Urr-metrics Mis Dashboards

1 Does all the information just cover US and Kec information or does it cover all regions. Revenue, Cost, Hours, etc. For the January deadline, the system could cover US/India regions. But the architecture has to keep in mind ways o 2 Is Kec revenue to the US included in the numbers or is it just revenue to external clients. It is just revenue to external clients 3 Is Service line defined at the project level or the task level? For GSD reporting, the SL is defined at the task level. This also needs further closure 4 Is a project within the metrics doc defined as a project in Oracle? Not necessarily. For financial reporting the project would be an Oracle project. For other reporting, the definition of t 5 What is a strategic and core client. They are the same. Today HH and Morgan are the core accounts. 6 What are the expense categories. Salaries, travel costs and other costs 7 Need to work through the service line vs. gsd industry issue. What is the issue here? For GBD and CEO reporting, industry line is the IL defined in GBD 8 May have issues getting prior year information in the same format. OK. Let us start with current year data

Presentation formats All Parent and Level 1 Drill downs should be in the form of charts Most of the Level 2 drill downs can be in the form of tables. If a chart functionality is feasible for Level 2, it would be

evenue, Cost, Hours, etc. as to keep in mind ways of incorporating other regions' information as well, both financial and non-financial, even though most of this would

eporting, the definition of the project has been specified

ble for Level 2, it would be great, but tables would suffice

though most of this would be manual in nature

Organization Strategic objectives and goals Perspective

Strategic Objectives

Financial Consistent growth & profitability Measures the ultimate results that the business provides to its shareholders

Institutionalize Business Development Process

Customer

Common client experience

Focuses on customer needs and satisfaction as well as market share

Goal No.

Organizational Goal

F1.1

20% annual revenue growth

F1.2

20% profitability

F2.1 F2.2

1. Client retention of ??% 2. Revenue from existing clients 85% of annual target

F2.3

3. Revenue forecasting accuracy xx%

F2.4

4. Upper limit for A/R collections

C1.1

C1.2 Institutionalize Business Development Process

C2.1

Enhance seamless global delivery model

C3.1 C3.2

Predictable, reliable, consistent quality

C4.1

Deepen FSI Expertise

C5.1

Associate growth & development

C6.1 C6.2

Internal Process

Integrate business management best practices I1.1

1. All accounts to have a standardized dahsboard published on a monthly basis 2. All accounts to have a score of 8 or higher in customer feedback on following attributes - Professionalism, Communication, Responsiveness, Reliable/dependable, Easy access to senior management & team, Easy to do business with 1. Customer satisfaction of 7 or higher on a scale of 0-10 for more than 80% of the clients 1. 95% projects have zero customer complaints and NO customer complaint of severity 1 or 2 2. Project status R/Y/G % 1. Process and Product quality goals met for more than 90% of projects 1.Level wise distribution of associates with various levels of functional / application knowledge 1. Organization retention at more than xx% 92% 2. Retention for core accounts more than xx% 90% 1. Reduce SG&A by x% every year until we reach 20% profitability goal

I1.2 I1.3 Focuses attention on the performance of the key internal processes which Enhance seamless global delivery drive the business model

Predictable, reliable, consistent quality

I2.2

1. x% of the projects meet the average cost/hr target 2. Non-billable resource cost should not exceed x% of total cost in GSD

I2.3

3. GSD Level GM target

I2.4

4. SL Level GM Target

I2.5

5. Project level GM Target

I2.6

6. GSD utilization target

I2.7

7. SL utilization target

I2.8

8. Project utilization target 1. 25% reduction in post delivery defect density quarter over quarter 2. 15% improvement in productivity over earlier year 3. 80% of the projects assessed at CMM L5- and to be at L5 4. COQ needcontinue some measure

I2.1

I3.1 I3.2 I3.3 I3.4 I3.5

Organizational Learning Employee capabilities & motivation; information processing capabiliites

2. Reduce internal transaction costs by x% every year 3. Intergroup coordination/dependencies - SLA's between functions defined

defined

Deepen FSI Expertise

I4.1

5. Reducing rework 1. xx% of lateral hires at various levels with domain knowledge

Competent, unified and diverse leadership

O1.1

1. Globally deployable leaders - 5% of organization strength

Deepen FSI expertise

O2.1 O2.2 O2.3

Value based global living culture

O3.1

Associate growth & development

O4.1

1. Functional and Technical BoK created for 95% clients 2. xx% of lateral hires at various levels with domain knowledge 3. Level wise distribution of associates with various levels of functional / application knowledge 1. Culture anchors and a globally consistent culture training program implemented across the organization 1. Target for role based trainings and certifications

Sub-goals 1. Revenue target

2. Sales target 3. Target for backlog for following year 4. Target for annuity revenue 5. % of new clients 6. Revenue from new clients 15% 7. Revenue forecasting accuracy xx% 1. Average Project GM xx% 2. SG&A % 3. Target for sold margin 4. Cost of sales (in comparison with budget) 5. SL GM xx% 6. Total GM xx% 7. Utilization xx%

Sr. No.

