Process management PV215 - 9 2 (C) J. Plamínek Lecture Introduction }Change Vector ◦Performance Indicators }Balanced Scorecard }Processes and Projects }Motivation and Stimulation PV215 - 9 3 Lecture Introduction PV215 - 9 4 Processes & Projects Lecture Introduction minule jsme hovořili o strategickém rámci jeho tvorba a "prodej" do vnitra firmy je podstatou práce lídrů ... strategický rámec a strategie do velké míry určují vztah vůči okolí firmyvůči investorům, zákazníkům na manažerech je příslušné strategické cíle uskutečnit . musejí stanovit cíle a způsob, cesty jak těchto cílů dosáhnout, a to prostřednictvím jiných lidí PV215 - 9 5 I ... intention (goal, objective, milestone) I I I I I I I I I I Lecture Introduction PV215 - 9 6 Change Vector SQ T > How to track the change? DC...Deming Cycle Change vector PV215 - 9 7 }To know WHAT to do is not enough }It is important to know WHETHER and HOW we are doing }Therefore MbC operates with system of indicators on every level of management ◦in accordance with development of company and people, the target values for indicators are determined that enable continuous monitoring and management of improvement }Balanced Score Card utilization SQ T Change vector }Balanced Score Card (BSC) ◦introduced in 1990’s by Robert Kaplan and David Norton ◦reaction to popular cost-cutting projects }Cost-cutting Projects substantially improved cost-related financial indicators in fiscal year ◦and consultancy companies made well getting good profit share }However, in next years cost-cut companies ◦have seen a huge drop in their performance ◦loose much of their ability to react to changes (stability) ◦become less vital, i.e. able to continuously succeed }Therefore BSC ◦introduced new kinds of indicators to existing ones to connect corporate strategy with all operational areas of within the enterprise PV215 - 9 8 Balanced Scorecard finanční ukazatele jsou pro většinu lidí málo srozumitelné, neodráží výsledky v jednotlivých úlohách na dostatečné úrovni podrobnosti Robert Kaplan a David Norton poukázali, že zásadní zlepšení finančních ukazatelů firmy může být předzvěstí problémů s konkurenceschopností a navrhli doplnění finančních ukazatelů o ukazatele nefinanční. Aby celý systém fungoval musí ukazatele měřit něco, co má smysl vzhledem k cílům, jichž má firma dosáhnout. Tyto cíle musí být definovány, pak vývoj ukazatelů indikuje PV215 - 9 9 TOP management financial indicators revenues -> profit/loss <- costs customer indicators number of new customers average size of order new products ratio number of loyal customers ... internal processes indicators average time to market number of complaints – quality product cost service innovation pace ... learning and growth indicators competencies/resources abilities attitudes qualities all managers Balanced Scorecard arrows stands for causality relationships PV215 - 9 10 TM FI CI IPI LGI all M req_pos_yy.png Balanced Scorecard }BSC is tool primarily for managers ◦but also communication mean with leaders, owners, shareholders PV215 - 9 11 }BSC may be foundation of monitoring system shareholders, owners, ... Feedback Balanced Scorecard }Processes and projects ◦defined sets of procedures, activities or actions transforming inputs to outputs }Processes ◦repeatable, easy to monitor, subject of continual improvement ◦deterministic, predictable ◦focused on outputs }Projects ◦unique, have to be attentively planned and executed, continuously monitored and managed ◦uncertain ◦focused on impact, benefits and goals of its outputs PV215 - 9 12 Processes and Projects project management is the most expensive management approach }How can projects benefit from process management? ◦projects may involve processes; for partial design of project the process design techniques may be utilized }How can processes benefit from project management? ◦process definition may be extended to define desired impact of process outputs; then performance indicators may be defined more appropriately PV215 - 9 13 Processes and Projects PV215 - 9 14 Processes and Projects PV215 - 11b 15 stimuli processing feeling need behavior rational procedures intuitive procedures processing processing pleasant/ unpleasant to preserve/ to change passive/ active (C) J. Plamínek Where do our motives come from? PV215 - 11b 16 Motivation Motives and incentives are the forces that helps us to take action. PV215 - 11b 17 Stimulation Motivation Motivation }Motivation is about reaching harmony in ◦what does one person feels as their inner needs ◦what this person is assigned to do for company }Making person and task to be assigned to fit each other ◦adjust person to the task ◦adjust task or its submission to person }Golden rule ◦“Do not adjust people to their task, but adjust tasks to people and their needs!” }Manager skilled in motivating is able to ◦reach desired result and ◦make people happy and satisfied with their work ◦ ◦ PV215 - 11b 18 Motivation TABULE 32 PV215 - 11b 19 (C) J. Plamínek Motivation PV215 - 11b 20 reflection of outer short term impulses reflection of current inner state degree of fulfillment of life needs social role and order may overlap the other factors in short term may mask and hide the personality influence in long term (C) J. Plamínek Motivation Personality – remember MBTI PV215 - 11b 21 (C) J. Plamínek Motivation Personality TABLE 34 Personality Explorer Guide Harmonizer Refiner Typical need Inner self-assertion: overcoming challenges Outer self-assertion: influencing people Outer anchor: favorable environment Inner anchor: perfection Response to praise “I know. Of course it works.” “It was not easy. I’ll show what I did.” “Praise also the others.” “Thanks. I did what I could.” Response to criticism “I know. It has already happened.” (Belittlement) “Who the hell you are, ...” (Acceptance) “I see. Maybe I disappointed you” Fair criticism: (Regret) Unfair criticism: (Diplomatic) “If you think so” Cope with stress Kick. Higher performance Delegating to others Unresponsive Big stress, collapse. Motivating formulations This will be hard. Nobody done it before. Do it in your way. We depend on you. You are great organizer. You will be a part of the team. You will help if they struggle. Here are the instructions. I will advise when it is not clear. PV215 - 11b 22 (C) J. Plamínek Motivation PV215 - 11b 23 Bearable working conditions Sufficient financial income Securing the future Good interpersonal relationships Image of the company Bonuses and career Appreciation and respect Space for personal development Useful work (C) J. Plamínek Motivation Environ TABLE 35 V praci museji byt splneni alespon 2 ze 3 veci: penize, lide, prace