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Understanding Why Enterprise Metric Systems are ImportantUnderstanding how CMM Provides an Approach to Broader MetricsUnderstanding Synergies between BD-CMM and Other FrameworksBuilding a Business Development Balanced Scorecard from the BD-CMM
Purpose of MetricsGuide enterprise and business development improvementsMeasure performanceImprove and develop competitive positionHelp to promote buy-in and commitmentProvide baselinesAssess capabilitiesPredict future cost, schedule, and/or performancePlot trendsImprove operations and efficiencies
Enterprise Metrics – StrategicProbability of success of the pursuitStrategic importanceImpact of the pursuit to the enterpriseBenefits of the pursuit to the enterpriseStatus and effectiveness of innovations in practices and technologiesProposals for continuous improvementAbility of practices in terms of value-added benefit to the customerCustomer satisfactionEffort associated with evaluating and implementing new technologies
Enterprise Metrics – FinancialTotal expected value of the pursuitInternal rate of returnNet present value of the earnings resulting from the pursuitExpected commercialization value of the deliverableTime to break evenTotal cost as a percentage of total available funds
Defining Enterprise Metric SystemsUnderstanding How CMM Provides an Approach to Broader MetricsUnderstanding Synergies between BD-CMM and Other FrameworksBuilding a Business Development Balanced Scorecard from the BD-CMM
Defining Enterprise Metric Systems Understanding how CMM Provides an Approach to Broader MetricsUnderstanding Synergies between BD-CMM and Other FrameworksBuilding a Business Development Balanced Scorecard from the BD-CMM
Six SigmaPhilosophy and approach for improving process outcomes Establishes acceptable levels for defectsModifies processes until the defect level meets defined goals
Economic Value Added (EVA®)Financial performance measure that captures economic profit of an enterpriseUsed to measure performance, set organizational goals, value corporations, etc.
European Foundation for Quality Management (EFQM)Framework that focuses on Performance, Customers, People, and Society Results achieved through Leadership driving Policy and StrategyResults delivered through People Partnerships and Resources, and Processes
Balanced Scorecard (BSC)Developed by Kaplan and Norton in 1992 Framework that helps organizations translate strategy into operational objectives that drive both behavior and performanceEncompasses not only financial but also customer, internal process, and learning and growth
Presentation OverviewDefining Enterprise Metric Systems Understanding how CMM Provides an Approach to Broader MetricsUnderstanding Synergies between BD-CMM and Other FrameworksBuilding a Business Development Balanced Scorecard from the BD-CMM
Customer - Increasing customer valueFocus - Improving performance and synergyPeople - Building competencies and teamsCapabilities - Enhancing systems and processes