kpi : kaedah membina dan mengawal untuk organisasi awam

[email protected] 08 1

Strategic Performance Strategic Performance Management & KPI for Management & KPI for

public Sector Organisationpublic Sector Organisation

BY

Muhamad Bustaman Abdul ManafHead of Department

Department of Quality Management Institute Aminuddin Baki, MOE

(National Institute of Educational Management and Leadership)

disusun semula oleh Muhd Bustaman- IAB KPM 08

2

BIODATA PENCERAMAH BIODATA PENCERAMAH MUHAMAD BUSTAMAN BIN HAJI ABDUL MANAF

Ketua Jabatan• Jabatan Pengurusan Kualiti

• Instutut Aminuddin Baki, KPM

1. Pengurus kursus: Kursus Pengurusan Strategik dan Pengurusan Kualiti• di Institut Aminuddin Baki semenjak 1995.

2. Menulis buku: 1. Perancangan Strategik (IAB) 2. Pengurusan Kualiti dalam pendidikan (Utusan). (buku ketiga: pengurusan strategik: dalam proses penerbitan- PTS)

3. Latihan Luar Negara dalam bidang Kualiti dan Pengurusan strategik:i. Strategic Leadership: World Trade Institute, New York, USA (1996)ii. TQM in Education: SEAMEO Innotech, Manila (1998)iii. Strategic planning in education (public sector): University of York, England (2000- 2004)

(Pengajian Peringkat Phd)iv. Strategy Measurement (BSC): U of Adelaide, Australia (2005)

4. Mempunyai sijil profesional Juruaudit (Lead Auditor) MS ISO 9000 sejak 1998 (berdaftar dengan IRCA London.

5. Memberi konsultasi dalam bidang Perancangan strategik dan kualiti pada semua peringkat Kementerian Pelajaran Malaysia dan Badan Kerajaan lain.

mbustaman/IAB/KPM/05 3

Self-Introduction

Name, Organization

Experience/knowledge about

Performance Measurement: KPI &

Balanced Scorecard.

Your expectations of the workshop


Workshop ObjectivesWorkshop ObjectivesThis workshop is designed to assist participants to: Understand the concept of Strategic

Performance Management System (SPMS) in the public organization

Develop Key Performance Indicators (KPIs) in line with missions, vision and objectives of the educational organization

Develop a scorecard of KPIs in all levels (Cascading).

Review performance and reporting performance.

Hello Sir,I’m Mr. Muhd. Bustamante from IAB to …………..

Establishing Performance Measurement Establishing Performance Measurement ProgramProgramIn Malaysian Public Agencies: MandateIn Malaysian Public Agencies: Mandate

From Prime Minister Speech During MAPA on 9 January 2004

“Budaya pengurusan berasaskan pengukuran prestasi secara berterusan perlu diterapkan dalam Perkhidmatan Awam untuk meningkatkan kecekapan dan keberkesanan sistem penyampaian perkhidmatan agensi Kerajaan kepada pelanggan, khususnya orang ramai”

KPIs For Cabinet Ministers

PUTRAJAYA: Prime Minister Datuk Seri Najib Abdul Razak yesterday unveiled a leaner cabinet of 28 ministers…………….. – and subjected them to Key Performance

Indicators (KPI) and six-monthy performance review.

To this end, he introduced a new paradigm of performance and achievement through the KPI ‘which will’ push for impact and not input, results rather than

output and will ensure the public service delivery is value for money”. (theSUN Friday April 10 2009, page 2)

The important of KPI• Source: Few, Stephen. 2006. Information

Dashboard Design: The Effective Visual Communication of Data. Sebastopol, CA: O’Reilly Media, Inc. p. 34.

• Let’s think of the dashboard of a car. It includes the most important information to help you get where you must go. You can see fuel levels, speed, oil pressure, and mileage. You don’t see tire pressure or a list of items in your trunk. While those latter items might be important at some time, they’re not key or critical to driving the car at that time. They can – and perhaps should – be monitored separately and less frequently.

hak milik mbustamanIAB.KPM 9

10

DIALS IN AN AIRPLANE COCKPIT

•Weather

•Fuel

•Height

•Latitude

•Temperature

•Time

•Frequency

•….

hak milik mbustamanIAB.KPM

• Let’s also think of balance – from Kaplan and Norton’s book on balanced scorecards they imagine a conversation with the pilot of a plane:

“Q: I’m surprised to see you operating the plane with only a single instrument. What does it measure?