Metric

Freq Parent page analysis

1 Annual revenue growth

Definition ((Revenue for measurement period for current FY / Revenue for measurement period for previous FY) -1)%

2 Revenue

Revenue current period

M

Q

2.1

Revenue growth for each quarter against target Trend of month on month actual revenue vs. internal budgeted revenue vs. revenue budgeted for Forboard the month & YTD, revenue breakup by

Org. goal F1.1 F1.1, F2.3

For the month & YTD, revenue breakup by SL

(revenue from new clients in current measurement period / total revenue in current 3 % revenue from new clients measurement period)%

M

YTD % revenue from new clients vs. YTD target % Revenue from top 5 clients for current month to Historical % Revenue from top 5 know client concentration clients For the month & YTD, comparison of revenue budgeted vs. actual by client

M

Monthly trend of sales Month on month sales booked against revenue forecasted for future months

Revenue % from top 5 clients

4.1 5 Sales (bookings)

Level 2 drill down

Industry

2.2

4 Client concentration

Level 1 drill down

Contracted sales - Total Contract Value of opportunities that are successfully closed

5.1 6 Backlog

Contracted sales that have not been recognized as revenue M

7 Profitability

Operating profit / revenue for current period %

Monthly trend of backlog

M M

Monthly actual vs. budgeted GSD GM%

F1.2, I2.3

M

Month on month utilization at GSD level vs. target

F1.2, I2.3, I2.6

M

Trend of month on month billable ratio

I1.1

M

Monthly trend

HY

Client satisfaction score for each client

C2.1

14 Client retention %

SG&A expenses / revenue for current period (Total revenue – project expenses – SL expenses – GSD level expenses) for current period / Revenue for current period Total hours billed / Total available hours for current period Total available hours are assumed as 2080 hrs / resource / year Billable headcount / Total headcount for current period (cost of total billable resources/cost of all resources) for the measurement period % Average client satisfaction score from the half yearly satisfaction surveys (No. of active clients from the previous measurement period who are still with us in the current measurement period) / (Total no. of active clients we had in the previous measurement period) %

Monthly Operating profit vs. budgeted Monthly total SGA cost vs. budget as % of revenue

M

C2.1

15 Customer complaints

No. of customer complaints of severity 1&2

M

Month on month trend of client retention % Month on month trend of no. of customer complaints

8 SG&A % 9 GSD GM%

10 GSD Utilization% 11 % billable ratio 12 Billable ratio % (cost) 13 Client satisfaction score

M

F1.1, F2.2

16 Average billing rate realized =total revenue/total billable hours for the period M % projects meeting the 17 quality goals 18 % projects at CMM L5 19 Organization retention % % of globally deployable 20 leaders Average learning hours per 21 associate

(No. of projects meeting the quality goals / Total no. of projects)% M No. of Projects fulfilling L5 requirements / Total no. of projects M Associate retention for Viker

M

Need to define Average hours expended YTD in learning per associate

Q M

Monthly trend of average billing rate realized % projects that meet quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE), % projects that do not have quality metrics tracked, % projects that do not meet quality goals A matrix showing R/Y/G status for each CMM level by SL Monthly retention % against target Quarter on quarter % of globally deployable leaders against target Average hours expended YTD in learning per associate

F1.2 Current month SG&A cost by function Historical SG&A cost by vs budget function vs budget

F1.2, I1.1

C4.1, C1.1 I3.3, C3.1, C4.1 C6.1 O1.1 O4.1

Distribution of projects in 22 R/Y/G

% of projects in R/Y/G status

M

Trend of month on month distribution of project status as R/Y/G

C2.1

Additional Detail Needed.

System

Answers to questions

In the analysis area it mention target revenue A growth. target for How revenue is that defined growth will andbe where set for does each it come FY during from? the budgeting process. The quarterly revenue budgets for the FY should total up so that the target is met. We are trying to reach t Is the budget revenue based on GL revenue budgets Do the project or project budgets budgets? contain any data? Finance needs to validate and comment. There is an initiative underway to rectify project budgeting ok Project level service line or Task level service Most line. probably task level service line. But needs one round of closure OK OK Revenue budgeted from the GL or PA

Do the project budgets contain any data? Finance needs to validate and comment. There is an initiative underway to rectify project budgeting

I am not sure where this would come from, prehaps Yes. And sales also force the reports prepared by GBD

Is net profit considered just revenue - cost of sales Changed as defined from Net by Profit finance? to Operating Profit.

