what (and how) to measuremeasure
Identify Identify
Measures
Measures
Define M
easuresD
efine Measures
Define
Define
Process
Process
Collect D
ataC
ollect Data
Analyze D
ataA
nalyze Data
Present Info
Present Info
Evaluate
Evaluate
AuthoritativeAuthoritative
ConsultativeConsultative
DelegativeDelegative
ParticipativeParticipative
Mgmt.Mgmt.StyleStyle
PhasePhase
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Measurement system Measurement system effectiveness tends to increase… effectiveness tends to increase… 1.1. The greater the improvement orientationThe greater the improvement orientation2.2. The more that measures reflect what’s The more that measures reflect what’s
importantimportant3.3. As involvement in measurement increasesAs involvement in measurement increases4.4. As understanding, validity, and usefulness As understanding, validity, and usefulness
increaseincrease5.5. The more measures align with meaningful The more measures align with meaningful
rewardsrewards
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SummarySummary
• Measurement system design should start Measurement system design should start with what is managedwith what is managed
• What should be measured depends on what What should be measured depends on what information is needed to manage information is needed to manage performanceperformance
• Measurement systems that are used Measurement systems that are used primarily for the purpose of control tend to primarily for the purpose of control tend to be less effectivebe less effective