Page 283 - Performance Leadership

272 • Part IV Implementing the Performance Leadership Framework

Table 15.1
Reciprocal Performance Metrics in the Telecom Performance Network

Transactional Joint-Value
Relationship Relationship
Receiving Department Requirements
Fast • Average time per • Time order-to-fulfillment customer
process within process
department • Average waiting time between
• Turnaround time for departments
queries and cross- • Time to market
domain processes
• Time to decision-making process
Right • Internal service level • % right first time overall products and
agreement services (external)
• Data quality • % perfect handover (internal)
• Days-sales-outstanding
Cheap • TCO department • Overall process TCO
benchmark • Competitive comparison
• On budget • Cost from a customer perspective
Easy • Function points per • Function points for overall customer
departmental process process
• Crossover resources (capital, staff,
material, use of facilities, information
exchange)
Supplying Department Requirements
Profit • Positive result internal • Joint profit, based on sales to
charging cost consumers
budget
Growth • Growth of department • Revenue growth of integrated
• Growth of budget products and services
Opinion • Annual internal • External customer satisfaction
customer satisfaction • Continuous internal feedback
survey
Trust • Not measured • # customer referrals
• Growth triple play (#, $)
• Brand trust, brand preference

TCO = total cost of ownership
The table lists stakeholder contributions and requirements based on
the performance prism (discussed in Chapter 12), connecting both
internal and outsourced functions involved in the triple-play installa-
tion process.