Operating Profit = EBIT = Revenue - Total cost of revenues - General and admin expenses - Deprcn and amortization (This is as d

What expenses go into SGA - is it defined by finance? Yes

Need to determine what makes up SL expenses Break andup GSD of expenses level expenses is as follows - what projects - Project go costs into(all what? client projects) SL OH and becnh costs (All SL expenses and bench project expenses by SL), GSD OH expenses (expenses that do n

What about people who are not currently captured We will in Oracle? follow theNeed latestmore definition defination. that has There emerged are utilization from the reports latest round that finance of emailuses, discussions. there is aThere superwould utilizaiton be other which terms includes defined internal to capture work something lilke super utilization. This should p What about people who are not currently captured Currently, in Oracle? we areIsstarting this defined with US/India. by the people So this group implies that people is currently defined within in Oracle. Oracle?Need to also check with AIS

No Input

Needs to be captured manually

Please review the definition, it seems like the definition OK for active client will make it so there never a change.

How do we define projects that meet qualtiy goals. This data currently would be manual information. This data is collected within the Process group. The definition of a project would also be confirmed in the GL meeting How do we define L5 requirments.

Manual data. Process group. These are very clearly defined in the CMM framework and in KGM. The QLs will provide the raw data based on the constant project compliance reviews perfo

OK No sure what this means?

Manual data. Added to the open items' list. Need to get definition from GAP

PRM role or designation within GAP?

Designation within GAP. We need to check if PRM role can be used and if the role definition in PRM is consistent across SL and other functions

No sure what this means?

Manual data. From GSD internally. On a weekly basis, each project provides its status to GSD leadership as a Red / Yellow / Green indicating the health of the project. This metric is trying

We are trying to reach the 20% revenue growth target. Source of data is Finance

amortization (This is as defined by Finance)

nses (expenses that do not belong to the above two)

utilization. This should probably be closed in the GL meeting

ompliance reviews performed by them.

ect. This metric is trying to track the % distribution at an overall GSD level of all project s.

Sr. No.

Metric

1 Revenue 2 Sales (bookings)

Definition

Freq Parent page analysis

Level 1 Drill Down

Revenue current period Contracted sales - Total Contract Value of opportunities that are successfully closed

M

Monthly actual revenue vs. budgeted revenue

Current month revenue vs. budgeted revenue for each IL

M

Monthly trend of sales

2.1

Monthly trend of sales by IL Month on month sales booked Month on month sales booked against revenue against revenue forecasted for future forecasted for future months months by IL

3 Backlog

Contracted sales that have not been recognized as revenue M

Monthly trend of backlog

4 Sales per client

=total sales/total no. of clients

M

Sales per client - monthly trend

=total revenue/total no. of active clients No. of new clients during the measurement 6 Number of new clients period (revenue from new clients in current measurement period / total revenue in current 7 % revenue from new clients measurement period)%

M M

Monthly Revenue per client YTD number of new clients by month against the annual target

M

YTD % revenue from new clients vs. YTD target

8 % sales from new clients

M

% sales from new clients, monthly trend

M

Sales per new client - monthly trend

10 Revenue per new client

% sales from new clients =total sales from new clients/total no. of new clients =total revenue from new clients/total no. of new clients

M

Monthly Revenue per new client

11 Sales per sales associate

=Total sales/total no. of sales associates

M

Sales per sales associates - Monthly trend

12 Sales lost

=Total sales value of lost deals

M

13 Client concentration

% revenue from top 5 clients

M

Sales lost - monthly trend % Revenue from top 5 clients for current month

Average client satisfaction score from the half yearly satisfaction surveys

HY

Client satisfaction score for each client

M

1. Pareto chart for average score by attributes 2. Comparison of average score for current period vs. previous period by client Month on month trend of no. of customer complaints

M

Month on month trend of client retention %

M

Monthly % clients having account dashboard target of 100%

M

Monthly Forecasting accuracy - Revenue

5 Revenue per client

9 Sales per new client

13.1 14 Client satisfaction score 14.1 14.2 15 Customer complaints

16 Client retention % % clients having monthly 17 account dashboard Revenue forecasting 18 accuracy

No. of customer complaints of severity 1&2 (No. of active clients from the previous measurement period who are still with us in the current measurement period) / (Total no. of active clients we had in the previous measurement period) % No. of clients having monthly account dashboard / total no. of clients at the end of the measurement period Deviation of actual revenues from forecasted nos. in the quarterly forecasting exercise

Monthly trend of backlog by IL Sales per client - monthly trend - for each IL Monthly Revenue per client - IL

% sales from new clients for each IL monthly trend Sales per new client - monthly trend for each IL Monthly Revenue per new client - IL Sales per sales associate - monthly trend by IL Sales -lost - IL break-up - monthly

trend Historical % Revenue from top 5 clients For the month & YTD, comparison of revenue budgeted vs. actual by client

Data table listing clients that do not have the dashboard published for the month

19 Accounts receivable

Accounts receivables at the end of measurement period in DSO

20 AR ageing

Ageing of accounts receivables in different age (days) slots

21 Sold margin %

Average GM% calculated in pricing sheets during selling phase for new projects/deals closed during measurement period

M

22 Cost of sales

Need to define

?

