| Most performance measurement systems are | | | | POINT 6: explore how performance measures will |
| never fully brought to life because of poor change | | | | affect other things and be affected by other |
| management. The following prompts are a | | | | things |
| framework to design your performance | | | | How are people likely to respond to the changes |
| measurement system, acknowledging that it is a | | | | that come with developing and using performance |
| change process, just like any other initiative your | | | | measures? Which organizational systems, |
| organization faces in the spirit of continuous | | | | processes or structures help or hinder developing |
| improvement and adaptation. | | | | and using performance measures? For each |
| POINT 1: describe the difference your | | | | effect you ponder, how can you avoid, |
| performance measures will make | | | | overcome, work around, work with or |
| What will it mean to have performance | | | | compensate for it? |
| measurement working well in your organisation? | | | | POINT 7: articulate the principles that will guide the |
| POINT 2: check who has control over initiating | | | | change you are trying to make |
| & maintaining this difference | | | | What will be important to role model as your |
| Can you control the entire process of developing | | | | develop measures for your organization? How |
| and using performance indicators in your | | | | should people all throughout the organization be |
| organization? (Not likely.) Whose leadership, help | | | | involved in the process? What philosophy about |
| and commitment will be important? Can you | | | | the role of performance indicators will be |
| access, inspire and influence these people? | | | | important to weave through everything you do? |
| POINT 3: describe the differences in rich sensory | | | | POINT 8: plan what needs to happen, when |
| detail | | | | & where and who'll be involved |
| How do you want people to respond to | | | | How will you engage the right people at the right |
| developing and using performance indicators? | | | | times, stimulating their awareness, desire, |
| What will people be doing when then have | | | | knowledge and action? How will a framework that |
| performance measures? How will your | | | | links measures to all levels of planning & |
| organization be different when it has and uses | | | | decision making in the organization be designed? |
| great performance measures? What old artifacts | | | | How will those measures be brought to life, so |
| will be gone, and what new artifacts will replace | | | | they are regularly reported to the right people at |
| them? | | | | the right times? How will you be certain that the |
| POINT 4: reflect on why you want performance | | | | measures will continue to be used, reviewed and |
| measures | | | | replaced when no longer relevant? |
| What is the ultimate reason why you want | | | | POINT 9: work out the resources you will need to |
| performance measures, why your organization | | | | get from plan to reality |
| should have them? What can't your organization | | | | What amounts and types of funding, time, |
| achieve without performance measures? Will | | | | technology, space and knowledge do you need? |
| performance measures really be an important | | | | Where will these resources come from? What will |
| way to achieve these things? What else will you | | | | have to stop, be delayed or change to make this |
| need to do? | | | | possible? |
| POINT 5: define the evidence that will let you | | | | TAKING ACTION: |
| know performance measures are making the | | | | Are you treating performance measurement as |
| difference they should | | | | an event, or as the process that it truly is? To |
| What are the signs of the kind of performance | | | | build your performance measurement process, it |
| measurement culture you want to nurture and | | | | helps to have a plan, just like any change project. |
| mature? What will convince you and others that | | | | Outline your plan using the prompts in this article. |
| you have the "right" measures? How will you | | | | And if you want the step-by-step process to get |
| know that people are producing and using the | | | | you well and truly underway, visit my website to |
| measures properly? What are the indicators or | | | | read more about the self-paced version of the |
| flags of unwanted unintended consequences, or | | | | Performance Measure Blueprint. |
| performance measurement "going bad"? | | | | |