By By Assoc. Prof. Teay Shawyun, Assoc. Prof. Teay Shawyun, Ph.D. Ph.D. Strategic Development of Strategic Development of Quality Management System Quality Management System within the SPMS (Strategic within the SPMS (Strategic Performance Management Performance Management System) System)
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ByBy
Assoc. Prof. Teay Shawyun, Assoc. Prof. Teay Shawyun, Ph.D.Ph.D.
Strategic Development of Strategic Development of Quality Management System Quality Management System within the SPMS (Strategic within the SPMS (Strategic Performance Management Performance Management System)System)
Strategic Performance Management Strategic Performance Management System (SPMS)System (SPMS)
What is a Strategic PMS What is a Strategic PMS (Strategic Performance Management System)? (Strategic Performance Management System)? Governance system – what and how
you manage your unit (the schools, and administrative units culminating in the the
university) through POC3 (Planning, Organizing, Communicating, Coordinating
and Controlling) Performance management – what
and how you manage performance according to the standards of NCAAA
(National Commission of Academic Accreditation and Assessment) that are
achieved through the governance system delivered to the stakeholders
Key Issue in most universitiesKey Issue in most universities
IMS QMS PMS
Fig. 1.1 Non-alignment of the IMS, QMS and PMS
QM
S
( Quality
Managem
ent
System)
IMS(Information Management
System)
PMS
(Plann
ing
Man
agem
ent
System
)
IMS
and QM
S
Interface through
AR
, SA
R, S
KP
IR,
IAA
R and O
YP
B
IMS
and
PM
S
Inte
rfac
e th
roug
h
R, S
AR
, SK
PIR
,
IAA
R a
nd O
YP
B
PMS and QMS Interface through AR, SAR, SKPIR, IAAR and OYPB
QMS, IMS, PMS Linkages
QM
S, I
MS
PM
S L
inka
ges
QMS, IMS, PMS Linkages
QM
S, IM
S, P
MS
LinkagesQ
MS
, IMS
, PM
S Linkages
QM
S, I
MS
, PM
S L
inka
ges
Figure 1.2: Integrated QMIPS linkages of the QMS, IMS and PMS
Source: Teay, Shawyun (2007)
Figure 1.3: The PMS – IMS – QMS mechanicsFigure 1.3: The PMS – IMS – QMS mechanics
Source: Teay, Shawyun (2009)
What is QMS (Quality Management System)?What is QMS (Quality Management System)?
Q M S
A collection of sub-
systems interacting together to achieve the goals of the organization
Generic Management
includes
POC3
(Planning, Organizing,
Communicating, Coordinating
and Controlling)
“FIT for PURPOSE”
Purpose is Mission that
identifies end envisioned Outcomes
Fit is Perform
= Perform to Mission
“MANAGEMENT THROUGH MEASUREMENT”
What exactly is QMS?What exactly is QMS?
““QMS QMS is a system made up ofis a system made up of smaller sub-systems interacting smaller sub-systems interacting togethertogether toto achieve the defined achieve the defined goalsgoals through athrough a well-managed well-managed
(POC(POC33) approach) approach to bring about anto bring about an envisioned outcomeenvisioned outcome (in(in terms of terms of KPI – Key Performance Indicators) KPI – Key Performance Indicators)
that isthat is FIT for PURPOSE” FIT for PURPOSE”
NCAAA Standards and QualityNCAAA Standards and Quality
NCAAA – 5 Categories of 11 Satndards Institutional Context
Mission and Objectives Governance and Administration Management of Quality Assurance and
Improvement Quality of Learning and Teaching
Learning and Teaching Support for Student Learning
Student Administration and Support Services
Learning Resources Supporting Infrastructure
Facilities and Equipment Financial Planning and Management Faculty and Staff Employment Processes
Community Contributions Research Institutional Relationships With the
Community
Plan Do Check Act
Cycle
Approach Deploy Learn Integrate
Cycle
Where to begin? 1/2Where to begin? 1/2
Systems Perspective:The University as a Complex SystemComponents of the System or each
sub-systemIdentify the “OUTCOME – Fit for Pur
pose”Purpose of University – Identify the
University VMGO and align the School VMGO
Where to Begin? 2/2Where to Begin? 2/2
Based on VMGO: Identify the “GAPS” between the What
is Important (Target) to the Stakeholders AND What is the Performance (Actual Results) this goes into the domain of KPI measurement
If there is GAP or for continuous improvement: Identify the Project(s), what specific
goals and what objectives to achieve to close the gap or improve on the previous performance level
University is a complex systemUniversity is a complex system
T & L Grads Community
Self-employed
EmployersR
Techgy.
