Oleg Afanasyev. Management of results. Training. 2013.

Corporative School of Management

Module 3

MANAGEMENT OF RESULTSPresenter : Afanasyev Oleg

Participant : ________________

on October 17-18

Training Studio Business Systems

Purpose:

Equip managers with new technologies of the personnel productivity management.

Tasks :

Analyze performance of employees.

Describe business processes of subdivision.

Develop regulations of the organization of work for departments.

Master the technology of controlling the behavior of subordinates.

Learning how to manage the productivity of employees.

MANAGEMENT OF RESULTS

2www.businessystem.com

Day 1.

10.00 Introduction to training: minute of boasting, analysis of the results of previous module.

11.30 Coffee break.

11.45 Theme 1. People.• Analysis of the effectiveness of subordinates.• Distribution of subordinates into categories based on their levels of performance.• Identify effective strategies for individual work with employees of different categories.• Development of the Program to improve productivity.• The implementation of the program to improve productivity.

13.00 Lunch.

14.00 Theme 2. Business Processes.• Description of the output product of the units and definition its quality parameters.• Definition of Internal Customers and Internal Suppliers of subdivision.• Description of the Input and Output of key business process of subdivision.

15.30 Coffee break.

15.45 • Description of Key business process of subdivision.

17.15 Coffee break.

17.30 • Identification and description of the Providing business processes of subdivision.

18.3019.0020.00

Summary of the day.End of working time.The movie.

PROGRAM


ExpectationsName, title Potential for the development

1.

2.

3.

4.

5.

Task of increasing employee productivity My expectations for this training

1.

2.

3.

4.

5.


Speaks only one

Gangway

Autumn

Shoulder loops

I am – utterance

A piece of Cake

A cup of Tea

Group rules


COFFEE BREAK


1. People1. Analysis of the effectiveness of subordinates.

2. Distribution of subordinates into categories based on their levels of performance.

3. Identify effective strategies for individual work with employees of different categories.

4. Development of the Program to improve productivity.

5. The implementation of the program to improve productivity.

www.businessystem.com 7

Increasing of the productivity

1. People

2. Business Processes

3. Organization

4. Valuables

5. Management

Key Factors for Success


KFS Aspects of the improving economic efficiency of the personnel Points Total+

%

People

1. Analysis of the effectiveness of subordinates.2. Distribution of subordinates into categories based on their levels of performance.3. Identify effective strategies for individual work with employees of different categories.4. Development of the Program to improve productivity.5. The implementation of the program to improve productivity.

1. 2. 3. 4. 5.

5

Business Processes

1. Description of the output product of the units and definition its quality parameters.2. Definition of Internal Customers and Internal Suppliers of subdivision.3. Description of the Input and Output of key business process of subdivision.4. Description of Key business process of subdivision.5. Identification and description of the Providing business processes of subdivision.

1. 2. 3. 4. 5.

5

Organization

1. Definition or clarification of the organizational structure of the subdivision.2. Creating Maps of activity for every job or Role position in a typical project.3. Definition of the КPI.4. Definition mechanism for monitoring and statistics control.5. Statistics control in real time.

1. 2. 3. 4. 5.

5

Valuables

1. Identification of key principles of behavior in the team.2. Analysis of the loyalty of subordinates.3. Description of the loyalty control.4. Upbringing the desired behavior in employees. 5. Monitoring and control of deviations.

1. 2. 3. 4. 5.

5

Management

1. Certification: Effectiveness, Competence, Loyalty.2. Personal development planning.3. Monitoring of development plans and efficiency dynamic.4. Management decision making.5. Implementation of management decisions.

1. 2. 3. 4. 5.

5

Total 25


Test “The potential of improvements”

5. Leader_______

4. Excess maker

(>110%)_________

3. High potential

(>100%)__________

2. Reliable (=100%)

___________

1. Moaner

(< 100%) __________


Analysis of the effectiveness of subordinates

LEVEL OF PERSONAL RESPONSIBILITY IS MEASURED BY ACHIEVEMENT OF THE OBJECTIVES STATISTICS

Categories Co-workers

1.MOANER

2.RELIABLE

3.HIGH POTENTIAL

4.EXCESS MAKER

5.LEADER


Distribution of personnel by category

Categories Strategies for performance improving

1.MOANER

2.RELIABLE

3.HIGH POTENTIAL

4.EXCESS MAKER

5.LEADER


Effective strategies of manager behavior

Purpose - SMART

№ Major obstacles Course of action

1

2

3

4

5


Improvement program for employee productivity of subdivision

Purpose - SMART

№Course of

action№ Steps Results

TermsResponsible

Start End



Purpose - SMART

№Course of


TermsResponsible

Start End



Lunch


2. Business Processes1. Description of the output product of the units and definition its quality parameters.

2. Definition of Internal Customers and Internal Suppliers of subdivision.

3. Description of the Input and Output of key business process of subdivision.

4. Description of Key business process of subdivision.

5. Identification and description of the Providing business processes of subdivision.



Output product of the company

Company

For whom? What do we do? What is the result of activities?

