Learning Objectives
Attendees will learn the following:
- Why improvement is not driven by only one component of the performance management portfolio suite, but rather by the synergy from all of the components.
- How strategy maps and their companions, balanced scorecards, communicate strategic objectives with target-setting to help cross-functional employee teams align their behavior to the strategy and improve collaboration.
- Why measures of output-based costing are now superseding budgets and causing government organizations to shift from an input view to being focused on outcomes, including future potential value and citizen lifetime value.
- Why analytics, with emphasis on predictive analytics and proactive decision making, are becoming a competitive advantage differentiator and an enabler for trade-off analysis.
Program Content
Fiscal pressures are forcing government agencies at all levels to adopt performance management – a focus on accountability for outputs and outcomes rather than cries for higher inputs (i.e., more budget funding and employees). The message is clear: better, faster, cheaper – hold the line on taxes, but don’t let service slip. You need to organize around results, not departments.
Gary Cokins will take the discussion beyond what performance management is and explain what it actually does. Cokins will discuss how the purpose of performance management is not just better reporting and monitoring of dashboard dials, but moving the dials – igniting real performance improvement. In doing so, performance management integrates multiple methodologies, such as balanced scorecards, strategy maps, budgets, activity-based cost management (ABC/M), rolling forecasts, and resource capacity planning. It can also align an organization’s limited resources with its strategic priorities and objectives to drive individual actions and initiatives. Cokins will also describe key elements of an overall performance management strategy. For instance, the demand on government agencies for improved cost and yield management, planning, and budgeting can be met by enhancing cost accounting information. In addition, fact-based data and accurate forecasts are essential for strategy formulation, program management, fee-based cost recovery systems, competitive bidding, and privatization and outsourcing studies.
Participant level of understanding
This program is intended for participants with a basic or intermediate level of understanding of the topic.
Who Should Attend?
Executives, Directors, Managers and Analysts who want a better understanding of how the use of business intelligence, data warehousing and analytic applications can contribute to a company's success.
About Gary Cokins
Gary Cokins is Manager of Performance Management Solutions for SAS, a market leader in data management, business intelligence, and analytical software. He is an internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems. He is the author of five books: An ABC Manager's Primer, Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive's Guide, Activity-Based Cost Management in Government, and his latest work, Performance Management: Finding the Missing Pieces to Close the Intelligence Gap. You can contact him at gary.cokins@sas.com.