Techgy.
X-fer
Staff
Students
CurriculumDelivery Methods
Source: N. Idrus (2003)
Quality and Planning CycleQuality and Planning Cycle
EnvironmenEnvironmentt
Scan Scan (Internal (Internal
and and External)External)
Develop Annual Develop Annual Action Plan that Action Plan that
aligns the Goals and aligns the Goals and Set Strategic and Set Strategic and
Operational Operational Objectives (KPI) and Objectives (KPI) and Strategies that are Strategies that are
aligned with the aligned with the Strategic PlanStrategic Plan
Implement Implement Strategic Plan Strategic Plan
and Annual and Annual Action PlanAction Plan
Audit and Audit and Assess Assess
PerformaPerformance nce
ResultsResults
Review Review PerformaPerforma
ncence
Review and Review and Revise Annual Revise Annual
Action Plan Action Plan and Update and Update
Strategic PlanStrategic Plan
Yearly Yearly ExercisExercis
ee
Develop Strategic Develop Strategic Plan that Plan that
Define/Review Define/Review Vision/Mission/Goals Vision/Mission/Goals
/Objectives and /Objectives and Strategies (ensure Strategies (ensure that the schools’ that the schools’
VMGOS are aligned VMGOS are aligned with the university’s with the university’s
VMGOS)VMGOS)
Five Five Yearly Yearly ReviewReview
Source: Adapted from NCAAA (2008)
Quality Control
ProcessProcessInput Output
IIGood
Reject
Rework
Bad
Outcom
e
Source: Adapted from N. Idrus (2003)
Quality Assurance
ProcessProcessInput Output
Feedback loop to improve Process only
Feedback loop to improve Input only
OUTCOME based on Mission and Goals
I P O
O
Source: Adapted from N. Idrus (2003)
Quality SystemQuality System
Environment
Administration
Facilities
KSU
Graduates
Research
Services
Arts & Culture
Evaluation & Assessment
Context Input Process Output Outcomes
EntrepreneurEntrepreneur
Job AssessmentJob Assessment
New KnowledgeNew Knowledge
Applied KnowledgeApplied Knowledge
SeminarSeminarAdviceAdvice
Behavior/ConductBehavior/ConductGood PracticesGood Practices
Quality
Quantity
Quality
Quantity
Quality
Quantity
Quality
Quantity Back
VMGOS terminologyVMGOS terminology
Vision – “what we “what we WANTWANT to be” the to be” the POSITONPOSITON that you want to have that you want to have
Mission – “what we “what we CAN CAN be”, that also be”, that also defines “why the organization exists”defines “why the organization exists” OR “Purpose of existence” based on your based on your CAPABILITIESCAPABILITIES
Goals – “what we want and can achieve”“what we want and can achieve” Objectives – “what are the measures of the “what are the measures of the
achievements”achievements” must be SMART Strategies – the “what to do” and “how to the “what to do” and “how to
do”.do”. Back
Importance - Performance (IP) GAP AnalysisImportance - Performance (IP) GAP Analysis
These items are important to stakeholders
StakeholdersThe actual performance is
at level . . “P”
The importance of performance is
at level . . . . “I”
Gap = I – P
There is a GAP between
IMPORTANCE – “I”
and
PERFORMANCE – “P”
Source: Adapted from N. Idrus (2003)
Actions following Gap identificationActions following Gap identification
Gap = I – P
Verify ‘actual’ results
Plan improvement
Implement Improvement
Measure performance
Compare new results with expectationsnew
Work 2
GAP = I – P
BackSource: Adapted from N. Idrus
(2003)
Closing the Gap Closing the Gap
An Example: The Gap analysis has determined that there is a need for Student-centered approach in teaching to meet the School’s Mission of high quality educational processes:What to do next?
