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Tableaux de bord : outils de pilotage pour la performance Training
Stage pratique
Best
Duration : 2 days
Ref : TAB
Price 2020 :
1490 €
excl. taxes
Free breaks and lunches
- Program
- Participants / Prerequisite
- Intra/Tailored
Program
To be effective, a manager has to have ways to get alerts and make predictions. He or she needs to have scorecards in place. This training will show you how to design them and track them effectively using operational indicators.
Learning objectives
- Identify the issues and benefits of scorecards to a company
- Design the most relevant scorecards for your business
- Identify significant indicators based on your objectives
- Optimize your scorecards
- Use scorecards to monitor the company
- Manage your team with scorecards
PROGRAM
Designing your scorecards and indicators
- Identifying the role and purposes of scorecards for the company and for management.
- Definition: What a scorecard is and is not.
- Understanding the scorecard approach: Knowing how to identify the company, clarify the mission, etc.
- Placing an activity's performance under scorecard control.
- Identifying three aspects of control and monitoring: Strategic, managerial, operating.
- Defining the objectives of the organization, and of each department or office.
- Identifying action variables or key factors of success.
- Building the indicators. Setting up standards.
- Choosing indicators based on the objectives. Different levels of indicators and their use.
- Ranking result, progress, monitoring, reporting, and managerial indicators.
- Identifying relevant indicators based on needs.
- Selecting performance, activity, and timeframe indicators by function or by process.
Hands-on work
Brainstorming in subgroups: What are the different types of scorecards? Discussions.
Selecting the most significant indicators.
- Defining the progress goals attached to indicators.
- Identifying each user's needs; management, team, staff.
- Determining what levels of information are required and giving them meaning.
Hands-on work
Brainstorming in pairs: Determining the key factors of success and the most meaningful indicators for your business. Discussions.
Managing the strategy using scorecards
- Identifying the major steps of the project.
- Instituting project management. Adopting a gradual approach.
- Creating reports and implementing a reporting process.
- Getting users and recipients involved.
- Listing users' needs and useful levels of information.
- Analyzing different requests.
- Finding existing information.
- Identifying sources of information: Build, collect, and check the information.
- Knowing the cost of the information. Consolidating the information.
- Formalizing the communication of the information. Making reading easier. Degree of accuracy. Frequency. Attractiveness.
- Using tools to create the scorecard.
Hands-on work
Creating reports and designing a reporting system. Workshop: Create the matrix of a scorecard for your unit, department, or office.
Manage your team with scorecards
- Manage the change by getting everyone involved. Sharing the project's issues, getting people involved and assigning them responsibilities.
- Making your team members responsible for tracking indicators.
- Getting your teams on board with scorecards; designing and updating.
- Uniting your team around scorecards.
- Analyzing the results: Interpreting and correcting deviations between actual and forecasts.
- The scorecard: A decision support tool.
- Holding meetings: Frequency, preparation, purposes.
- The scorecard: A communication tool.
- Using it as a cross-cutting information tool. Posting the scorecard. An internal or external benchmarking tool.
- Using the scorecard based on your own managerial style. A tool for improving skills.
Hands-on work
Scenarios: During a team meeting, present the selected indicators. Analyze the sessions in groups.
Optimizing your scorecards
- Organizing the presentation of scorecards with your teams.
- Setting up an information circuit to encourage changes to the indicators.
- Updating the scorecard. Adapting it to the company's strategy.
- Risk mapping. Identifying which of the company's processes should be included.
- Defining global performance indicators.
- Verifying the efficiency of the processes based on set performance indicators.
- Developing strategic scorecards.
- Dividing the strategy into four perspectives: Financial, customer, process, learning.
Hands-on work
Case study: Creating and improving scorecards. Brainstorming perspectives of the strategic scorecard.
Participants / Prerequisite
» Participants
Executives, managers, team leaders.
» Prerequisite
Basic managerial knowledge (role of a manager, team management, and communication).
Intra/Tailored
Book your place
Click on a session for reserving.
Time schedule
Generally, courses take place from 9:00 to 12:30 and from 14:00 to 17:30.
However, on the first day attendees are welcomed from 8:45, and there is a presentation of the session between 9:15 and 9:30.
The course itself begins at 9:30. For the 4- or 5-day hands-on courses, the sessions finish at 15:30 on the last day
