MODULE 1: INTRODUCTION TO BUSINESS PERFORMANCE ANALYTICS AND ORGANISATIONAL PERFORMANCE SYSTEMS
Topics:

Developing business key performance indicators
Balanced scorecard and objectives key result (OKR with process linkages)
Capturing existing strategic goals and performance measurements (goal and achievements)
Aligning organisation goals and business performance measurements

Mapped to:

K1 Industry best practices for implementing organizational performance systems
A1 Implement organizational performance systems within the department whilst taking into account its unique requirements

Rationale for Sequencing of the Units

The first learning unit introduces learners to organisational performance systems. Learners are taught how to develop business key performance indicators. Learners are taught how to come up with data-driven business initiatives using OKR technique. Learners are also taught how to capture and align organisation goals to business performance measurements.

MODULE 2: DEPARTMENTAL KEY PERFORMANCE INDICATORS DEVELOPMENT
Topics:

Mapped to:

A2 Design monitoring and testing procedures for processes within the department that are aligned to the requirements of key performance indicators
A7 Translate blueprints into implementable action plans

Rationale for Sequencing of the Units

Subsequently, the next learning unit, it teaches the learners on developing KPIs and to design monitoring and testing procedures for processes that are aligned to the requirements of KPIs.
Learners are then brought through blueprint development for performance systems to come up with implementable action plans.

MODULE 3: EVALUATING OF ORGANISATIONAL PERFORMANCE SYSTEMS
Topics:

Mapped to:

Rationale for Sequencing of the Units

In the next learning unit, the learners move to the next step in the sequence whereby they are brought through the validity of measurements selected, and to evaluate performance of the department against goals set.
Learners are also taught gap analysis procedures in this learning unit. The gap component of gap analysis is the variance between the current state and future state KPIs.

MODULE 4: ROOT CAUSE ANALYSIS FOR ORGANISATIONAL PERFORMANCE
Topics:

Root cause analysis procedures for addressing gaps in organisational performance
Reviewing reports and developing recommendation to address gaps identified in department performance systems

Mapped to:

A4 Perform gap analysis on the gaps identified within the department
A5 Identify root causes for gaps between current and future state of department based on the gap analysis
A6 Develop reports with recommendations on how to address root causes and close gaps in the department.

Rationale for Sequencing of the Units

In the last learning unit, the learners perform different types of gap analysis on gaps identified, the examples include but are not limited to the following:
- Product or market gap analysis
- HR/recruitment/skills gap analysis
- Needs gap analysis
- Performance gap analysis
- IT gap analysis
- Financial gap analysis
- Retail gap analysis
Learners are taught to identify root causes for gaps between current and future state and to develop reports with recommendations on how to address and close gaps.

DNA-103: Business Performance Analytics