Metrics for Enterprise Transformation

Student research poste

Measuring Systems Engineering Success: Insights from Baseball

Optimizing the efficiency of socio-technical systems and determining accurate measurements of performance is a critical issue in many systems engineering enterprises. In our analysis we explore some of the recurring themes of Michael Lewis’s study of baseball, depicted in the best selling book Moneyball, and we make the connection to corresponding systems engineering principles of interest. The paper will focus on the systems engineering roadmap inspired by Lewis’ study for developing and refining a meaningful set of metrics for organizational transformation. The following steps are highlighted to convey this transformation with the assistance of metrics: identify and understand value in the enterprise and your organization; consider an integrated system focus in your organization; use cost analysis methods to implement a strategy for executing the transformation; and manage risk throughout operations and improve the process continuously

Navigating the Metrics Landscape: An Introductory Literature Guide to Metric Selection, Implementation, & Decision Making

The focus of this paper is to depict the vast landscape of literature related to enterprise performance measurement in a concise and comprehensible manner for researchers and practitioners. We focus particularly on the enterprise as the unit of analysis and consider measurement systems from stakeholders at all levels. A broad range of considerations will be explored, ranging from micro-level considerations such as employee performance measurement to macro-level considerations such as enterprise measurement systems. Moreover, we discuss measurement-related problems identified in practice and solutions proposed in academic literature. To illustrate this evolution of measurement knowledge over time, we discuss the effects of metrics from three distinct viewpoints: (1) selecting the right metrics, (2) creating and implementing measurement frameworks; and (3) metrics for decision making

Sugar intake and dental decay : results from a national survey of children in Scotland

Peer reviewedPreprin

Metrics for Enterprise Transformation

LAI Webinar Knowledge Exchange Even

Practical Implementation of an Enterprise Measurement System: From Inception to Transformation

7th Annual Conference on Systems Engineering Research (CSER) presentatio

Enterprises as Systems: Context, Boundaries, & Practical Implications

6th Annual Conference on Systems Engineering Research (CSER) presentatio

Metrics for enterprise transformation

Thesis (S.M. in Technology and Policy)--Massachusetts Institute of Technology, Engineering Systems Division, Technology and Policy Program; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics, 2009.Cataloged from PDF version of thesis.Includes bibliographical references (p. 148-161).The objective of this thesis is to depict the role of metrics in the evolving journey of enterprise transformation. To this end, three propositions are explored: (i) metrics and measurement systems drive transformation, (ii) employee engagement is a proxy to gauge transformation progress; and (iii) metric considerations enable enterprise transformation when systematically executed as part of a transformation roadmap. To explore this problem, the aerospace measurement community was consulted to help grasp a better understanding of the context in which transformation is currently defined and measured. Once the problem space was defined, the environment of doing research with the enterprise as the unit of analysis was described with the intent of exploring the role of metrics and transformation. In particular, the performance measurement literature helped identify tools and methods used to select metrics to enable decision making at the enterprise level. After this review, two case studies were performed, considering: (1) the implementation of a bottom-up measurement system to drive transformation and (2) the effect of a top-down corporate measurement system on the enterprise. The first case study revealed insights regarding the benefits and challenges of implementing measurement systems and highlighted the use of employee engagement as a proxy to measure enterprise transformation. In the second case study, contemporary measurement issues were discussed and mapped to an Eight Views of the Enterprise analysis to identify critical enterprise interactions.(cont.) Ultimately, the Lean Advancement Initiative's Enterprise Transformation Roadmap was used as a method for depicting how performance measurement can help enable enterprise transformation. The implications of research in metrics for enterprise transformation span across thee areas: (1) the extensive literature reviews provide an academic contribution for performing enterprise and measurement research; (2) a common language and framework for exploring measurement problems is depicted for practitioners through the case study analysis; and (3) a connection between enterprise measurement and enterprise transformation is established to drive future transformation success.by Craig D. Blackburn.S.M.S.M.in Technology and Polic

Journeying through Dementia, a community-based self-management intervention for people aged 65 years and over : a feasibility study to inform a future trial

Background: A study to determine the feasibility of conducting a future population-based trial into a self-management intervention for community-living adults with early stage dementia included evaluation of intervention content and modes of delivery, staffing requirements, recruitment methods and the utility and usability of patient reported outcomes. Methods: Participants identified through memory clinics in one city took part in an intervention called ‘Journeying through Dementia’. The 12-week programme incorporating four individual sessions with one of the facilitators encourages participants to engage in discussion and activities related to health and well-being positioning them as the expert enabling long-term behavioural change. Participants (n = 10) and their nominated carers (n = 7) were all asked to complete selected outcomes at baseline, 8 weeks (participants only) and post intervention and invited to comment on their usability. All participants and carers were qualitatively interviewed before intervention delivery about their expectations and participants; nominated carers and facilitators were all interviewed after cessation about their experiences. Results: The manualised intervention and modes of delivery proved acceptable to participants and carers. Reported benefits included increased confidence and self-efficacy, engagement in new or lapsed activities and re-engagement in fun and friendships. People with dementia and carers were able to self-complete all outcome measures, but time required to complete the measures is a key factor. Strategies for recruitment need to include direct contact within 24–48 h post invitation to the study. Analysis of data on the primary outcome did not reveal any trends. Facilitators found the training and support to be appropriate and helpful. Conclusions: The tailored intervention reportedly met the needs of all participants. The study confirmed the need for careful identification and application of patient-reported outcome measures. Outcomes to measure some dimensions of reported benefit are not available