Week 7: Keeping On

I think I really going to run out of ideas for Blog titles now...
Sadly I really don't see any big progress on this project for this Exam Week. Everybody is just too busy, except me. I even feel bored these days, and more guilty to feel that.
Isn't it hard to believe that, I am a CMUer, but I am bored.

As always, feel free to skip the italic gab words.

We didn't have a lecture this week; instead, Prof Murli had a meeting with us, group by group. He sent three documents to us.

• Introduction of a Web-based application called GovMax. It is designed by Sarasota County Government. It integrates strategic planning, budgeting and performance management. (However I tried to Google the application but never able to open the website) 
• Advantages of Single Point Entry. It is a brief of Single Point Entry， provided by a Canterbury District Health Board.
• Performance Measurement Process. A part of Development Processes, also an important element of all Total Quality Management programs.

     This article talks mostly about a 11-step process to manage performance.

1. Identify the process flow. Ask what you want to measure and list out with a flowchart, containing the entire process, down to the task level, sets the stage for developing performance measures.
2. Identify Critical Activity(ies) to be Measured. Only measure the critical activity(ies) that significantly impact total process efficiency, effectiveness, quality, timeliness, productivity, or safety.
3. Establish Performance Goal(s) or Standard(s).Standards for standards are:Attainable,Economic,Applicable,Consistent,All-inclusive, Understandable, Measurable, Stable, Adaptable,Legitimate,Equitable,Customer Focus. This process should output a list of goals.
4. Establish Performance Measurement(s).This step allows you to generate useful information rather than just generating data.Identify the Raw Data and locate them. Also identify the sensor. What or who will do the
   measuring or data collection? And then determine how often to make measurements.
5. Identify Responsible Party(ies).These parties include the responsible worker(s) and the responsible decision maker. They collect the data, analyze, compare actual performance to standards, and determine if corrective action is necessary.
6. Collect Data.Data are a set of facts presented in quantitative or descriptive form, and they must be specific enough.
7. Analyze/Report Actual Performance.
8. Compare Actual Performance to Goal/Standard.
9. Determine if Corrective Action(s) is Necessary.If there is a large gap, the performance should be back into line with the desired goal or standard.It brings the step 10. Otherwise it comes to the step 11.
10. Make Changes to Bring Process Back in Line with Goal or Standard.
11. Determine if New Goals or Measures are Needed.Goals need to be challenging, but also realistically achievable.

I find same characteristic Performance Measurements shared with EA.
They both give individuals an opportunity to receive a broadened perspective of the organization's functions, rather than the more limited perspective of their own immediate span of control. Their actions occur in a continuous cycle and their main purposes are to reduce or eliminate overall variation in the work product or process.


After meeting with Prof. Murli, our group had another meeting with Susi, our client. We clarified most of our doubts, and some blur of the project scope. The main goal of our project is to research on how other governments do their SEPO project, what is the best practice on SEPO and how can SA Government do to improve their project.

Susi provided us with some documents from SA Gov, talking about what are website Key Performance Indicators and detailed description of their Website (sa.gov.au).

According to their definition, approved in Project "Ask Just Once" in 2007 and  launched off at November 2009, "www.sa.gov.au" is a single entry point online, where citizens and businesses can access information and services from across government in one place.
Under what situation SA government is pushed to make a change? The reason to have a single entry point website is:

Currently there are hundreds of government websites, costly for Government and confusing for customers. Most of these sites are based on the way government administers its operations, rather than the way people use services. This makes it hard for people to find what they need, leaving them feeling intimidated, confused and frustrated. sa.gov.au makes it easier for people to 'help themselves'.

In the KPI documents, the author listed six key indicators:

1. Agency Engagement:Percentage of SA government departments contributing information.
2. Customer Satisfaction:Percentage of users who are satisfied with the service.
3. Service take up:Visits to sa.gov.au and also visits by franchise.
4. Up to date Information:Percentage of pages reviewed every 6 months.
5. Service Availability:Percentage of active time that the central ICT infrastructure system is operational. 
6. Online transactions:Increase in online transactions available on and referred from  sa.gov.au.

Tomorrow comes with the next mini of my 1st CMU semester. Hope that things go well. I should be more active, right? I know...