“A: Airspeed. I’m really working on airspeed this flight. • “Q: That’s good. Airspeed certainly seems important. But

what about altitude. Wouldn’t an altimeter be helpful? • “A: I worked on altitude for the last few flights and I’ve gotten

pretty good on it . Now I have to concentrate on proper air speed. • “Q: But I notice you don’t even have a fuel gauge. Wouldn’t

that be useful? • “A: You’re right; fuel is significant, but I can’t concentrate on

doing too many things well at the same time. So on this flight I’m focusing on air speed. Once I get to be excellent at air speed, as well as altitude, I intend to concentrate on fuel consumption on the next set of flights.”

• Kaplan & Norton 1996. The Balanced Scorecard: Translating Strategy Into Action. Boston: Harvard Business School Press. P. 1.


12

Any one of us getting on such a plane might find a way to leave quickly!


Why do organisations measure performance? Why do organisations measure performance? (Charles Parker, 2000)(Charles Parker, 2000)

• 1. identify success2. identify whether they are meeting customer requirement3. help them to understand their process.4. identify where problems bottlenecks, waste, etc.5. ensure decisions are based on fact, not on supposition, emotion or intuition6. show if improvements planned, actually happened.


Why we must measuring Why we must measuring performance?performance?

Kaplan (2003):• If we can’t measure our processes, we can’t

manage our processes• If we can’t manage our processes, we can’t

change our processes for improvement• If we can’t improve our processes, we can’t

meet or exceed our customers’ expectations• MEASURE - MANAGE – CHANGE - EXCEED

Why Do We Need KPIs?• KPIs are critical to the strong

management of all organizations KPIs are used in: Balanced Scorecards Cascading strategy Performance management Risk management Governance = managing + reportingmbustaman/IAB/KPM/05 15

Why Do We Need KPIs?• There are two main reasons for using

KPIs:• 1 . To Motivate the Organization. Measure to motivate for higher performance on

both individual and group basis Measure to encourage changes in behaviour


Why Do We Need KPIs?• There are two main reasons for using

KPIs:• 2 . To Monitor the Organization. Measure to track progress of strategy Measure as the basis for a fair reward and

recognition program


To use KPIs Effectively, You need to be able to:

Identify /create KPIs Analyse KPIs Cascading KPIsMake strategic decisions based on

your KPIs


9 out of 10 companies fail

to execute and track strategy

Management Barrier

85% of executive teams spend less than one

hour/month discussing strategy

People Barrier

Only 25% of managers have incentives linked to strategy

60% of organisations don’t link budgets to

strategy

Resource Barrier

Vision Barrier

Only 5-10% of the work force understand

the strategy

CHALLENGES ORGANISATION’S FACE

PERFORMANCE MANAGEMENT: ALIGNMENTPerformance management takes place at three different levels: - Organisational Level - Departmental Level - Individual LevelThe cascading process is used to align the organisation’s objectives with the individual performance requirements.This ensures that every individual and business unit has a direct impact on the success of the organisation.

Alignment matrix Dept scorecard


Mission,Vision, Values

A word of caution!

Measures or KPIs are just the Start of a strategic discussion!

Measures cannot:• Solve problems, they can only tell you generally where the problem is! •Can’t tell you why your strategy is not succeeding, they can only tell you if you are on track or not!

In other words – you need to analyse measures or kpis to help you understand the why, what, how, who and when

Measures or KPIs are Meant to Generate Strategic Information

We don’t just measure our strategy to be compliant ….

We measure our strategy so that we can see:

Where we are going well (Yellow)

Where we need to improve ( Amber)

Where we are having problems (Red)

SMART –A Measures are more likely to generate ‘strategic Information’

Rankings(Benchmarks)

Absolute Numbers

Rating(surveys)

Ratio

Percentages

Indices

Strategic Information Generated

Com

plex

ity o

f Ana

lysi

s

Best Practice Measures or KPIs

Measures or KPIs needs to be able to be analyzed so that they can generate strategic information about your strategy

‘Good’ Measures or KPIs have five key elements:

They focus you on motivating staff or monitoring performancesThey focus you on what how you can beat the competition, fix something that is broken or clear something that is blockedThey are SMART-AThey are not generic in natureThey are regularly reported and analysed!

A ‘strategic’ Measure or KPI is NOT operational!


