Tag Archives: Kpis

Case Study for Relacom

Today we generate our KPIs on a daily basis. Prior to deploying Analysis Services, back when we created them by cutting and pasting, we only updated our KPIs on a monthly basis.
– Ake Soderberg, Operational Project Manager, Relacom.



With more than 15,000 employees operating in 17 countries, Relacom provides managed services for wired and wireless networks. To accommodate its growth, the company needed a more robust and flexible business intelligence (BI) data warehouse, which had been hosted using Oracle and the UNIX operating system. The company migrated its BI data warehouse to Microsoft SQL Server 2005 Enterprise Edition (64-bit) database software running on Windows Server 2003 Enterprise Edition for 64-Bit Systems…






Situation: Relacom, headquartered in Stockholm, Sweden, provides a range of data and telecommunication network services—from construction services, to equipment installation, to network maintenance—serving customers through its operations in 17 countries around the world. The 15,000 employees of Relacom provide managed services to customers ranging from private sector and government network owners to businesses and consumers. Servicing both wired and wireless networks, Relacom provides preventative and corrective maintenance services…
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Case Study on Key Performance Indicators

Case Study about Key Performance Indicators

Summary:- The Study presented the thought of a screening schema for governors to use in following institutional exhibition. The peak of the proposed schema is an exceptionally little number of abnormal amount Kpis which might be given to governors insignificant trouble of paper, however which draw upon supporting informative data and appraisals. The Aide offers a “menu” of conceivable Kpis to help foundations in considering their own particular inclined toward methodology. The motivation behind this Kpis execution undertaking was to expedite a progressively in-profundity examination of how an example of schools are executing Kpis, how the Aide has assisted in this, and if any possible activity or backing is wanted.

The report draws widely on the encounter of the nine colleges in improving and utilizing Kpis, and on various gatherings and dialogues with the crux work force occupied with this action in every college (mainly, seats, boss executives, school recorders or secretaries, and chiefs of arranging). The illustrations and outlines in this report are from detailed analysis colleges, and are cited with their authorization, yet recognized just by a code letter to save namelessness. The report spreads three fundamental subjects which turned out to be the most important to the careful investigation schools as they tackled enabling Kpis, and it likewise draws upon the effects of an overview of over 100 Cuc parts led between the Pre-winter of 2007 and the Spring of 2008. Keep reading…

Case Study on Performance Audit Key Performance Indicators

Case Study about Performance Audit Key Performance Indicators

Executive Summary: Governments, the Parliament and the people are increasingly demanding that public sector organisations undertake their functions in the most economical, efficient and effective manner. This requires agencies to provide meaningful and useful information on their performance and the achievement of desired outcomes. This Report is concerned with the issue of holding individual agencies accountable for their performance, and doing so in a reliable and consistent way across the New South Wales (NSW) public sector. Performance indicators, as the term itself suggests, are not an exact measure of achievement but rather provide an indication of agency performance. To be useful to members of parliament, Ministers and others, performance indicators must exhibit certain characteristics: appropriateness, relevance, accuracy, timeliness, completeness and comprehensiveness.

Up until the late 1970s, the notion of accountability was mainly concerned with a breakdown of inputs, with a distinct emphasis being placed on any underexpenditure of appropriations and reasons for any variations in the proposed budget from current expenditure results. Then central coordinating agencies – firstly in South Australia, then in Victoria and the Commonwealth – started to question this general approach.1 Accounting for results (or Program Budgeting as it was generally described at the time) – with the emphasis on inputs augmented by examining outputs and, where possible, outcomes – was introduced by those three Governments. In 1985-86 the NSW Government also recognised the importance of KPIs and introduced program budgeting. Keep reading…

Case Study of Crossrail

We have now implemented ARM within our own organization and we are also implementing it across our supply chain to our major tier one contracting organizations.
Rob Halstead, Head of Risk Management, Crossrail.

The Challenge: Crossrail is Europe’s largest infrastructure program with a budget of £14.5 billion (approx. $23b). When it opens in 2018-9, Crossrail will carry 200 million passengers each year, increasing London’s transport capacity by 10%. It has multiple, complex construction projects running concurrently across the whole route. At the same time as constructing eight new underground stations, which have to be connected to the existing London Underground and rail networks, and four overground spurs, Crossrail must minimize disruption to the existing transport system and the millions of commuters which use it each day…






The Solution: The complex nature of the program led Crossrail to select Active Risk Manager to provide the common system to manage risks across all its projects. ARM now delivers a consistent and coherent view of risk right across the business. These are the Crossrail risk management milestones to date:



• 2010 – Implement ARM; design and deliver risk reporting.
• 2011 – Introduce Quantitative Risk Assessments at projct level; provide access to ARM to supply chain partners.
• 2012 – Link risk management to corporate KPIs…
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