23 GBD expenses

M

24 GSD Utilization%

Actual GBD expenses Total hours billed / Total available hours for current period

M

Monthly actual vs. budgeted GBD expenses Month on month utilization at GSD level vs. target

25 GBD Retention

Retention % for GBD

M

Monthly retention for GBD

M

Trend of monthly accounts receivable in DSO against upper limit Break-up for current period DSO in less than 45 days, 45-60 days, 60-90 days and more than 90 days

Current month accounts receivable in DSO against upper limit for each IL Break-up for current period DSO in less than 45 days, 45-60 days, 60-90 days and more than 90 days for each IL

Monthly trend chart for overall sold GM

Monthly trend for Sold GM by IL Cost break-up by category monthly GBD expenses

Level 2 Drill Down

Org. goal

Additional Detail Needed. Answers to questions

Historical revenue vs. budgeted revenue for each IL

F1.1, F2.3

From CEO

I am not sure where this would come from, prehaps sales Yes.force And also the reports prepared by GBD

F1.1, F2.2

ok

F1.1, F2.2

From CEO

From CEO From CEO C2.1

From CEO Not sure what this is? Pareto chart is an analysis technique. Will explain this to the team.

Not sure what this is? On X-axis we will have the clients and on Y-axis we will have two bars for each client - overall client satisfaction score for this period and similar for p ok

C2.1

From CEO

C1.1

Where do we store which Manual account input. has From dashboard. account DM/CEM What is a and dashboard. maybe GSD and the Process group. Example is HI and Morgan create dashboards to be presented to the

F2.3

Not sure what this is? Revenue forecast as done in the 12 month rolling forecasty. This exercise is coordinated by the Finance group. They have this data

Historical accounts receivable in DSO against upper limit for each IL

F2.4

Need to define the DSO Yes - based on finance defination?

What is a strategic andDefined core client. in overall questions sheet in this file. Also added to the open items' list (separate file) Data table showing project, deal closure date, sold GM%, revenue

F2.1

No Input

Pricing sheets would have this information. So the pricing tool, once it is operational would be the source of data for this.

Not sure what this is? Question is already there in open items list to be answered by finance and GBD F1.2, I1.1

Need to define what departments Sales and marketing make up GBD plus any other functions that report to Jean. Also added to the open items list

F1.2, I2.3, I2.6From CEO

re for this period and similar for previous period

ashboards to be presented to the client. We will have to decide where to store these. Appears as data item 7 in the Metrics data requirements Excel docu ment, first sheet, row 11

y have this data

Sr. No. Metric Revenue & GSD 1 GM%

Definition Freq Parent page This is not meant to be a metric, but just information on dashboard M

Level 1 - Drill down Level 2 - Drill down Current month revenue and GM% by SL vs budget Historical revenue and GM by SL Current month revenue and GM% by Monthly revenue and GSD GM % vs budget AC vs budget Historical revenue and GM by AC Current month project direct costs, SL Historical project direct costs, SL OH and bench costs, SL gross margin OH and bench costs, SL gross for each SL vs budget margin for each SL Current month project direct costs, AC Historical project direct costs, AC Monthly Project direct costs, SL OH and bench costs, OH and bench costs and AC gross OH and bench costs and AC GSD mgmt costs and GSD gross margin vs budget margin for each AC vs budget gross margin for each AC Current month volume of effort billed in Historical volume of effort billed in Monthly volume of effort billed in FTE equivalent FTE equivalent for each SL FTE equivalent for each SL Current month volume of effort billed in Historical volume of effort billed in FTE equivalent for each AC FTE equivalent for each AC Current month break-up of costs in Historical break-up of costs in Monthly break-up of costs in categories - Salary categories - Salary costs, travel costs categories - Salary costs, travel costs, travel costs and other costs for GSD vs budget and other costs for each SL costs and other costs for each SL Current month break-up of costs in categories - Salary costs, travel costs and other costs for each AC

Monthly variance analysis against forecast Revenue, Total GSD cost, GSD GM

2 GSD GM%

(Total revenue – project expenses – SL expenses – GSD level expenses) for current period / Revenue for current period M

Month on month actual vs. budgeted GSD GM%

Historical break-up of costs in categories - Salary costs, travel costs and other costs for each AC Historical, QTD and YTD variance Current month, QTD and YTD variance analysis against forecast analysis against forecast - Revenue, Revenue, Total SL cost, Salary Total SL cost, Salary costs, Travel costs, Travel costs, other costs, costs, other costs, SL GM for each SL SL GM for each SL Historical, QTD and YTD variance Current month, QTD and YTD variance analysis against forecast analysis against forecast - Revenue, Revenue, Total AC cost, Salary Total AC cost, Salary costs, Travel costs, Travel costs, other costs, costs, other costs, AC GM for each AC AC GM for each AC

Covered above

% billable ratio for 3 GSD

% billable ratio by 4 cost for GSD

5 Allocation ratio

6 GSD Utilization

(no. of billable resources/Total no. of resources) for the measurement period %

Current month billable population as % Historical billable population as % of total SL population for each SL of total SL population for each SL