1. IPO-Framework 2.Program Logic Model 3.The “Critical Few” Set of Measures 4.Performance Dashboards 5.The Balanced Scorecard6.Malcolm Baldrige National Quality Award7.EFQM8.Kanji's Business Excellence Model (KBEM)9.Performance Prism

Performance Measurement Frameworks


Leadership System: M,V,GP, G, O

8. Customer & StakeholderSatisfaction


MISI & VISI

Tetapkan Perkhidmatan Tetapkan Perkhidmatan TerasTerasTentukan Proses-proses Tentukan Proses-proses UtamaUtama

Ukur dan Nilai Prestasi

Wujudkan KPI dan Wujudkan KPI dan Tetapkan Sasaran Prestasi Tetapkan Sasaran Prestasi bagi setiap perkhidmatanbagi setiap perkhidmatan

Pantau Tahap PrestasiTambah Baik Prestasi

PerkhidmatPerkhidmatan Yangan Yang

MemuaskaMemuaskann

Hati Hati PelangganPelanggan

Nilai Nilai Secara Secara BerterusaBerterusann

Kaji Kaji Semula Semula PrestasPrestasi Agensii Agensi

Kenalpasti Perkhidmatan-Kenalpasti Perkhidmatan-perkhidmatan Yang Disampaikan di perkhidmatan Yang Disampaikan di

bawah setiap Proses Utamabawah setiap Proses Utama

Maklumbalas Pelanggan

MODEL PENGUKURAN PRESTASI MODEL PENGUKURAN PRESTASI BERASASKAN PROSESBERASASKAN PROSES


Step 1Step 1•Clarifying Your Organisational Mandates, Mission, Vision and Values


What is Mandate?What is Mandate?• Mandates are written and unwritten

rules that govern and guide an institution and its stakeholders. Its maybe directly tied to laws, by laws, ordinances, acts and charters (Sevier, 2000)


Definisi Mandat?Definisi Mandat?•Kamus Dewan- DBP (2005): 1. Amanah yang diberikan oleh

orang ramai.2. Kuasa yang diberikan oleh

oleh pihak yang lebih tinggi.3. Surat kuasa, surat perintah4. Kuasa yang diberikan untuk

mentadbir

mbam/iab-moe/2006 33

Definisi misi?Definisi misi?• Kamus Dewan (2005): Tugas khusus yang

dipertanggungjawabkan kepada atau yang akan dilakukan oleh seseorang atau sesuatu kumpulan.


What is a Mission What is a Mission Statement?Statement?

A mission statement describes the

•What is our basic purpose or Why do we exist?) •Who we serve? , as our customers: geography, segments, names •What we produce- outcome benefits: products, services, uses) •How we do it "differently", "better", "more effectively" than others)


VisioningVisioning

Apakah yang anda boleh pelajari dari gambar ini?

36

Apakah itu visi/wawasan?Apakah itu visi/wawasan?•Kamus Dewan (2005): Pandangan yang jauh

(terutamanya yang berkaitan dengan perkembangan masa depan dsb) bagi mencapai matlamat penting sesebuah organisasi atau negara.


Apakah itu Apakah itu Wawasan/Visi?Wawasan/Visi?

• Burt Nanus:“A vision is a realistic, credible, attractive future for your organisation”.

• Thornberry (1997), Wawasan adalah satu gambaran atau pandangan tentang masa depan. Sesuatu yang bukan “real”, tetapi yang diimaginasikan


Value StatementValue StatementValue statement describes the principle that guide the organization’s work and includes a description of an organization’s philosophy and beliefs and often explains the organization’s relationship to its environment and resources.

Sample values:

Contribution, Alignment, Mutual support, Service,

Compassion, Competence, Appreciation,

Energy, Wonder, Risk, Fun, Safety, Excellence,

Integrity, Responsibility, Awareness

PIAGAM PELANGGANAdakah PP organisasi

dinyatakan berasaskan prinsip SMART?

Definisi Pelanggan

Organisation or person Organisation or person that receives a product that receives a product or services. or services.

A customer can be A customer can be internal or external to internal or external to the organisation. the organisation.

(ISO 9000:2000)(ISO 9000:2000)

Definisi Kepuasan Pelanggan

the degree to which the the degree to which the customer’s requirement customer’s requirement have been fulfilled. –have been fulfilled. – ISO ISO 9000:20009000:2000

Siapakah “PELANGGAN”?Siapakah “PELANGGAN”?• Mereka yang secara langsung

menerima/ mengunapakai output/produk dari sesuatu proses

• Mereka yang menggunakan atau membeli produk kita

• Pelanggan dalam dan luaran

SIAPAKAH PELANGGAN ANDA ?

42Hak Milik MBAM@IAB KPM 09

PERNYATAAN PIAGAM PELANGGAN IAB

IAB komited untuk memberi kepuasan kepada stakeholder berdasarkan piagam pelanggan seperti berikut dan akan memastikan:

1. Melaksanakan sekurang-kurangnya 80% program latihan yang didaftarkan dalam dokumen Program Latihan IAB pada tahun berkenaan;

2. Memastikan sekurang-kurangnya 95% peserta kursus berpuas hati dengan program latihan IAB;

3. Memastikan sekurang-kurangnya 80% peserta yang mengikuti program latihan berpuas dengan pengendalian sesi latihan oleh Pensyarah IAB dan Pensyarah Jemputan;

