An example of near perfect performance with a high level dependency on Information systems.

8 Feb

This blog shall draw of https://www.acquisition.gov/sevensteps/library/GSAeightsteps.pdf and http://businessfinancemag.com/article/performance-management-any-other-name-still-works-same-1008?page=0%2C1. The emphasis of this blog is to give a demonstration of a business with a high level of IS/IT contribution to business performance. Demonstrating and emulating successful examples often lead towards successful implementation within a different business.

A Nearly-Perfect Performance Management System

“Every day thousands of flights land safely around the globe. Airlines have about as close to zero defects in taking off, flying and landing jets safely as could ever be expected. There is no secret to how this is achieved. Flying an aircraft is a nearly perfect performance management system.

First of all, there is always a detailed flight plan so the pilots know the route, destination and are alerted to any weather or airport delay issues. Pilots themselves are thoroughly screened and receive excellent training. They are provided with adequate fuel, hopefully a well maintained aircraft, and other resources like coffee and food. Cockpits are designed with excellent metrics, and gauges allow pilots to review and analyse performance in real time so as to adjust their flight plan and strategy for arriving at the destination on time.

Finally, there are pretty severe and personal consequences to making a mistake for a pilot. Bad performance could result in a fiery death and good performance means you get to fly another day. Most pilots I know really enjoy flying. So, there you have a nearly perfect performance management system. If organizations ran this way, we would see a lot better corporate performance.” [1]

Mark Graham Brown from businessfinance.mag example of an almost perfect performance management is spot on. This example is heavily reliant on information systems and information technology and without them it would be far from perfect. The rationale behind the success of flight performance is applying  a simple framework like the DTI framework which I mentioned in earlier blogs (SMART).

Specific: The goals of air traffic control as stated above are simple i.e. “there is always a detailed flight plan so the pilots know the route, destination and are alerted to any weather or airport delay issues”.[2] The flight and air traffic BP strategy is simple in its aims yet difficult in its execution. The contribution of IT to the air traffic control aims is detrimental to its success e.g. fuel meters, cockpit gauges,  altimeters and real time analytics available from air traffic control.

Measurable: All aspects of a flight are measurable from bums in seats, to departure arrival time, speed, altitude, direction. All of the mentioned processes are conducted through the use of IT, therefore in this respect determining the contribution of IS/IT is relatively easy to .

Achievable: The goals of all flight plans and flights are achieved through accurate planning. The goals are achievable through the use of IT in measuring lagging indicators.
Relevant: The field of flight and air traffic control is a closed field and any information, idea or process that isn’t relevant is spotted in quick fashion.

Timely: The measurement of time in air traffic control and the aviation business is a critical success factor of the business. An aviation company with continuous poor time keeping is a flight company going out of business. Continuous business performance management of time in aviation has led flying to be very accurate.
http://businessfinancemag.com/article/performance-management-any-other-name-still-works-same-1008?page=0%2C1

https://www.acquisition.gov/sevensteps/library/GSAeightsteps.pdf

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