© Bay Area Consulting Group LLC IT Performance: ottenere risultati con i dati e non con l'intuizione Harry Chapman Principal Bay Area Consulting Group LLC (415) Attendee Expectations – Course Overview 1

Page 1 © Bay Area Consulting Group LLC Introductions Instructor Harry Chapman Bay Area Consulting Group – San Francisco Principal – One of three in the company Reason for attending – I have assisted a number of companies improve their understanding and use of performance measurement including projects to implement the Balanced Scorecard. I am looking forward to sharing the tips I have learned with you as well as learn from you your observations on how to use performance measurement to improve IT performance. Expectations – I am interested in your perspective and your experience with performance measurement for IT. Please tell us your: Name Company Position Reason for attending Expectations Harry C. Chapman Principal One Market Plaza Suite 1100 San Francisco, CA Phone:

Page 2 © Bay Area Consulting Group LLC Expectations What the Course is not:  The “silver bullet” - a list of IT performance measures that you can readily apply at work What the Course is:  An opportunity for you to learn and experience what makes performance measurement effective to enable change  A chance for you to break some preconceived notions and begin to think differently about the opportunities for improvement that surround you at work

Page 3 © Bay Area Consulting Group LLC Agenda TimingCourse ModuleModule Description 9:30 – 9:45 15 Minutes Group Exercise 1 – Attendees Expectations – Course Overview Introductions Reasons for attending Prior experience with Performance Measurement Your expectations for the course Overview of seminar and agenda 9:45 – 10:15 30 Minutes Case Study No. 1 – CIO Staff Meeting Before we get into the materials, attempt to describe an effective performance measurement system at the CIO’s staff meeting 10:15 – 11:00 45 Minutes Overview of IT Performance Measurement; the Seven Deadly Sins of Performance Measurement Why the appropriate use of it performance measures can dramatically change the results delivered by it and improve user satisfaction Common mis-conceptions regarding the use of performance measurement to improve results The difference between operational measures and strategic measures The “seven deadly sins” of performance measurement (and how to avoid them) as described by the master of reengineering, Dr. Michael Hammer Day

Page 4 © Bay Area Consulting Group LLC Agenda Day TimingCourse ModuleModule Description 11:00 – 11:15 15 Minutes BREAK 11:15 – 12:00 45 Minutes Case Study No. 2 Common Pitfalls of Performance Measurement “Best Laid Plans” Case Study Participate in ”The Best Laid Incentive Plans” case study to learn via a true-to-life example Identify the underlying pitfalls and typical mistakes inherent in many performance measurement programs and how to avoid them Know how to apply critical thinking to identify performance measures that can result in exactly the wrong changes Understand the tests to use to develop effective performance measures 12:00 – 12:30 30 Minutes The “Science” of Proven Performance Measurement Techniques and How to Apply Them Overview of the most effective approaches and when to use them An overview of the most common techniques:  Re-engineering  Six Sigma  “Lean” Six Sigma  Total Quality Management (TQM)  Kaizen  Balanced Scorecard How to differentiate between using for motivating people to perform an using to improve processes 12:30 – 1:00 30 Minutes The Context for Performance Measurement Performance is related to where IT is positioned in an organization Identifies the four stages of maturity for IT organizations Sets the foundation for insights into IT in your organization and what you can do to improve the overall perception of IT 6

Page 5 © Bay Area Consulting Group LLC Agenda Day 1 TimingCourse ModuleModule Description 1:00 – 2:00 60 Minutes Lunch 2:00 – 2:45 45 Minutes Case Study No. 3 What is the context in your IT organization? Case Study explores the maturity of IT in your organization and set the stage for strategies the IT department could use to move up the maturity curve.: Further examination of the role that IT plays in your organization Identification of strategies to change the perception of hone service offerings to better meet the needs of the organization 2:45 – 3:30 45 Minutes The Difference between Dashboards and Scorecards The definition of each Why the two are not interchangeable When it is appropriate to use a Dashboard and when it is appropriate to use a Scorecard A real-world case study (“KaBoom!) to demonstrate a Dashboard and highlight the importance of context for performance measurement 3:30 – 3:45 15 Minutes BREAK 3:45 – 4:45 60 Minutes Case Study No. 4 “Playgrounds and Performance: Results Management at KaBOOM” Case Study demonstrates how to: Establish an effective framework for performance measurement How to use that framework to select the “best” measures 7 8 9