The quality criteria of the result?

Customers and Suppliers

External customers External suppliers


The Key Business Process

Input Output


COMPANY

EXPECTATIONS REACTIONS

DESIRE FOR FURTHER APPLY

EXTERNAL CUSTOMER

IMPLEMENTATION OF APPLICATION


The output product of subdivision

Subdivision

For whom? What do we do? What is the result of activities?

The quality criteria of the result?

Customers and Suppliers

Internal Customers Internal Suppliers



Input Output


SUBDIVISION



INTERNAL CUSTOMER

IMPLEMENTATION OF APPLICATION


Input Output


ПОДРАЗДЕЛЕНИЕ



INTERNAL CUSTOMER

I. Stages

1 2 3 4 5

II. Algorithms

III. Procedures

1.1 1.2 1.3 1.4 1.5


Decomposing of The Key Business ProcessThe Key Business Process

Customer

KPI

Algorithms of actions

ApplicationImplementation of

applicationFeedback Correction of actions

1. 1. 1. 1.

Ans. Ans. Ans. Ans.

2. 2. 2. 2.

Ans. Ans. Ans. Ans.

3. 3. 3. 3.

Ans. Ans. Ans. Ans.

4. 4. 4. 4.

Ans. Ans. Ans. Ans.

5. 5. 5. 5.

Ans. Ans. Ans. Ans.

COFFEE BREAK


Providing Business Processes

Input Output


SUBDIVISION

EXPECTATIONS YES REACTIONS


INTERNAL CUSTOMER

PROVIDING BUSINESS PROCESSES



Subdivision

№ Providing Business Processes Suppliers KPI

1

2

3

4

5


Decomposing of Providing Business Processes


Supplier

KPI

Algorithms of actions

ApplicationImplementation of

applicationFeedback Correction of actions

1. 1. 1. 1.

Ans. Ans. Ans. Ans.

2. 2. 2. 2.

Ans. Ans. Ans. Ans.

3. 3. 3. 3.

Ans. Ans. Ans. Ans.

4. 4. 4. 4.

Ans. Ans. Ans. Ans.

5. 5. 5. 5.

Ans. Ans. Ans. Ans.

Day 2.

10.00 Subject 3. Organisation. • Determination and specification of the department organizational structure.• Development of Function Maps for each Workplace.• KPI Determination.

11.30 Coffee Break.

11.45 • Development of Function Maps for each Role position in a typical project.• KPI Determination.• Specification of the monitoring mechanism and statistic control. • Real-time statistic control

13.00 Lunch.

14.00 Subject 4. Core Values.• Determination of key team -behavior principles.• Subordinates’ allegiance Evaluation.• Specification of an Allegiance control mechanism.• The desired employees' behavior development. • Deviations Monitoring.

15.30 Coffee Break.

15.45 Subject 5. Performance Management.• Appraisal: Performance, Competence, Allegiance.• Personal development planning.

17.15 Coffee Break.

17.30 • Monitoring of development plans and achievement progress.• Management decision-making.• Execution of Management decisions.

18.3019.00

Recapitulation.Closing-up.

AGENDA


3. Organisation1. Determination and specification of the department organizational structure.

2. Development of the Function maps for each workplace or a Role position in a typical project.

3. KPI Determination.

4. Specification of the monitoring mechanism and statistic control.

5. Real-time statistic control


ORGANIZATIONAL STRUCTUREDepartment



SCRUM

Scrum in a rugby game between Newport and London Welsh in 1904

It is a project management methodology , which is actively applied in the information systems development for the agile software development.

Scrum clearly emphasizes on a quality control of the development process.

Besides the software development project management, Scrum can be also applied in ◦ A work of software support teams, or ◦ As an approach to the management of program development and

maintenance: Scrum of Scrums.


SCRUM


SCRUM Model

Project Backlog Sprint Backlog 24 hours 30 days Functioning SW with Sprint new opportunities

This approach was originally introduced by Takeuchi Hirotaka and Ikudjiro Nonaka in the article “The New Product Development Game “(Harvard Business Review, January-February, 1986).

They noted that the projects, where small cross-functional teams are involved, usually produce better Deliverables, and they explained it as “RUGBY APPROACH”.

In 1991 deGrace and Stahl in their book “Wicked problems, righteous solutions” referred to this approach as SCRUM , sport term, mentioned by Takeuchi and Nonaka in their article .

At the beginning of 1990-s Ken Schwaber used the approach that has brought Scrum into his company.

For the first time ever the Scrum has been widely introduced аs a documented and described method by Schwaber and Jeff Sutherland at OOPSLA’96 in Austin.

Later on, Schwaber and Sutherland used to work together in order to process and describe their experience and the industry best practice and integrate them in a methodology known today as Scrum.