4. Memaklumkan pelanggan tentang kelulusan sesuatu kursus yang dipohon sekurang-kurangnya empat minggu (4) sebelum kursus bermula;

5. Memastikan prasarana latihan dan semua keperluan serta peralatan latihan berfungsi dengan baik dan dalam keadaan siap sedia untuk digunakan dalam tempoh satu (1) hari sebelum kursus bermula;

6. Menjalankan sekurang-kurangnya sembilan (9) penyelidikan dan pembangunan sistem maklumat setahun;

sambungan• 7. Menghasilkan sekurang-kurangnya sepuluh (10)

penerbitan setahun ;• 8. Menjalankan sekurang-kurangnya enam (6) program

konsultansi termasuk khidmat pasukan pemikir setahun;• 9. Menghasilkan indeks keperluan latihan dan

pembangunan profesioanal pemimpin sekolah bagi setiap negeri setiap tahun ;

• 10. Memastikan sekurang-kurangnya 80% peserta kursus berpuas hati dengan perkhidmatan sajian dan penginapan;

• 11. Menyediakan perkhidmatan perpustakaan pada setiap hari bekerja mulai 8.15 pagi hingga 4.45 petang;

• Memastikan semua staf IAB mendapat peluang untuk mengikuti latihan sekurang-kurangnya 7 hari setahun;

• Memastikan maklum balas kepada semua pertanyaan dan aduan pelanggan mengenai pengurusan perkhidmatan di IAB adalah menepati tempoh-tempoh berikut:– akuan penerimaan dalam tempoh 1 hari– maklum balas awal dalam tempoh 15 hari– laporan status aduan dalam tempoh 5 minggu


Step 2: Conducting theEnvironmental Analysis


THE ORGANIZATION AS AN ICEBERG

14.514.5


Role of SWOC/T Analysis inRole of SWOC/T Analysis inCrafting a Better StrategyCrafting a Better Strategy

• 1. Developing a clear understanding of an organization’s– Internal resource strengths– Internal resource weaknesses– External best opportunities– External threats or Challenges

• 2. Drawing conclusions about how– Organization’s strategy can be matched to both its

resource capabilities and external opportunities– Urgent it is for organization to correct resource

weaknesses and guard against external threats


Step 3:Step 3:

Identifying Identifying Strategic Issues, Strategic Issues,

Goals, Objectives, Goals, Objectives, KPI and Target KPI and Target


Strategic Issues or Critical Strategic Issues or Critical Success Areas?Success Areas?

• SI is a strength, weakness, opportunity or threat--- or problem or opportunity – that has or will have the potential to have significant impact on the institution mission and vision (Sevier, 2000)


3.2: What are Goals?3.2: What are Goals?

Goals

… are targets set for performance.

Goals should answer the question:

“What do we hope to achieve in support of the mission and vision (over the period …)?”


• Strategic goals define what must be done to achieved the mission & vision. (Niven, 2003)

• They are long-range performance targets that are consistent with an organization’s mission, usually requiring a substantial commitment of resources and achievement of short-term and mid-term supporting plans.


Mission

Vision

Goals

Objectives

Measures

Targets

Actions/Initiatives

Why we existWhy we exist

What we want to beWhat we want to be

What we must achieve to be successfulWhat we must achieve to be successful

Indicators and Indicators and Monitors of successMonitors of success

Desired level of Desired level of performance and performance and timelinestimelines

Planned Actions to Planned Actions to Achieve Objectives Achieve Objectives

O1 O2

AI1 AI2 AI3

M1M2M3

T1T1 T1

Specific outcomes expressed in Specific outcomes expressed in measurable terms (NOT measurable terms (NOT activities)activities)

Strategic Planning

Action Planning

Implementation /Measures

Strategic GoalsStrategic GoalsGoals serve as the starting point for cascading Objectives, Initiatives, and Measures down through the organization


Contoh perhubungan antara misi, isu Contoh perhubungan antara misi, isu strategik,matlamat & Objektifstrategik,matlamat & Objektif

. MISI NASIONAL

MATLAMAT STRATEGIK:Melahirkan Modal Insan Kelas Pertama

OBJEKTIF 1:Meningkatkan keupayaandan pengusaan ilmu pengetahuan

OBJEKTIF 2:Meningkatkan tahap kemahiranteknikal & vokasional

OBJEKTIF 3:Memperkukuh keupayaanR&D, sains & inovasi

OBJEKTIF 4:Memupuk masyarakatberbudaya dan memilikikekuatan moral

OBJEKTIF 5:Meningkatkan akses kepada pendidikan dan latihanberkualiti di semua peringkat


3.3 Objectives3.3 Objectives

What are SMART Measures?