M

Monthly billable population as % of total GSD population

Current month billable population as % Historical billable population as % of total AC population for each AC of total AC population for each AC

Monthly billable population as % of total GSD population

Current month billable population as % of total SL population for each SL Current month billable population as % of total AC population for each AC

Historical billable population as % of total SL population for each SL Historical billable population as % of total AC population for each AC

Current month allocation ratio by SL

Historical allocation ratio for each SL

Current month utilization for each SL against target vs. expected utilization Current month utilization for each AC against target vs expected utilization

Historical utilization for each SL against target Historical utilization for each AC against target

(cost of total billable resources/cost of all GSD resources) for the measurement M period % (total GSD resources allocated to projects / Total of all GSD resources) for M the measurement period % Total hours billed / Total available hours for current period Total available hours are assumed as 2080 hrs / resource / year M

Monthly allocation ratio for GSD

Monthly utilization for GSD vs. target vs expected utilization Headcount 7 forecasting accuracy GSD Expense 8 variance Distribution of 9 projects in R/Y/G

M (Actual GSD expenses - budgeted GSD expenses)/Budgeted GSD expenses M % of projects in R/Y/G status

M

% projects meeting 10 the quality goals

(No. of projects meeting the quality goals / Total no. of projects)% A project is a unit (project or a BU for an ongoing engagement) for which project plan can be created and quality goals M can be defined

% projects at CMM 11 L5 Client satisfaction 12 score technical 13 competency

No. of Projects fulfilling L5 requirements / Total no. of projects M Average client satisfaction score from the half yearly satisfaction surveys HY pyramid for functional / technical knowledge Q

14 GSD retention % Customer 15 complaints

Retention for GSD No. of customer complaints of severity 1&2 Average GM% calculated in pricing sheets during selling phase for new projects/deals closed during measurement period

16 Sold GM%

Monthly projected ramp-ups & roll-offs Monthly projected ramp-ups & roll-offs for GSD for SL Current distribution of headcount by location for GSD Current distribution of headcount by - US, India, UK, APR location for SL - US, India, UK, APR Covered in 1 above Current month distribution of projects in R/Y/G by SL Trend of month on month distribution of project status Current month distribution of projects in as R/Y/G R/Y/G by AC

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for GSD Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for GSD A matrix showing current month R/Y/G status for each CMM level by SL

Historical distribution of projects in R/Y/G by SL Historical distribution of projects in R/Y/G by AC

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for each SL Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for each SL

Pareto chart for client satisfaction score by clients Comparison of functional / technical competence pyramid across by SL Current month retention % against target for each SL

M

Monthly retention % against target for GSD

M

Month on month trend of no. of customer complaints Detail by SL

M

Trend chart for sold margin against target for each deal

Data table showing project, deal closure date, sold GM%, revenue

Historical retention % against target for each SL Detail by Projects

% reduction in post delivery defect 17 density

% improvement in 18 productivity

% projects meeting 19 the quality goals

% projects at CMM 20 L5 *General note - SL would also mean GSD IL

(PDD for current measurement period – PDD for prior measurement period) / PDD for prior measurement period % This is by life-cycle type Q (Productivity for current measurement period – that for prior measurement period) / that for prior measurement period % Q This is by life-cycle type (No. of projects meeting the quality goals / Total no. of projects)% A project is a unit (project or a BU for an ongoing engagement) for which project plan can be created and quality goals can be defined M

No. of Projects fulfilling L5 requirements / Total no. of projects M

Quarter on quarter reduction in PDD for each LC type Detail by SL against target

Detail by Projects

Quarter on quarter improvement in productivity by LC Detail by SL type against target

Detail by Projects

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for GSD Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for GSD A matrix showing current month R/Y/G status for each CMM level by SL

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for each SL and AC Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for each SL and AC

Level 3 - Drill down Detail by Projects Detail by Projects Detail by Projects Detail by Projects Detail by Projects Detail by Projects Detail by Projects

Detail by Projects

Detail by Projects

Detail by Projects

Detail by Projects Detail by Projects

Top project status?

Sr. No.

Metric Revenue from process 1 consulting

Definition

Freq Analysis Quarterly revenue from process Q consulting engagements

3 KGM coverage

Revenue from process consulting engagements No. of billable QLs / Total no. of QLs during the measurement period M (No. of offerings / engagement types / project types with adequate methodology definitions in KGM) / Total no. of offerings / engagement types / project types that need a formal methodology in KGM Adequacy will be based on sign-off from GBD & GSD on process in KGM for a specific offering / need Q

$ saved from Process 4 Improvements

Savings from specific PIs during the measurement period

2 %QLs billable

M

7 Budget variance

(PDD for current measurement period – PDD for prior measurement period) / PDD for prior measurement period % Q This is by life-cycle type (Productivity for current measurement period – that for prior measurement period) / that for prior measurement period % This is by life-cycle type Q (Actual GPM expenses – Planned GPM expenses) / Planned GPM expenses (each for the measurement period) M