Page 6 © Bay Area Consulting Group LLC Agenda Day 1 TimingCourse ModuleModule Description 4:45 – 5:00 15 minutes Recap Day One

Page 7 © Bay Area Consulting Group LLC Agenda TimingCourse ModuleModule Description 9:00 – 9:15 15 minutes Review Day One Highlights – Agenda for Day 2 9:15 – 9:45 30 Minutes The “Art” of IT Performance Measurement The role that an organization’s cultural plays Considerations that apply to all performance measurement approaches Why it is so important for IT to engage IT’s “customers” in the process Why setting the context is critically important to ongoing success 9:45 – 10:30 45 Minutes IT Measurement at Intel – Intel’s IT Performance Reports – and 2009 Introduction to how Intel Corporation uses measurement to improve IT performance. A look at how a large, technology-based IT organization approaches IT Measurement. This included a podcast regarding Intel’s IT Measurements from the CIO. Background on Intel Information Technology 2009 Performance Report The perspective on measurement of IT from Intel’s CIO 10:30 – 11:00 30 minutes Case Study No. 5 – Intel’s “Business Value Index” in practice A more detailed review of a powerful tool that Intel uses to assess the impact of initiatives on the business as well as the technique Intel uses to include the end-users in the overall process How the Business Value Index works Results from four projects 11:00 – 11:15 BREAK Day

Page 8 © Bay Area Consulting Group LLC Agenda TimingCourse ModuleModule Description 11:15 – 12:15 60 minutes Case Study No. 6 – Intel’s 2008 IT Performance Report An opportunity to develop performance measures that Intel could use to meet their IT Mission and overall strategic objectives. See how well the strategic objectives you develop compare to the actual performance measures that Intel IT developed. 12:15 – 1:00 45 Minutes Introduction to the Balanced Scorecard History of the Balanced Scorecard Barriers to strategy implementation Concepts behind the Balanced Scorecard – the four perspectives Scorecard terminology The importance of cause and effect relationships How the concepts apply to IT 1:00 – 2:00 60 Minutes Lunch 2:00 – 2:45 45 Minutes Case Study No. 7 Putting the Balanced Scorecard to Work “The Wells Fargo Case Study” The Strategy Map How the Strategy Map drives performance Identifying the strategic initiatives How to develop measurements for the strategic initiatives The “Magic Sauce” – Why the Balanced Scorecard was so effective for an IT-based organization How to apply the principled in your organization 2:45 – 3:15 30 Minutes Targets Learn how to establish effective targets and the critical role initiatives play in the IT performance measurement Day

Page 9 © Bay Area Consulting Group LLC Agenda 18 TimingCourse ModuleModule Description 3:00 – 3:15 15 Minutes Break 3:15– 3:45 30 Minutes The Ten Twelve Keys to an Effective IT Performance Measurement Program How to set the proper context and expectations The importance of executive sponsorship and a process for reviewing measures The language of a performance measurement culture and the appropriate way to use the results for breakthrough improvements Setting the “right” expectations The importance of acting on the data and not on intuition How to translate the impact of the decisions resulting from the it performance measurement activities into financial terms The role technology plays to facilitate the process 3:45 – 4:30 45 Minutes The ‘Ultimate Measure” – Adapting the Net Promoter Score for IT The “Ultimate Measure” or the “BIG Question” – Using a technique in use by many large organizations, the Net Promoter Score” to measure IT user satisfaction – How it works and some real results. Would this be a useful tool for you to use? 4:30 – 4:45 15 Minutes Case Study No. 8 – CIO Staff Meeting – Your Recommendation Your Recommendations to the CIO for a How to Implement a Performance Measurement Process 4:45 – 5:00 15 Minutes Group Exercise: Seminar Close  Exchange of contact information  Evaluations  Final questions & answers Day