To increase your success in terms of performance management, it is critical to choose the right measures- not just the most convenient one…

TIMELY

REALISTIC

AGREED TO

MEASURABLE

SMARTMEASURES

SPECIFIC

What are SMART-A Measures?

When creating a ‘balanced’ set measures for an organization, aligning measures where possible is also critical for your success ….

TIMELY

REALISTIC

AGREED TO

MEASURABLE

SMARTMEASURES

SPECIFIC

ALIGNED


3.4: Developing KPI3.4: Developing KPI


Performance indicators are measures that describe how well a program is

achieving its objectives.

What are performance indicators?

Key Performance Indicators are quantifiable measurements, that reflect the critical success factors of an organisation.


PRINSIP-PRINSIP ASAS PRINSIP-PRINSIP ASAS

Sasaran Prestasi boleh disediakan dalam Sasaran Prestasi boleh disediakan dalam bentuk:bentuk:

• Percentage of…….(Peratus )Percentage of…….(Peratus )• Number of……. (Angka bilangan)Number of……. (Angka bilangan)• Ranking (Top 10, Best in the World) Ranking (Top 10, Best in the World) • Ratio Ratio • Rating Rating • Average of…Average of…• Level of achievement of….Level of achievement of….

1.3 Identifying & Creating KPIs

… That Can Present in Different Forms

Rankings(Benchmarks)

Absolute Numbers

Rating(surveys)

Ratio

Percentages

Indices

Strategic Information Generated

Com

plex

ity o

f Ana

lysi

s

Absolute Numbers vs. indexes Absolute Numbers

Positives: Objective – ‘the number is the number’ Easy to measure and analyse Easy to communicate performance required ( i.e. what needs to be done)

Negatives:

Are simplistic in the information that they generate Direct comparisons between departments/ divisions/ organizations is difficult because the relative importance of what is being measured may be different for each

E.g.• Number of tons of exported• Number of patients admitted• Number of days of sick leave taken• Number of passenger journeys

Absolute Numbers vs. indexes Indices

Positives: Generate a lot of strategic information Able to make comparisons across a wide range of areas Able to weight areas of importance

Negatives: Difficult to communicate what needs to be done Results can be skewed by one factor if weighting is done

incorrectly (or not at all) Results can be interpreted in different ways by different people Individual component performance often cancel out so index

performance generally does not change rapidly

E.g. Index of customer satisfaction - Happiness index

Index of employee engagement - Economic prosperity index

Ranking vs. Ratings

Rankings (Benchmarks)Positives: Relatively easy to measure and analyseRelatively easy to communicate what needs to be done

Negatives: Are simplistic in the information that they generate Direct comparisons between departments/ divisions/ organizations is difficult because different organizations:

• May use different criteria for ‘best’

•Performance spreads from best to worst may vary greatly

• Brand recognition ranking

• ‘Employer of Choice’ ranking

• Pharmaceutical distributor ranking

• University ranking

E.g.

Ranking vs. Ratings

Ratings (surveys)

Positives: Relatively easy to measure and analyseRelatively easy to communicate what needs to be done Generate a lot of strategic information Able to make comparisons across a wide range of areas

Negatives: Results can be skewed by one factor Results can be interpreted in different ways by different people.

• Rating achieved on customer satisfaction survey

• Rating achieved on employee engagement survey

• rating achieved on product acceptance in market

E.g.

Ratios vs. Percentages

Ratios

Positives: Easy to measure and analyse Able to make comparisons across a wide range of areas

Negatives: Need to be reviewed to ensure organizations aren’t managing the denominator

• Number of complaints per passenger journey

• Number of calls completed per operator

• Number of students matriculating per school

E.g.

Ratios vs. Percentages

Percentages

Positives: Everything is normalised to ‘100’ therefore easier to understand as everything is related back to the whole Easy to communicate improvements required easy to measure and analyse Able to make comparisons across a wide range of areas

Negatives: Need to be reviewed to ensure organizations aren’t managing the denominator

• Percentage of new vs. old customers

• Percentage of actual vs. budget

• Percentage of IT projects completed on time and on budget

• percentage of staff trained

E.g.

How to identify Potential Strategic Measures

Review Existing Measures, i.e.: Own organizations (i.e. reports, other BSCs etc.)

Industry benchmarksDevelop New Measures, i.e.:1. Identify critical success factors for the

objective

2. Determine which ones are acting as the biggest ‘choke point’

3. Develop a specific measure for the ‘choke point’

A word of caution!

Your current measures are possibly generic in nature and / or lagging measures ….

