Planning analysis. Financial projections are reviewed weekly at senior leadership meetings, monthly regional results are discussed by appropriate senior leadership personnel, company-wide results are reviewed by the Executive Team (ET), and ultimately operational and financial results are shared with everyone at quarterly Staff meetings. Figure 4.1-1 illustrates how data are selected, collected, aligned, and integrated to support fact-based decision-making, continuous organizational improvement, and innovation. The data are selected based on their strategic or operational relevance or to allow meaningful comparatives.
be of further benefit to the Company. Selected metrics are purposefully aligned with business objectives and are used to optimize business processes. In 2015, several dashboards (e.g., Executive, Marketing, IPPM) were created to more thoroughly track organizational performance while simultaneously improving access to the data. Our key performance measures are captured on the Executive Dashboard (Figure 4.1-2) , supplemented by those that appear on the Measurement Inventory (Figure 4.1-3) . Financial measures include both revenue and profit, as measured against budget and the previous year. These numbers are tracked on a weekly basis and rolled up into monthly, quarterly, and yearly results, which are shared monthly company-wide, either in the newsletter or at a Staff meeting, depending on the month. In 2017, the headings on the Executive Dashboard and Measurement Inventory were modified to mirror one another, resulting in improved alignment between the two and less confusion when analyzing the information contained within both. 4.1a(2) Comparative Data IPM seeks information that can be harmonized with our own, using the following criteria to select comparative data: availability, relevance to our business or process, robustness and validity (e.g., significant sample sizes, reputation of data provider), and best-in-class comparisons. The identified comparatives—such as employee satisfaction data from the Great Place to Work (GPTW) survey—are used to gauge IPM’s performance against industry standards and best practices. Consulting industry data can be difficult to procure, as most consulting companies are privately held and therefore don’t share their results publicly, so IPM also conducts benchmarking with data from IBISWorld, which is the most relevant information publicly available. IPM also utilizes Service Performance Insight’s (SPI) Professional Services Maturity ™ Benchmark data, attained from participation in SPI’s survey, which we discovered when seeking benchmarks specific to the consulting industry. The data from both IBISWorld and SPI are incorporated into the BPP to support fact-based decision-making in the development of our strategy. The previously listed organizations are IPM’s primary sources of comparative data, but the Company also uses non-industry specific external benchmarks such as Microsoft Security Intelligence Report for IT security, Gartner for business development, and Allied Workforce Mobility for HR, selected due to their relevance to the topic under scrutiny. 4.1a(3) Customer Data Due to a paucity of available market data for customer satisfaction and service delivery quality, IPM selects Voice of the Customer (VOC) data collected through the Project Performance Evaluation (PPE) and Project Quality Plan (PQP), as both are based on service requirements. Since the questions in these feedback mechanisms dictate the data available, several cycles of improvement have occurred to
Figure 4.1-1 Measurement System After strategic objectives are identified during the Business Planning Process (BPP) process, the first step to ensuring their timely completion occurs as the BPP team determines how to measure performance and progress. Beginning in 2016, the performance of the associated action plans (Initiatives) has been tracked through Internal Project Portfolio Management (IPPM) and its associated dashboards, where the status of every internal project and associated strategic goals can be seen. The IPPM dashboard is accessible company-wide and is reviewed quarterly by senior leadership. In 2015, a project to overhaul Key Performance Indicators (KPIs) was initiated, as some of the measures we were calling KPIs were not actually reflective of our performance. The Management, Analysis, and Improvement of Organizational Performance (MAIOP) project was launched. It established a governing board to ensure that the data we select have relevance to the Company’s performance, and that the collection and subsequent integration of any new data would
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