% projects meeting the quality 8 goals

(No. of projects meeting the quality goals / Total no. of projects)% A project is a unit (project or a BU for an ongoing engagement) for which project plan can be created and quality goals can be defined

% reduction in post delivery 5 defect density

6 % improvement in productivity

M

No. of Projects fulfilling L5 requirements / Total no. of 9 % projects at CMM L5 projects M Process related training hours by Total no. of hours spent on process related training 10 type by category (KGM, CMM, Estimation etc.) M 11 Knowledge Management

Need to define

12 Retention

Retention rate for Global Process group

M

Level 1 Drill down

Trend of %QL billability by month

Aging in months of offerings / engagement types / project types for which KGM PIPs have been raised 1. Aging of PIPs

Trend of $ saved from PIs by month

2. Aging of TCPs 1. Pareto chart for $ saved through PIs for the measurement period

Quarter on quarter reduction in PDD for each LC type against target Quarter on quarter improvement in productivity by LC type against target Month on month actual vs. budgeted GPM Monthly budgeted vs. actual expenses for expenses GPM by expense categories

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for GSD Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for GSD A matrix showing current month R/Y/G status for each CMM level by SL Trend of training hours by category by month Monthly retention rate for Global Process group

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for each SL Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for each SL

Level 2 drill down

Org. goal

Additional Detail Needed. Answers to questions

F1.1

Where is a process consulting Not yet defined. engagement This is defined? more futuristic For alland these, will we have need to figure to find outathe way method to automate to trackthese it. as much as possible

F1.1, F2.3

Where is a billable QL From defined? AIS

F1.1, F2.2

No input

Manual input. From Process group

No input

Manual input. From Process group

F1.2

How is this defined?

Manual input. From Process group

F1.2

How is this defined?

Manual input. From Process group

F1.2

How is this defined?

Manual input. From Process group

F1.2, I1.1

ok ok

C4.1, C1.1

From CEO

F1.2, I2.3

From CEO

I3.3, C3.1, C4.1 From CEO

se as much as possible

Sr. No.

Metric

Definition

1 GAP expenses

Actual GAP expenses

Freq Analysis Month on month actual vs. budgeted M GAP expenses

2 Cost per hire

Need to define

M

Total no. of GAP associates / Total Viker 3 GAP to Viker associate ratio headcount during the measurement period (1 - (no. of resources quit/average headcount 4 Organization retention % during period))% % of globally deployable 5 leaders Need to define Average learning hours per Average hours expended YTD in learning for a given role 6 associate per month Ratio of classroom to elearning hours per associate Total classroom learning hours expended / 7 per month Total e-learning hours for the month

8 New hire induction % of staffing requests 9 meeting the SLN

M M Q M M

New hire orientation on organizational practices and norms within the first 2 weeks of arrival M Staffing requests that met the SLN / total number of staffing requests M

Trend costbyper hire by month No. of of hires designation for the month

Level 1 Drill down Monthly budgeted vs. actual expenses for GAP by expense categories Cost per hire by region for the month

YTD no. of hires by designation Trend of the ratio by month against target Monthly retention % against target Monthly retention for GAP Quarter on quarter % of globally deployable leaders against target Average hours expended in learning per Average hours expended in learning associate by month against target per associate per month by SL Ratio by month against target 1. Ratio per month by SL % of new hires that have undergone orientation on organizational practices within 2 weeks of hire by month against target of 100% % staffing requests meeting the SLN by month against the target of 85%

Level 2 Drill down

Org. goal

Additional Detail Needed. Answers to questions

F1.2, I1.1

ok

F1.2

Where does the What costare come the from? regions? Manual inout for cost. From GAP. Also added to open items' list ok ok

F1.2

ok

C6.1

ok

O1.1

Not sure what this is?

O4.1

How is learning hours captured? Manual inout for cost. From GAP

O4.1

How is class learning hours captured? Manual inout for cost. From GAP

I1.2, O3.1

Not sure what this is?

Manual inout for cost. From GAP

I1.2

What is SLN?

Manual inout for cost. From GAP

Manual inout for cost. From GAP

Sr. No.

Metric

Definition (Actual GIT expenses – Planned GIT expenses) / Planned GIT expenses (each for 1 Budget variance the measurement period) Total IT salary costs / No. of associates for 2 IT support cost per associate measurement period Link and IT internet costs / Total cost of Link and internet / No. of 3 associate associates for the measurement period Average of variance in IT expenses on projects during the measurement period (Actual IT expenses – planned IT expenses) Expenses include H/w, s/w and link costs 4 Project IT expense variance on projects (Total no. of approved MIS requirements – Total no. of implemented MIS requirements) / % requirements met through Total no. of approved MIS requirements 5 MIS during the measurement period Schedule variance in publishing Schedule variance for each MIS report 6 MIS reports during the measurement period (Help desk request completion date – Date Turn around time to provide when request was opened) for each Help 7 helpdesk requests desk request during the measurement period (Total available time – Total time LAN / WAN were down) / Total available time for each of 8 Uptime of systems LAN/WAN LAN / WAN during measurement period more of the GA was down) / Total available 9 Uptime of GA time (Total available time – Total time voice facilities were down) / Total available time 10 Uptime of voice facilities during measurement period