1.3 Identifying & Creating KPIs

There are Two Types of Strategic Measures …

Lagging Measures:

Measure the outcomes of your strategy- Your customer stakeholder/financial outcomes

Usually found in the ‘top half’ of the Strategy Map

Tend to indicate what has happened in the past

Are usually quantitative in nature

Leading Measures:

Measure the drivers in your organization- Your people and your processes

Usually found in the ‘bottom half’ of the Strategy Map

Tend to indicate what will happen in the future if an action is taken now

Are usually qualitative in nature


Data CollectionData Collection• 1. Data Credibility

• 2. Data Collection Methods

• 3. Data Presentation


The Measurement Pyramid The Measurement Pyramid Goal

Outcome Performance

MeasuresProgram

Program Performance Measures

Program Components

Program Component Performance Measures

Activities

Activity Performance Measures

Strategic Goals/Objectives End-Outcomes

Longer-Term IntermediateOutcomes

Shorter-TermIntermediateOutcomes& Outputs

Outputs& Inputs


Categories of Performance Categories of Performance MeasuresMeasures

• Input measures (e.g., staff time, materials, equipment, resources) are useful in showing resources or effort used to provide services; however does not show effectiveness– You may be a spending a lot of effort doing the

wrong things• Output measures (e.g., number of products

produced or services provided) are useful in defining program or service; however, does not reveal quality or efficiency– You may be producing or providing a lot of the

wrong things inefficiently or with poor quality


• Outcome measures (e.g., score on standardized test, distance from proposed targets) are useful in showing the impact or benefit of the program or service

• Efficiency measures (e.g., cost per unit of output, outputs per unit of input, outputs per unit time) are useful in showing productivity and cost effectiveness

• Quality measures (e.g., reliability, accuracy, courtesy, competence, responsiveness) are useful in measuring the effectiveness in meeting customer expectations– Lack of quality can be measured (e.g., error

rates)


Designing Good KPIsDesigning Good KPIsObjectives – what are we trying to achieve?

• May be more than one indicator for each objective.

• Each objective will have strategies on how to achieve them.

Indicators – what are you going to measure?

• Used to assess the present state of progress and to suggest an appropriate course of action.

Measures – how are you going to measure it?

• Can be qualitative or quantitative data related to inputs, progresses or outputs.

Targets – what is the result that you want?

• Can be minima targets, stretch targets or a combination.

Results – what have you actually achieevd?


Constructing Good KPIsConstructing Good KPIsObjectives• High quality teaching.

Indicators

• Student satisfaction with the teaching they experience.

Measures

• Mean student response per class to the question e.g. Overall, how satisfied are you with this teacher?

• On a 1 to 5 Likert-type scale.

Targets

• At least 3.5 on a 1 to 5 scale, or

• Best in class compared with benchmark partners.

Target


Link KPI with target & Link KPI with target & InitiativesInitiatives

• Target: Desired level of performance for a performance measure (e.g., % of customer satisfaction target = 95%)

• Initiatives: Action programs that will achieve our performance goals (e.g., license renewals via Internet)

(source: Balanced Scorecard Institute, USA. 2005)


Potential areas to consider when setting targets:

• 1. TOV or Baselines and trends• 2. National, state, local or Education

Standards.• 3. Benchmarking • 4. Feedback from customers and

stakeholders


Tip (target)Tip (target)


Contoh Perhubungan:Contoh Perhubungan: Isu strategik,Isu strategik,Matlamat Strategik, Objektif, KPI Matlamat Strategik, Objektif, KPI

dan Sasaran Prestasi.dan Sasaran Prestasi.


MATLAMATSTRATEGIK

OBJEKTIF KPI SASARAN

BIDANGKURIKULUM

05TOV

06 07 08 09 10

Meningkatka kecemerlangan akademik

Meningkatka Pencapaian

Cemerlang dalam

PMR, SPMdanSTPM

%KeputusanPeperiksaanPMR

80.9 82.0 84.0 90.0 95.0 100

%KeputusanPeperiksaanSPM

94.8 96.0 97.0 98.0 99.0 100

%KeputusanPeperiksaanSTPM

97.5 98.0 100 100 100 100


ISU STRATEGIK

BIDANGKURIKULUM

MATLAMAT STRATEGIK OBJEKTIF KPI

SASARAN PRESTASI

TOV 07 08 09 2010

Pencapaian akademik murid masih lagi belum cemerlang.

Meningkatkan kecemerlangan pencapaian akademik pelajar

Meningkatkan kelulusan peperiksaan UPSR dan bilangan pelajar mendapat 5A

% kelulusanPeperiksaan

% pelajar mendapat

5A

91.7 %

33%

94%

35%

97%

37%

99%

39%

100%

40%

BIDANGISU STRATEGIK MATLAMAT

STRATEGIKKPI SASARAN PRESTASI

TOV 07 08 09 2010

KO-KURIKULUM

Pencapaian kokurikulum masih lagi di tahap minimum

Memastikan pencapaian kokurikulum mencapai tahap yang cemerlang.