In 2001 Schwaber united his efforts with Mike Beedle in order to describe the method more specifically in the book “Agile Software Development with SCRUM”.


История возникновения SCRUM

Is a set of principles on which the development process is based. It enables

1. In a fixed limited-in-time interactions , called sprints,

2. to deliver to an end-user functioning software with advanced features, to which the greatest priority has been determined.

3. Software features for the production in the following sprint are determined during planning at the sprint primary stage, and cannot be changed during its duration.

4. The fact that sprint is strictly fixed and limited in time makes the development process predictable and flexible.


Scrum


Project Team Roles

Roles

________________

________________

________________

________________

________________

________________

Mission Roles

The major goal (performance indicator)

Key Tasks (activity indicators)

Script Task Performance (Algorithms, Deadlines)

Competence Sets(Knowledge, Skills and Experience)

Behaviour(core values)


Role Map

Decomposition Levels Content KPI

1. Mission

2. The major goal

3. Key Tasks

KPI

4.Algorithms

1 2 3 4 5

Deadlines

1

2

3

4

5

6

7


Role Map

Algorithms 1 2 3 4 5

5. Competence ЗУН ЗУН ЗУН ЗУН ЗУН

1

2

3

4

5

6

7

6. Corporate culture values

What are the key-factors for this Role implementation??


Role Map (cont.)

Coffee break


4. Core Values1. Determination of key team behavior principles.

2. Subordinates' allegiance Evaluation.

3. Specification of an Allegiance control mechanism.

4. The desired employees' behavior development.

5. Deviations Monitoring.


Company core values

Department employees Total

Sum Rating

1.

2.

3.

4.

5.

Total

Score


Allegiance Supervision

Lunch


5. Management1. Appraisal: Performance, Competence, Allegiance.

2. Personal development planning .

3. Monitoring of development plans and achievement progress.

4. Management decision-making.

5. Execution of Management decisions.


50

Performance

AllegianceCompeten

ce

Appraisal

51

EMPLOYEES’ PERFORMANCE EVALUATION

№ Employees Types of Employees

Downer Regular fellow

Candidate Pool

Batman Leader

Performance < 100% = 100% Up to 110% > 110% each –min 100%

Level 1 2 3 4 5

1 1 2 3 4 5

2 1 2 3 4 5

3 1 2 3 4 5

4 1 2 3 4 5

5 1 2 3 4 5

6 1 2 3 4 5

7 1 2 3 4 5

8 1 2 3 4 5

9 1 2 3 4 5

10 1 2 3 4 5

Total

Average score

52

EMPLOYEES' COMPETENCE EVALUATION

№ Employees Professional training received from the company

Knows working

standards by heart

Has been trained at a workplace

Instructed as to a problem-

solving algorithm

Works without

mistakes

Performs assigned

tasks fast and in a good manner

Competence 1 2 3 4 5

1 1 2 3 4 5

2 1 2 3 4 5

3 1 2 3 4 5

4 1 2 3 4 5

5 1 2 3 4 5

6 1 2 3 4 5

7 1 2 3 4 5

8 1 2 3 4 5

9 1 2 3 4 5

10 1 2 3 4 5

Total

Average score

53

EMPLOYEES’ ALLEGIANCE EVALUATION

№ Behaviour Employees Total Rating

1 1 1 1 1 1 1

2 1 1 1 1 1 1

3 1 1 1 1 1 1

4 1 1 1 1 1 1

5 1 1 1 1 1 1

6 1 1 1 1 1 1

7 1 1 1 1 1 1

8 1 1 1 1 1 1

9 1 1 1 1 1 1

10 1 1 1 1 1 1

Total

Average score

Total points

Allegiance Level

«1»1-2 scores

«2»3-4 scores

«3» 5-6 scores

«4»7-8 scores

«5»9-10 scores

54

APPRAISALS' STORY

№ Employees Evaluation Aspects Average score Rating

Performance competence Allegiance

1 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

2 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

3 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

4 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

6 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

7 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

8 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

9 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

10 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Total (as per an aspect)

Average score (as per an aspect)

Sum of average scores (as per a team)

Average score (as per a team)

Coffee break


Implementation Plan

№ Steps Deadline

Accountable Deliverables Ок


Has this training met my expectations?

What is my major finding in this training?

What would I like to wish the team?

Workshop review


58

www.profilesinternational.comwww.profilesinternational.com.uawww.businessystem.comwww.gmcua.comwww.gmc.in.uawww.ukrinnovation.com

[email protected]@profilesinternational.com.ua(+38067) 401 31 71skype: oleg.afanasyev2

OLEG AFANASYEVDirector of Business Systems,Managing Partner of Profiles International Ukraine (USA)Partner of Global Management Ukraine (Portugal)

www.businessystem.com

Oleg Afanasyev. Management of results. Training. 2013.

Business

Transcript of Oleg Afanasyev. Management of results. Training. 2013.