How do I build the right CPM Team?
For any company, big or small, the difference between success and failure lies with their greatest asset – their people. Identifying the right person for the right task is the key to mastering, and succeeding at any initiative. The proper individual or groups of individuals can go a long way towards assuring a successful measurement program by sharing ownership, increasing data integrity, building communications and ensuring a firm commitment to the performance measurement initiative. It’s that simple.
Who are the people needed to make up a solid performance measurement team and what skills do they require? Your company should consider making available the following individuals/roles, to ensure the project’s success:
Executive Sponsor (Champion, Management Lead): To be successful this type of strategic initiative needs the solid commitment of senior management. Senior management must be seen as to be supportive and dedicated to the pursuit of this program. All decision-makers must be clear on the strategic value of performance management, collaboration, business intelligence and the necessity of aligning key measurements to important business strategies.
Often a member of the executive committee will assume this role, representing the voice of management.
Without this visible support from upper management, the initiative is programmed to fail. Employees are reluctant to realign their priorities themselves if they are not confident that their immediate boss fully supports this new focus. It is the responsibility of the sponsor to ensure that upper management’s unified commitment to the program is visible to all.
Management Team (Executive Team): Performance measurement should not be positioned, nor viewed as a specific department initiative. The management of the company needs to determine the strategic objectives and set the direction of the performance measurement initiative. This group should provide the strategic measurement framework and determine a plan of action for the entire company.
Project Manager (Project Leader, Team Lead): in outh africa online casino flash
Frequently, performance measurement is introduced into a company as a pilot team project in order to ensure an early win and develop an understanding of the steps and processes required in performance measurement implementation. This necessitates that many individuals across the organisation coordinate their efforts to achieve one common goal. The Project Manager is responsible for making sure that the project is delivered on time, and within budget, using the appropriate resources. This requires the dedicated resources of a least one person who is skilled at handling projects of a cross-functional nature.
System Administrator (System Manager, PM Coordinator): It is vital that one individual be responsible for performing the actual set-up and maintenance of the process of the performance management, budgeting forecasting and reporting system. The system administrator functions as an important link between management and the users of the system. This individual often has been responsible for the creation and deployment of the monthly management reporting package.
Data Providers (Data Providers): Identifying and gathering data can be a very time consuming activity, particularly at the onset of project. Assigning this often arduous task to more than one individual allows several people to get involved in the project and share in the ownership of data integrity.
The best data providers are those individuals who have an in-depth understanding of the systems that hold the data as well as the history of the measure data information.
Measure Owners (Measure Manager): The ability to anticipate problems and identify root cases is critical to managing performance. The responsibility of the Measure Owner is to understand how to best analysis the measure data and analysis the root cause of performance. They are then accountable to take quick corrective action on any measure that the data reveals to be performing below par. The owners may then seek to correct a poor performance, or communicate the information that a department or individual is in need of assistance and/or resources.
While Managers in a company are ultimately responsible for their own department’s performance, this sharing of responsibility improves decision making and builds commitment.
Users (Team Members): Any system that is not widely used is ineffectual, regardless of how valuable the actual information may be. To ensure success of the program, everyone responsible for measurement and performance must take an active role in maintaining and sharing of the performance measurement information.
What makes a performance measurement program work? The right people, with the right skills, doing the right jobs. This is a key ingredient for a successful project implementation.
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