Towards a Metrics Implementation Plan - UCAR Finance ...

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Although we assume a top-down approach, this effort must empower all levels ofUCAR/NCAR/UOP to develop and design the MIP, ensuring that the final product becomes apart of institutional culture. The full potential of integrating strategic planning and metrics cannotbe realized without a truly “bottom-up” understanding and involvement in the process.We also present rough estimates of the resources and time needed to complete this process.These are truly only ballpark estimates that may well be off by an order of magnitude. Althoughthese estimates have not been developed with significant detail, we offer them to encourage thatany decisions made in designing and adopting a process be made in full awareness of theresources necessary ensure success. Allotting inadequate resources to this effort may lead tofailures to achieve the necessary or desired results.4.2 Process OutlineIn this section we outline a process by which UCAR could develop and implement strongperformance metrics and present a sequential flow chart of these steps.An important cross-cutting aspect of the MIP development process should be an ongoing focusedeffort to involve the stakeholder communities, including UCAR/NCAR/UOP employees. Thesestakeholders must be engaged, as it is critical to elicit their input and guidance in MIPdevelopment, ensure their buy-in in the process and the product, and maintain transparency andenhance trust in this effort. Various approaches and activities could be used: (1) stakeholdermeetings such as presentations, focus groups, and working groups; (2) outreach efforts such asinformational e-mails, newsletters or articles in existing communication channels, and Web sitesdetailing the process and status of ongoing efforts; and (3) educational efforts such as training,classes, or workshops on metrics and their implementation, measurement, and use. To ensurethat this aspect of the process takes place, we recommend appointing a specific individual or agroup to oversee communications as part of the Metrics Implementation Committee (MIC)described later. Although we have not identified specific steps for outreach and education in theprocess described here, we have indicated along the phases of the process where such effortsmay fit well.We also encourage the implementation of innovative techniques for undertaking the varioustasks in the MIP development process. Rather than relying on a standard set of working groups—based largely on extensive meetings—we encourage unconventional approaches to this work.We also suggest that bringing in external resources be considered to augment this process. Theseresources could include potential experts in meeting facilitation, strategic planning, or metricsdevelopment and measurement. Although there may be a feeling that UCAR/NCAR/UOPpersonnel are capable of completing this process, there are likely experts with experience inimplementing such efforts who could enhance and expedite this effort and help avoid potentialroadblocks.Figure 1 is a flow chart for the proposed MIP development process, showing the steps that aredescribed in the sections that follow the figure. Because this will ultimately be a dynamic anditerative process, we recognize that certain opportunities for nonlinear approaches are notadequately captured in such a diagram. We have attempted to indicate on the left side of thefigure some specific points where iteration would be most useful or necessary.8
Step1: Commitment by UCAR/NCAR/UOP ManagementStep 2: Form Metrics Implementation Committee (MIC)OutreachandEducation 1Step 3; Creation of Metrics Development Teams (MDT’s)Step 4: Workshop on UCAR MetricsStep 5: MDT’s Create Metrics Implementation Plan (MIP)1Step 6: MIP Internal ReviewOutreachandEducation 2Process Iteration2Step 7: Adoption of MIP by MICStep 8: MIP External ReviewStep 9: Revision and Completion of MIPStep 10: Implementation of MIPOutreachandEducation 33Step 11: Review of Results and MetricsFigure 1: Proposed MIP development process9
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