Worksheet
Assess Performance Measures (individual)
Knowledge Innovation Assesment: Performance Measures
Performance measures in my context means:
The knowledge and IT committee should measure and evaluate the
competencies (tangible and intangible) of the IT departments of the
ministries in order to make the best use of and analyse the
improvement in the services provided after the establishment of the
Technical Support and Knowledge Exchange Network between them.
Please click in each green shaded cell & rate your organization on a scale of
0-10. 0 = "No", 5 = "Somewhat", 10 = "Yes". "N/A" = this point is not relevant.
Identifier
P1
Assessment Statement
There is an identified person who is responsible for
performing the Assessment of Knowledge Innovation within
the organization.
Current
Desired
Rating
Rating
(N/A, 0-10) (N/A, 0-10)
2
9
5
8
4
8
3
9
2
8
1
7
2
9
2
8
P9
The organization rewards idea creation, responsible risktaking, and development of innovations into
products/services.
1
8
P10
Processes are in place within the organization to measure
the organization’s intangible assets.
2
9
2.4
8.3
P2
P3
P4
P5
P6
P7
P8
Average
Score
The organization’s business strategy is clearly defined.
This business strategy is clearly communicated within all
levels of the organization.
The organization’s performance measures are designed to
gauge both tangible and intangible indices.
The organization’s measurement systems provide a means
to promote value in the eyes of customers and stakeholders.
The instrumentation needed to ensure proper, consistent
calibration over time is in place.
The measurement process is perceived within the
organization as a learning activity.
Incentives are in place within the organization which
promote idea creation, responsible risk-taking, and
application of inventions or concepts into development of
products/services.
Performance Measures
My ideas for innovating / improving performance measures:
1
Regular meetings with users and customers to evaluate the IT department's performance and
to elaborate on what they need to be improved to help them succeed in their work.
2
A new position "Performance follow-up officer" should be created within the scope of the
knowledge and IT committee to identify processes for measuring tangible and intangible
competencies/resources within the IT departments. It should prepare a "Performance Report"
with recommendations regularly and present it to the committee for discussions and
adjustments of track.
3
Establish an "Ideas Store" on the committee web site for employees in the IT departments to
post their ideas and initiatives, their implementation status, and the support they need.
4
Organize a "Best Initiative Price" for the best implemented initiatives that contributed to
their departments' goals and strategies.
5
For one of the ideas identified in the previous section, please complete the form below.
Theme
Measurement for improving performance.
Author
Hend Nassar
Project name
Performance Follow-up
Project description
A new position "Performance follow-up officer" will be created within the scope
of the knowledge and IT committee to identify processes for measuring tangible
and intangible competencies/resources within the IT departments. It will be
responsible for conducting the measurement within the ministries, and then
prepare a "Performance Report" with recommendations regularly and present it
to the committee for discussions and adjustments of track. It will be also
responsible for tracking and managing the "Ideas Store" on the committee web
site where employees in the IT departments are posting their ideas and
initiatives, their implementation status, and the support they need, and present
these requests to the committee.
Financial value
created by project
- Reduced budget required to buy ready made services and products, as more
improved competencies would be available in the ministries, and more
initiatives supported and coordinated among the ministries.
Non-financial value
created by project
- Improved decisions of the committee.
- New ideas and Initiatives supported.
- Improved services of the IT departments in ministries.
- Loyality increased.
- Feedback on the effectiveness of the technical support and knowledge
exchange network between the ministries.
How non-financial
value creation
will be measured
- Users/Customers Feedback.
- Employees Feedback.
- Number of New ideas and Initiatives in the store and the supported ones.
- Number of services implemented successfully.
Project activities
(and Sequence)
- Selecting the appropriate specialist from the committee members to fill the
new position of "Performance follow-up officer".
- Defining processes for measuring the tangible and intangible competencies and
resources within the IT departments.
- Measure performance and improvements in the departments.
- Building the "Ideas Store" on the committee web site.
- Manage the "Ideas Store" and employees requests.
- Preparing the "Performance Report" with recommendations and Presentation of
the results to the committee.
Resources required
Time required
- An appropriate specialist within the committee.
- Web and Database team.
- Technical/Reporting Systems and Tools.
- Facilities/Transportions.
6 Months (Initial phase and production of the first performance report), then it
will be an ongoing process.
Organizational
readiness
The ministries have the resources to start the process, after establishing the
committee.
Success criteria
- Commitment of stakeholders.
- Speed of defining the processes for measurements.
- Completion and presentation of the first performance report.
Start (circle timeframe)
Operational
(0-2 months)
Tactical
(3-5 months)
Strategic
(6-12 months)