Freq Analysis

11 Retention Revenue from infrastructure 12 group

Retention rate for Global IT

M

Month on month actual vs. budgeted GIT expenses Trend of IT support cost per associate by month against upper limit Trend of Link and internet costs per associate by month against upper limit

M

Trend of IT expense variance by projects supported

M M

M

Trend of % requirements met through MIS by month against target Schedule variance for each report published

M

Average turn around time by request type against SLN

M

Average uptime by month against SLN

M

Average uptime by month against SLN

M

Average uptime by month against SLN

M

Monthly retention rate for Global IT group

Revenue from infrastructure group

M

13 Capital expenses Utilization of IT resources on 14 projects

Capital expenditure by Global IT

M

Monthly revenue from Infrastructure group Budget vs. actual capital expenditure by Global IT

% GA projects meeting the 15 quality goals

(No. of projects meeting the quality goals / Total no. of projects)%

M

Server and link usage / server and link capacity

M

M

Need to define

15.1 16 Server and link utilization

% projects meeting quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE) for GSD Trend of month on month distribution of % projects meeting the quality goal, not meeting and not measured for GSD Monthly trend on server and link utilization

Level 1 Drill Down Monthly budgeted vs. actual expenses for GIT by expense categories

Level 2 Drill down

Org. goal

Additional Detail Needed.

F1.2, I1.1

ok

F1.2, I1.2

Standard costs or burden costs or raw costs.

F1.2, I1.2

Not sure how to capture.

F1.2, I1.1

Not sure how to capture.

I1.3

Not sure how to capture.

I1.3

Not sure how to capture.

I1.3

Wat is the request types.

I1.3

Not sure how to capture.

I1.3

Not sure how to capture.

I1.3

Not sure how to capture.

Sr. No. Metric Revenue (HH and 1 MSDW)

Definition

Freq Analysis

Revenue recognized for the period

M Monthly actual vs. forecasted revenue trend for HH and MSDW

1.1 2 Backlog

Revenue backlog (Total contracted sales not yet converted as revenue)

M

Monthly backlog (HH and MSDW)

4 Sales Pipeline

Sales pipeline

M

5 Revenue forecast

12 month revenue forecast

M

Monthly pipeline (HH and MSDW) Revenue forecast for the next 12 months (HH and MSDW)

6 Gross margin

Gross margin for the core accounts*

M

7 AR (DSO)

Accounts receivables in DSO Ageing for outstanding receivables (<45 8 Receivables ageing days, 45-60 days, 60-90 days, >90 days) Account S&M Sales and marketing costs for the core accounts 9 expenses Customer satisfaction Average client satisfaction score from the half yearly satisfaction surveys 10 score

M M M HY

Monthly forecasted vs actual GM for HH and MSDW Monthly trend in DSO for AR (HH and MSDW) Latest ageing information for HH and MSDW Monthly forecasted vs actual S&M expenses (HH and MSDW)

11 Customer complaints No. of customer complaints of severity 1&2 M

Client satisfaction score for each client 1. Pareto chart for average score by attributes 2. Comparison of average score for current period vs. previous period by client Month on month trend of no. of customer complaints

12 Utilization

M

Monthly utilization trend (HH and MSDW) Monthly leverage ratio (HH and MSDW) Monthly planned vs actual amount billed to the client (HH and MSDW) Monthly average billing rate realized (HH and MSDW) Monthly average onsite billing rate realized (HH and MSDW)

10.1 10.2

13 Leverage ratio Planned vs actual 14 billed amount Average billing rate 15 realized - blended Average billing rate 16 realized - onsite

leverage ratio

M

Amount billed to the client

M

=Total revenue/Total billable hours =Total onsite revenue/Total onsite billable hours

M

Average billing rate 17 realized - offshore

=Total offshore revenue/Total offshore billable hours

% projects meeting 18 the quality goals % projects at CMM 19 L5

(No. of projects meeting the quality goals / Total no. of projects)% No. of Projects fulfilling L5 requirements / Total no. of projects

M M

M M

20 Headcount

M

21 Bench resources No. of resources on the bench Retention rate in core 22 accounts Associate retention rate for core accounts

M

* Note: Should the GM include CEM costs, Roy's costs too? Or should it be comparable to GSD GM to keep it consistent?