Bilangan pelajar mencapai kejayaan-peringkatNegeri

3 7 11 13 15

Objektif jangka panjang : 15 orang pelajar mencapai kejayaan peringkat negeri pada tahun 2010

Objektif jangka pendek : 7 orang pelajar mencapai kejayaan peringkat negeri pada tahun 2007

ISU STRATEGIK, MATLAMAT STRATEGIK, KPI, OBJEKTIF & ISU STRATEGIK, MATLAMAT STRATEGIK, KPI, OBJEKTIF & SASARANSASARAN


Step 4: Develop Step 4: Develop InitiativesInitiatives

• Action programs that will achieve our performance goals (e.g., license renewals via Internet)

(source: Balanced Scorecard Institute, USA. 2005)

• Business strategy.• Specific programs, activities, projects or actions

you will engage in to help ensure you meet or exceed your performance targets.


THE TOWS MATRIXTHE TOWS MATRIX(GENERATION OF STRATEGIC OPTIONS)(GENERATION OF STRATEGIC OPTIONS)

STRENGTHS1.

2. LIST STRENGTHS

3.

4,

5.

6.

INTERNAL

ENVIRONMENT

WEAKNESSES1.

2. LIST WEAKNESSES

3.

4.

5.

6.

OPPORTUNITIES1.

2. LIST OPPORTUNITIES

3.

4.

5.

6.

S-O STRATEGIESPENETRATION

EXPANSION

INTENSIFICATION

ACQUISITION

INTEGRATION OF BACKWARD AND FORWARD LINKAGES

W-O STRATEGIESNICHE

LINKAGING OR NETWORKING

SUB-CONTRACTING

ANCHORING ORGANIZATION

DEVELOPMENT/CAPABILITY BUILDING

THREATS1.

2. LIST THREATS

3.

4,

5.

6.

S-T STRATEGIESDIVERSIFICATION

CONSOLIDATION

CONTINGENCY MECHANISMS

W-T STRATEGIESRETRENCH

MERGE

WITHDRAW

CLOSE SHOP

STATUS QUO

EXTERNAL ENVIRONMENT


STEP 5: Cascading kpiSTEP 5: Cascading kpi

90hak milik mbustamanIAB.KPM

Alignmentby Soichiro Honda-Honda Motors:• 1. Craft a vision: what we will be• 2. Create goals and performance

measures: What 4 or 5 things we must do to get there

• 3. Alignment: Translate the work of each person into alignment with the goals.


92hak milik mbustamanIAB.KPM


Goal Measure Target InitiativeFinancialGoal Measure Target Initiative

FinancialGoal Measure Target InitiativeFinancial

Goal Measure Target InitiativeCustomerGoal Measure Target Initiative

CustomerGoal Measure Target InitiativeCustomer MissionMission

VisionVisionStrategyStrategy

Goal Measure Target InitiativeInternal Business ProcessGoal Measure Target Initiative

Internal Business ProcessGoal Measure Target InitiativeInternal Business Process

Goal Measure Target InitiativeLearning and GrowthGoal Measure Target Initiative

Learning and GrowthGoal Measure Target InitiativeLearning and Growth

Cascading Scorecards Cascading Scorecards Support StrategySupport Strategy

CorporateBusiness UnitsSupport Units

Team/Individual

mbustaman.IAB.KPM 94

Pelan Tindakan untuk strategi 1Pelan Tindakan untuk strategi 1Bil Pelan

TaktikalTanggung-jawab

Tempoh

Kos/Sumber(RM)

Output KPI PelanKontigensi

1. Kelas bimbingan GPK 1

Jan- Okt

500.00 Pencapaian dan minat murid meningkat.

% lulus keseluruhan

% cemerlang A% kehadiran murid% peningkatan prestasi murid

Latih Tubi dalam kelas mengikut topik

Contoh Pelan OperasiPerkhidmata

nKPI Sasaran

Perkhidmatan Pengeluaran Pasport Malaysia

Untuk mengukur Kecekapan Proses1. Tempoh masa menunggu

untuk mendapat perkhidmatan di kaunter penerimaan

1 jam

2. Tempoh layanan semasa menerima perkhidmatan di kaunter- Penerimaan borang permohonan- Penerimaan Bayaran & resit

8 minit2 minit

3. Tempoh kitaran mengeluar dan menyerahkan paport

24 jam

4. Peratus kesilapan pasport yang dikeluarkan

0% kesilapan

ALIRAN KERJA KPI: MASA SEBENAR (MINIT)

CONTOH KPI ( tahap Operasi : level tiga)PERKHIDMATAN PENGELUARAN PASPORT MALAYSIA

