PERFORMANCE MANAGEMENT

OVERVIEW

Management and Industrial System Development Lab

Department of Industrial Engineering ITS

PERFORMANCE MANAGEMENT
Business Performance Management (BPM)

Corporate Performance Management (CPM)

Enterprise Performance Management (EPM)

PERFORMANCE MANAGEMENT
NOT JUST ONLY
It is often referenced as a bunch of measurement
dashboards for feedback and better financial
reporting
Historically, performance management referred to
individual employees and was used by the personnel
and human resources function

BACKGROUND OF
PERFORMANCE MANAGEMENT

Strategy
Planning

Strategy
Execution

CIMOSA
BUSINESS PROCESS MAPPING

AIRLINE BUSINESS
PROCESS MAPPING

SCOPE OF
PERFORMANCE MANAGEMENT

KONSEP DASAR
RENCANA STRATEGIS

COMPONENTS OF STRATEGIC
PLAN

Vision

Mission

Corporate Values

Strategic Objectives

Strategy

Strategic Initiatives

THE FIVE TASKS OF

STRATEGIC MANAGEMENT
Task 1

Develop a
Strategic
Vision
and
Mission

Revise as
Needed

Task 2

Task 3

Task 4

Task 5

Set
Objectives

Craft a
Strategy
to Achieve
Objectives

Implement
and
Execute
Strategy

Monitor,
Evaluate,
and Take
Corrective
Action

Revise as
Needed

Improve/
Change

Improve/
Change

Recycle
as Needed

#1 : VISION AND MISSION

A mission statement focuses on current
business activities -- who we are and what
we do

A strategic vision concerns a firms future

business path -- where we are going

ILLINOIS
INSTITUTE OF TECHNOLOGY
VISION :

IIT will be internationally recognized in distinctive

areas of education and research, using as its platform
the global city of Chicago, driven by a professional and
technology-oriented focus, and based on a culture of
innovation and excellence.
MISSION :

To provide distinctive and relevant education in an

environment of scientific, technological, and
professional knowledge creation and innovation.

MANCHESTER
INSTITUTE OF TECHNOLOGY
The mission of MIT is to advance knowledge
and educate students in science, technology,
and other areas of scholarship that will best
serve the nation and the world in the twentyfirst century. We seek to develop in each
member of the MIT community the ability and
passion to work wisely, creatively, and
effectively for the betterment of humankind.

INSTITUT TEKNOLOGI
SEPULUH NOPEMBER (ITS)
VISION :

To become an internationally reputable university in

science, technology, and art, especially to support an
environmentally conscious industrial and marine
development.
MISSION :
ITS as a higher educational institution is committed in
the development of science, technology, and art that
can improve the welfare of community through
educational activities, research, community service,
and management system based Information and
Communication Technology (ICT).

#2 : SETTING OBJECTIVES
Converts strategic vision and mission into
specific performance targets

Represent commitment to achieve specific

performance targets by a certain time

Should be stated in quantifiable terms and

contain a deadline for achievement

Spell-out how much of what kind of

performance by when

STRATEGIC OBJECTIVES
EXAMPLES:

Achieve revenue growth of 10% per year

Increase earnings by 15% annually

Increase dividends per share by 5% per year

Increase net profit margins from 2% to 4%

Recognition as a blue chip company

A more diversified revenue base

A bigger market share

Quicker design-to-market times than rivals

Higher product quality than rivals

Lower costs relative to key competitors

Broader product line than rivals

Better e-commerce and Internet sales capabilities than rivals

Better customer service than rivals

Recognition as a leader in technology

Wider geographic coverage than rivals

#3 : CRAFTING STRATEGY
Strategy : means by which long-term objectives will
be achieved.

How to grow company

How to please customers

How to out-compete rivals

How to respond to changing conditions

Strategy
is HOW
to . . .

How to manage each functional piece of ITS and develop

needed organizational capabilities
How to achieve strategic objectives

#4 : IMPLEMENTING AND
EXECUTING STRATEGY
Taking actions to put a freshly-chosen
strategy into place
Supervising the ongoing pursuit of
strategy
Improving the competence and efficiency
with which the strategy is being executed
Showing measurable progress in achieving
the targeted results and objectives

#5 : MONITORING, EVALUATING,
AND TAKING CORRECTIVE
ACTIONS AS NEEDED
The tasks of crafting, implementing, and executing a strategy
are not a one-time exercise

Customer needs and competitive conditions change

New opportunities appear; technology
advances; any number of other
outside developments occur
One or more aspects of executing the
strategy may not be going well
New managers with different
ideas take over
Organizational learning occurs
All these trigger the need for corrective actions and
adjustments

NEXT :

PERFORMANCE MANAGEMENT
CONCEPT