Identify the projects to meet the strategic goals based on the KPI (target objectives) to achieve the mission closing the gap with alignment of strategic and action planning to identify the what and how to do mechanisms
Aligning the School and University Aligning the School and University MissionMission
University’s Mission“King Saud University aspires to meet
the educational and development needs of society by providing high-quality
academic programs, pioneering innovative research and creative articulations, and through active
involvement in the community for the prosperous cultural and economic
development of the country”
School A’s mission
…..high quality educational process with the best academic resources, using student-centered approach
Alignment of the VMGOS 1/4Alignment of the VMGOS 1/4
Example of Mission of the School The School of A exists for the main purpos
e of serving the society with the highest co mmitment through providing high qualit
y educational process with the best aca demic resources - , using student centered
approach, advanced information technolo gy and innovations to educate qualified g
raduates , create body of knowledge thr ough research , and provide academic
and community services to the society.
Alignment of the VMGOS 2/4Alignment of the VMGOS 2/4
Example of Goals of the school for Accreditation Cri teria Standard 4 on Learning and Teaching
Strategic Goal 4.1: Providing high qualit y student-centered educational processes
Sub- Goal 4.1.1: - The teaching learning process -es must be student centered
Objective 4.1.1.1 60% of context of the school’s
curriculum and delivery - process must be student centered
by 2012 Objective 4.1.1.2
30% of the school’s faculty must - be trained in student centered
pedagogy by 2010 and achievea 100% rate by 2015.
Alignment of the VMGOS 3/4Alignment of the VMGOS 3/4
Strategy: Strategy 4.1.1.1 To set up an academic task force
to lay down the criteria and standards of a
- student centered curriculum and delivery process, to review and ensure that the
curriculum and the delivery conforms to the criteria and standards.
Strategy4.1.1.2
To identify faculty who needs training in- student centered approach and develop
workshops to train the faculty.
Alignment of the VMGOS 4/4Alignment of the VMGOS 4/4
- Projects for “The teaching learning processe -s must be student centered” Project 4.1.1.1
Details of the project and budget to be used to set up the academic task force to develop the c
riteria and standards. Project 4.1.1.1: _____ (Project Title) __________ Goal: ___________ (Strategic Goal # to be achieved)
_____ Objective: _______ (Strategic Objective # to be achie
ved) ___ Strategy: ________ (Strategy # used) ______________
Project details: (Details and budget in Form)
Alignment of the VMGOS 4/4Alignment of the VMGOS 4/4
Projects for “Development of instructors to -be student centered” Project 4.1.1.2
Details of the project and budget to be used t o to develop the instructors to be student-
centered. Project 4.1.1.2: _____ (Project Title) __________ Goal: ___________ (Strategic Goal # to be achieved)
_____ Objective: _______ (Strategic Objective # to be ach
ieved) ___ Strategy: ________ (Strategy # used) _____________
_ Project details: (Detailsand budget i n Form)
Translated into actionable performance KPI
Strategic Goal 4.1: Providing high quality student-centered educational processes
Sub-Goal 4.1.1: The teaching-learning processes must be student-centered
Objective 2008Resul
t
Goal for 2009
Actual 2009
Development Effectiveness Goal for 2010
Objective 4.1.1.1 60% of context of the
school’s curriculum and delivery process must be student-centered by 2012
10 %
25 % 30 % Positive developme
nt
5 % increas
e
40 %
Objective 4.1.1.2 30% of the school’s
faculty must be trained in student-centered pedagogy by 2010 and achieve a 100% rate by 2015.
5 % 10 % 7 % Negative developme
nt
- 3 % varianc
e
15 %
Thank youThank you
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