Transcript Strategic Performance Management System (SPMS)

Strategic Development of Quality
Management System within the SPMS
(Strategic Performance Management System)
By
Assoc. Prof. Teay Shawyun, Ph.D.
Strategic Performance Management
System (SPMS)
What is a Strategic PMS
(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 universities
IMS
QMS
PMS
Fig. 1.1 Non-alignment of the IMS, QMS and PMS
Figure 1.2: Integrated QMIPS linkages of the QMS, IMS and PMS
QM
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MS gh
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QMS, IMS, PMS Linkages
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PMS and QMS
Interface through
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QMS, IMS, PMS Linkages
Source: Teay, Shawyun (2007)
Figure 1.3: The PMS – IMS – QMS mechanics
Source: Teay, Shawyun (2009)
What is QMS (Quality Management System)?
Q
“FIT for
PURPOSE”
Purpose is
Mission that
identifies end
envisioned
Outcomes
Fit is Perform
= Perform
M
S
Generic
Management
includes
3
POC
(Planning,
Organizing,
Communicating,
Coordinating
and Controlling)
A collection
of subsystems
interacting
together to
achieve the
goals of the
organization
to Mission
“MANAGEMENT THROUGH MEASUREMENT”
What exactly is QMS?
“QMS is a system made up of smaller
sub-systems interacting together
to achieve the defined goals
through a well-managed (POC3)
approach to bring about an
envisioned outcome (in terms of
KPI – Key Performance Indicators)
that is FIT for PURPOSE”
NCAAA 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? 1/2

Systems Perspective:
The University as a Complex System
 Components of the System or each subsystem


Identify the “OUTCOME – Fit for
Purpose”

Purpose of University – Identify the
University VMGO and align the School
VMGO
Where 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 system
Staff
Students
Curriculum
Delivery
Methods
T&L
Grads
Community
Selfemployed
Techgy.
R
X-fer
Employers
Techgy.
Source: N. Idrus (2003)
Quality and Planning Cycle
Five
Yearly
Review
Environment
Scan (Internal
and External)
Review
Performance
Yearly
Exercise
Audit and
Assess
Performance
Results
Review and Revise
Annual Action Plan
and Update
Strategic Plan
Implement Strategic
Plan and Annual
Action Plan
Develop Strategic Plan that
Define/Review
Vision/Mission/Goals
/Objectives and Strategies
(ensure that the schools’
VMGOS are aligned with
the university’s VMGOS)
Develop Annual Action
Plan that aligns the Goals
and Set Strategic and
Operational Objectives
(KPI) and Strategies that
are aligned with the
Strategic Plan
Source: Adapted from NCAAA (2008)
Quality Control
Output
Process
Good
I
Bad
Rework
Outcome
Input
Reject
Source: Adapted from N. Idrus (2003)
Quality Assurance
I
P
Input
O
O
Process
Feedback loop to
improve Input only
Output
OUTCOME
based on
Mission and
Goals
Feedback loop to
improve Process only
Source: Adapted from N. Idrus (2003)
Quality System
Evaluation & Assessment
Context
Input
Process
Output
Outcomes
Quality
Graduates
Entrepreneur
Job Assessment
Quantity
Environment
Quality
Research
New Knowledge
Applied Knowledge
Quantity
Administration
Quality
Services
Seminar
Advice
Quantity
Facilities
KSU
Quality
Arts &
Culture
Quantity
Behavior/Conduct
Good Practices
Back
VMGOS terminology





Vision – “what we WANT to be” the POSITON
that you want to have
Mission – “what we CAN be”, that also defines
“why the organization exists” OR “Purpose of
existence” based on your CAPABILITIES
Goals – “what we want and can achieve”
Objectives – “what are the measures of the
achievements” must be SMART
Strategies – the “what to do” and “how to do”.
Back
Importance - Performance (IP) GAP Analysis
Stakeholders
The actual
performance is
at level . . “P”
These items are
important to
stakeholders
There is a GAP
between
The importance
of performance is
at level . . . . “I”
IMPORTANCE – “I”
and
PERFORMANCE – “P”
Source: Adapted from N. Idrus (2003)
Actions following Gap identification
new
Compare new
Source: Adapted from N. Idrus (2003)
results with expectations
Back
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
Mission
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
School A’s mission
involvement in the community for the
…..high quality educational
prosperous cultural
and economic
process with the best academic
development resources,
of the country”
using studentcentered approach
Alignment of the VMGOS 1/4

Example of Mission of the School
 The School of A exists for the main purpose of serving the
society with the highest commitment through providing high
quality educational process with the best
academic resources, using student-centered approach,
advanced information technology and innovations to
educate qualified graduates, create body of
knowledge through research, and provide
academic and community services to the
society.
Alignment of the VMGOS 2/4
Example of Goals of the school for Accreditation
Criteria Standard 4 on Learning and Teaching
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 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 achieve a
100% rate by 2015.
Alignment 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.

Strategy 4.1.1.2 To identify faculty who needs training in
student-centered approach and develop
workshops to train the faculty.
Alignment of the VMGOS 4/4

Projects for “The teaching-learning processes
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
criteria and standards.

Project 4.1.1.1: _____ (Project Title) __________
Goal: ___________ (Strategic Goal # to be achieved) _____
Objective: _______ (Strategic Objective # to be achieved) ___
Strategy: ________ (Strategy # used) ______________

Project details: (Details and budget in Form)



Alignment 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 to 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 achieved) ___
Strategy: ________ (Strategy # used) ______________

Project details: (Details and budget in 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
2008
Result
Goal for
2009
Actual
2009
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 %
Objective 4.1.1.2
30% of the school’s faculty
must be trained in studentcentered pedagogy by 2010
and achieve a 100% rate by
2015.
5%
10 %
7 %
Development
Effectiveness
Goal for
2010
Positive
development
5 % increase
40 %
Negative
development
- 3 % variance
15 %
Thank you