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Public Managers as Monitors and Coordinators (Management Tools (Statement…
Public Managers as Monitors and Coordinators
project teams
task focused
allocate work
can respond easily to change
flexible
cross functional
process
initiate the project
plan the project
plans the project and decides work need
scheduling and resource allocation
execute the project
monitor and control the porject
close the project
Management Tools
Statement of Work
written description
statement of objectives and services
specifications
cost
overall schedule
Work Breakdown Structure
total project divided into components
hierarchy
estimated time to complete
who is in charge of making sure it gets completed
program evaluation and review technique and critical path method
interrelationships
critical paths
slack or float
tradeoffs
Resource Leveling
scheduling work of noncritical activities
resources limited to a certain time
assume things start at the earliest start state
grant charts
human resource matrix
Project Monitoring
cost/scheduling
budget cost
actual cost
scheduled variance
difference between BCWS and BCWP
performance analysis
Deciding what to monitor and how
qualitative subjective measures
measure what is relevant not what is easy
hypocrisy is an issue
develop a hierarchy of measures
objectives
complete
responsive
exact measure of outcomes
proxy measure of outcomes
process measure of outputs
1 more item...
include other perspectives besides financial
triple bottom line
corporate social responsibility
Baldrige Criteria for Performance Excellence
criteria is as important as outcomes
employee indicators
operating indicators
customer satisfaction indicators
financial performance indicators
processes
Six Sigma as alternative to Baldrigde
How to Measure Collaboration
one cannot measure what one does not measure
accumulation of knowledge
fine distinctions between networks determine how successfula nd effective they are
frequency of interactions and respondents in surveys and participants
activity based
5 types of collaboration
information seeking
adjustment seeking
policy making and strategy mkaing
project based partnerships
resource ex change
after this broken down in to 6 activities
disasters change how collaboration occurs and is measured
few organizations share personnel
investment of resources
increasing investments
collaborative relationships are highly skewed
relationships vary along a continuum
lack of guidance from theoretical lit
why measure performance
multiple purposes from budgeting to figuring out what people really want
evaluate
performance
budgeting and accounting
Government Performance Act 1993
outputs and outcomes
know what should be being accomplished
control
make sure subordinates are doing the right thing
time and motion
empowerment
Budget - where to spend public money
macro budget choices
results based
historical data
crude tool
motivate
stretch goals
grabs attention
encourage creativity
interim targets
To promote
justify agency existence
promote value of contribution
to celebrate
to learn
to improve