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Handbook of Corporate Performance Management by Mike Bourne, Pippa Bourne

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Chapter 4

Managing Implementation

4.1 INTRODUCTION

In the last chapter we discussed the softer side of designing your measurement and management systems, particularly looking at how to develop ownership of and commitment to the process. In this chapter we will focus on how you implement the system you have designed. We will start by explaining how the phases of design, implementation and use overlap before going on to discuss the reasons why performance systems succeed and fail. We conclude by identifying the factors you need in order to implement your processes effectively.

4.2 PHASES OF IMPLEMENTATION

Figure 4.1 shows the overlap of phases around implementation. During the design phase, as we discussed in the last chapter, the meetings can be handled discretely (hence the bars on the chart). Managers have to make time available for meetings, but that time is bounded, and by careful use of a facilitator the meetings can be easily managed. True implementation starts at the end of this phase when other people become involved. The new performance measurement and management system has to be communicated to the rest of the organisation, measures have to be made, the IT department will invariably be involved in data gathering and manipulation, surveys have to be created and so on. During this phase the amount of effort required increases substantially. That is true not only for the initial management team involved in the design but also for others around the organisation who must now ...

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