Terima dan semak permohonan 5

Sah dokumen dan lulus 3

Terima bayaran 2

Tangkap imej 1

Cetak muka surat utama 2

Laminate 1

Kepastian cip dan cetak muka surat pemerhatian 2

Encoding 1

Sah keluar 2

Serahan 11

JUMLAH SEBENAR: 30 minit

9 PI

5 PIT

9 PI

3 PI

3 PI

3 PI

3 PI

1 PI

4 PI

3 PI

Perkhidmatan

KPI Sasaran


Untuk Mengukur Keberkesanan Proses

Bilangan pengeluaran pasport sehari

Masa produktif: 34 orang X 7 jam X 60 minit =14,280 minit

Masa sebenar bagi 1 permohonan = 30 minit (rujuk carta aliran)

Bilangan pasport yang boleh dikeluarkan: 14,280 = 476

30

476 476 passportpassport/hari/hari

CONTOH KPI DAN SASARAN PRESTASI UNTUK CONTOH KPI DAN SASARAN PRESTASI UNTUK PERKHIDMATAN PENGELUARAN PASPORT PERKHIDMATAN PENGELUARAN PASPORT

Malaysia ...sambunganMalaysia ...sambungan

Perkhidmatan KPI Sasaran


Untuk mengukur Produktiviti AnggotaUntuk mengukur Produktiviti Anggotadi Kaunter penerimaandi Kaunter penerimaan

(Kumpulan 9 Pegawai Imigresen)Masa produktif: 9 orang X 7 jam X 60 minit 3,780 minit

Masa sebenar semak satu permohonan dan terima bayaran

7 minit

Bilangan Permohonan pasport= 3,780/7

540 permohonan


MISI VISI

BORANG PENGUKURAN PRESTASI DAN MAKLUM BALAS

Objektif KPI Tov Sasaran Prestasi Sebenar Ulasan

MATLAMAT:


Sample Performance ReportPerformance Measure

Performance Indicator

Performance Standard/Target

Related Strategic Initiative

Performance Accomplishments

Outcome Supported Resources Used Impacts and Benefits

Assumptions

Environment (influencing factors)

Comments/Lessons learned


10 Reasons Why KPI Systems Do 10 Reasons Why KPI Systems Do Not Succeed in Public SectorsNot Succeed in Public Sectors

1. Staff believe top management imposes a system under political pressure or merely because it is the managerial fashion to have one.

2. The real purpose of the organization escapes definition.

3. The staff who have to contribute indicators cannot see their relevance to their working life.

4. Too many, too complicated, too incomprehensible.

5. What is measured is not necessarily important, only measurable.

6. Managers do not use the indicators to improve work, only compile them.

7. Staff forget about them, until it is time for the annual returns.

8. The available data is not reliable, or not sufficient, or too expensive to collect.

9. The results are disappointing, and are suppressed.10.The KPI system is treated as an end in itself, not as means to an end.


Main ReferencesMain References• 1. Allison and Kaye. (2003) Strategic Planning for Public and Non-profit

Organizations. San Francisco: John Wiley & Son, Inc.• 2. Bryson, J.M. (2004). Strategic planning for public and nonprofit

organizations: A guide to strengthening and sustaining organizational achievement 3rd ed. San Francisco: Jossey-Bass.

• 3. Hairuddin.M.A. & Muhamad Bustaman.A.M. (2007) Perancangan Strategik Pembangunan Sekolah: Memperkasa dan Melonjakkan Kecemerlangan Institusi Pendidikan. Genting Highlands, Pahang: Institut Aminuddin Baki, Kementerian Pelajaran Malaysia.

• 4. Kaplan & Norton. (1996) Balanced Scorecard: Translating Strategy Into Action. Boston, Massachusetts: Harvard Business School Press.

• 5. Kaplan & Norton. (2004) Strategy Maps: Converting Intangible Assets Into Tangible Outcomes. Boston, Massachusetts: Harvard Business School Press.

• 6. Kaplan & Norton. (2006) Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Boston, Massachusetts: Harvard Business School Press.

• 7. Miller, B.A. (2007) Assessing Organizational Performance in Higher Education. San Francisco: John Wiley & Son, Inc.

• 8. Niven, P.R. (2003). Balanced Scorecard: Step-by-step for Government and Nonprofit Agencies. San Francisco: Jossey-Bass.

• 9. Sevier, R. (2000). Strategic Planning for Higher Education Institution. Chicago, USA.

103

THANK YOUFromMuhd Bustaman Abdul ManafInstitute Aminuddin BakiMinistry of Educationbustaman@ iab.edu.my0199890524

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kpi : kaedah membina dan mengawal untuk organisasi awam

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