Recommendation - Keep consistent with GSD GM

M

Monthly average offshore billing rate realized (HH and MSDW) % projects that meet quality goals by the 5 quality metrics (Sch. Var, effort var, productivity, DD, DRE), % projects that do not have quality metrics tracked, % projects that do not meet quality goals A matrix showing R/Y/G status for each CMM level by SL Monthly headcount no. (HH and MSDW) Monthly no. of resources on the bench (HH and MSDW) Monthly retention rate in core Acs (HH and MSDW)

Level 1 Drill Down Current month Revenue by BU (HH and MSDW) - actual vs forecast Current month Revenue by SL actual vs forecast

Level 2 Drill down Level 3 Drill down Historical BU revenues Historical revenue by SL

Revenue by Projects

Backlog by BU? Pipeline by BU? Revenue forecast by BU Current month GM by BU forecast vs actual Current month GM by SL forecast vs actual

Historical BU GM Historical SL GM

AR by BU (HH and MSDW) Ageing information by BU (HH and MSDW) Cost break-up by category

Utilization by BU Leverage ratio by BU Project-wise detail Monthly average billing rate realized by BU (HH and MSDW) rate realized by BU (HH and MSDW) Monthly average offshore billing rate realized by BU (HH and MSDW)

Utilization by projects Leverage ration by projects

GM by projects

Org. goal

Additional Detail Needed.

Sr. No.

Metric

Definition

Freq Analysis

GBA costs ON A QUARTERLY BASIS AND AUDIT THEY CONFORMED TO THE SI FRAMEWORK (as defined in GBA PWR No. of initiatives with GBA using Repository 2 the SI framework No of strategic initiatives carried Review all global initiatives on a quarterly out by the organization using the basis and audit if they conformed to the SI 4 SI framework framework Reactive project are those that GBA get % of time spent on Reactive called into by the functional with little or no 5 initiatives notice but have to take highest priority In the SI framework the cost / revenue impact of the initiatives should be quantified Be involved in Sis that provide and measured through implementation. Over an ROI of at least 4 times the the year this should be equal 4 times the cost 6 cost of GBA in 2003 of the GBA team.

M

Month on month actual vs. forecast GBA costs

Q

Quarterly trend (Target > 50%)

Q

Quarterly trend (Target > 25%)

M

Monthly trend (Target <=30%)

Q

Quarterly trend

7 GBA Timesheet compliance

M

Monthly trend

M

Monthly trend

1 GBA costs

8 GBA retention rate 9 10 11 12 13 14 15 15.1 16

Retention rate for GBA

Level 1 Drill Down Monthly forecasted vs. actual costs for GBA by expense categories

List of initiatives that do not have a SI framework List of initiatives that do not have a SI framework List of reactive initiatives with time spent

List of SI with ROI details

Level 2 Drill down

Org. goal

Additional Detail Needed.

Sr. No.

Metric 1 Budget variance

2 Bad debt – write-off/provisions 3 DSO 4 Ageing 5 Cost of funds 6 ROCE 7 ROE Forecasting accuracy – 8 Revenues and margins Timeliness of book closing and 9 reporting Costs (budget vs. actual) for 10 F&A dept

Definition (Actual GFA expenses – Planned GFA expenses) / Planned GFA expenses (each for the measurement period)

Freq Analysis M

Write-offs / Provisions made for bad debt Q AR/Sales * days (Days = 360 for the year, 90 for the quarter) Q/Y Ageing details for AR (<45 days, 45-60 days, 60-90 days and >90 days) Q/Y Need to define =PBIT/Average capital employed Captial employed = Total assets - Current liabilities =PAT/Average equity Deviation of actual revenues and margins from forecasted nos. in the quarterly forecasting exercise Date on which books got closed and nos. got reported

Month on month actual vs. budgeted GFA expenses 1. Trend of month on month bugeted vs. actual expenses 2. YTD budgeted vs. actual expenses for GFA by expense categories 3. Budgeted vs. actual expenses for the month by expense category for GFA Write-offs / provisions made for bad debt during the measurement period DSO for Viker Ageing details for Viker

ROCE for Viker ROE for Viker Forecasting accuracy - Revenue and margins (GM and EBIT) Date on which books got closed and nos. got reported Budget vs. actual costs for F&A department

11 Infrastructure management Need to define SLAs (e.g. Timeliness of expense reimbursement, Admin 12 SLAs) Performance against SLAs Trend of sold GM% as captured in the 13 Sold GM% approved pricing sheets

Performance against SLAs Month on month sold GM% as captured in the approved pricing sheets

14 Tax management efficiency

Tax outgo as percent of revenue

Tax outgo as a % of revenue

15 Facilities management

Need to define

16 Rentals

Need to define Retention rate for Global Finance and Admin dept No. of missing timecards for the month for Global F&A GBD satisfaction with legal dept's turnaround times and help No. of missing timecards for the month for Viker

17 Retention rate 18 Timesheet compliance 19 Legal dept. performance Organization timesheet 20 compliance

Retention rate for Global Finance and Admin dept No. of missing timecards for the month for Global F&A Legal dept performance Timesheet compliance for Viker

Level 1 Drill Down

Level 2 Drill Down

Org. goal

Additional Detail Needed.

F1.2, I1.1

ok

ok ok ok

DSO by IL Ageing details by IL

Region-wise tax break-up (US, India, APR, etc)