MM6042
Corporate
Performance
Management
Executive Program
INSTITUT TEKNOLOGI
MBA
Programme
http://www.mba.itb.ac.id
MASTER
OF
BUSINESS
ADMINISTRATION
SCHOOL
OF
BUSINESS
AND
MANAGEMENT
INSTITUT
TEKNOLOGI
BANDUNG
Table of Contents
Table of Contents ... 1
Vision and Mission of MBA‐ITB ... 2
Learning Goals of MBA‐ITB ... 2
Learning Goals of This Course ... 3
Learning Outcomes of This Course ... 4
The Course Structure ... 5
The Course Plan ... 7
Lecturer Profile ... 11 Grading ... 12 Students Guidance ... 12 References ... 13
Vision and Mission of MBA-ITB Vision:
“To be A World Class Program of Master and Business Administration that Creates Ethical
and Entrepreneurial Leaders”
Mission: • To educate and develop future leaders in business • To develop sustainable education program for building human resource capacity needed for enhancing industry competitiveness in Indonesia
Learning Goals of MBA‐ITB
In General, The MBA‐ITB’s learning goal is to develop students to have the following
characteristics:
• A Strong competence in business and technology‐based management as well as decision
making capabilities as demonstrated by business leaders in the world.
• An ethical leadership and professional mindset
• An entrepreneurial spirit both as professionals and as entrepreneurs.
• Ability to make decisions based on human values in a systemic and integrated manner
so as to meet the needs of the community. There are three programs at MBA ITB Bandung campus with specific learning goals as follows: A. Young Professional The learning goal of this program is to build business sensitivity and business administration knowledge and skills required to start career at managerial level.
B. Creative and Cultural Entrepreneurship (CCE)
The learning goal of this program is to teach students about doing business in creative and culture sectors and how to manage their new business in these areas.
C. Young Executive
The learning goal of this program to improve students’ agility in decision making and to
develop a holistic view of business which enables them to lead a business project on a
higher level effectively in today’s business environment.
Learning Goals of This Course
The Jargon ’you can’t manage what you can’t measure’ has been long time used as
reference among executives of companies in responding global business competition.
However, a lot of companies are currently still lack of capabilities in designing a
performance management system contextually to their condition at current
competition.
This course is designed for the executives student and aims to develop the skills and
competence required as follow :
1. Understand the full length of theory Corporate Perfomance Management (CPM)
2. Equip students with concepts and techniques to design performance management
system contextual to the company’s needs
3. Knowledge and understanding to increase corporate performance by identifying
and analyzing variables and factors that is relevant.
Most of them tried to adopt various performance management frameworks such as
theBalanced Scorecard (Harvard), The Performance Prism (Cambridge), the Malcolm
Baldrige National Quality Award (Department of Trade‐USA), the Key Performance
Indicator Manual (Department of Industry ‐ Australia), the ISO‐series, the Six Sigma, and many others without fully understanding of the essence of those frameworks. .
Learning Outcomes of This Course After completing this course, students will be able to solve management cases regarding corporate performance management. The Corporate Performance Management subject offers students for dealing with two main aspects: 9 How to diagnosis company performance competitiveness
9 How to design performance management system contextual to certain type of
company.
In the aspect of diagnosis company competitiveness, students will be equipped with certain
tools such as customer aspects of measurement, internal process diagnosis, resource
capabilities analysis, and benchmarking technique. In the aspect of design performance
management systems, the students will be supported by comprehensive stages in designing
integrated performance management systems consist of four stages, namely basic
information, designing, implementation and updating in which in each stage there are
The Course Structure The course structure is designed for students to understand holistically regarding corporate perfomance management systems.
Ability to explain the decision of
utilizing a certain framework for
corporate performance measurement
Ability to explain the final design of the
performance management system
Ability to understand what choices
of framework can be implemented
for measuring corporate
performance
Ability to analyze performance
variables ,leading, lagging and
their relationship with each
other using scientific methods
Ability to design a complete
performance management
information system.
Develop your analytical skills in data handling and
interpretation;
Explain and improve the competence in analyzing
company management performance through preliminary
analysis;
Ability to provide solutions regarding corporate performance management in small to large
The knowledge structure that is expected for the students are as follow
The Course Plan
Please fill in the table below which describes how students are going to attain specific competence as mentioned in the course
structure above and how you’re going to evaluate it. (See an example below)
MH = Muhammad Hanafi MTH = Muhammad Tresnadi Hikmat GL: Guest Lecture
Date Outcome(s) Activity(ies) Preparation Evaluation Facilitator
Session 1 (08:00‐9:30) ‐ Structure of course ‐ Course Management ‐ Introduction to the Performance Management Systems ‐ Student get all course materials ‐ Student understand the source of course materials will be used in the course Class Discussion MTH Session 2 (9:45‐11:15) ‐ Introduction to Integrated Performance Management Systems (IPMS)Approach Read the book of Manajemen Kinerja (Wibisono, 2006 & 2011) Class Discussion MTH Session 1 (08:00‐9:30) ‐ Integrated Performance Management Approach Stage 0 Read the book of Manajemen Kinerja (Wibisono, 2006 & 2011) Class Discussion MTH Session 3 (11:30‐13:00) ‐ Integrated Performance Management Systems Approach Stage 2 Read the book of Manajemen Kinerja (Wibisono, 2006 & 2011) Class Discussion MTH 1st Week Have understanding on course structure and obectives of this course. Have capabilities and knowledge in the knowing each position of performance management sytems approach. Break (09:30‐9:45) Break (11:15‐11:30) Session 3 (11:30‐13:00) ‐ Introduction to BSC, Performance Prism Read Reference book : Performance Prism, BSC and Strategy Focused Class Homework: Comparison of PMS MTH 2nd Week Have understanding of clear principles of the Integrated Performance Management Approach Break (09:30‐9:45) Session 2 (9:45‐11:15) ‐ Integrated Performance Management Approach Stage 1 Read the book of Manajemen Kinerja (Wibisono, 2006 & 2011), Step , CASE NO. 5 and 6 Class Discussion MTH Break (11:15‐11:30)
Session 1 (08:00‐9:30) ‐
Integrated Performance
Management Approach Stage 2
Read the book of
Manajemen Kinerja
(Wibisono, 2006 & 2011)
Class Discussion MTH
Session 2 (9:45‐11:15) ‐
Integrated Performance
Management Approach Stage 3
Read the book of
Manajemen Kinerja
(Wibisono, 2006 & 2011)
CASE NO. 7 and 8
Quiz MTH
Session 3 (11:30‐13:00) ‐
Integrated Performance
Management Systems Approach
Read the book of
Manajemen Kinerja (Wibisono, 2006 & 2011) Syndicate Presentation MTH Session 1 (08:00‐9:30) ‐ Introduction of Management
Information Systems for MBA
‐ Read the book of
Manajemen Kinerja
(Wibisono, 2006 & 2011)
‐ McLeod, Raymond, Jr,
Sistem Informasi Manajemen.
Edisi ke 10
Class Discussion MTH
Session 2 (9:45‐11:15) Example
Design of IPMS in the Indonesia
Company
Read the book of Manajemen
Kinerja (Wibisono, 2006 &
2011) Read CASE NO. 11
AND 13
Class Discussion MTH
Session 3 (11:30‐13:00) ‐ Group
Assignment Exercise for Stage O
and Stage 1 IPMS
Read the book of Manajemen
Kinerja (Wibisono, 2006 &
2011)
Syndicate
Presentation MTH
Session 1 (08:00‐9:30) ‐ Intro to
Six Sigma Application in real
world
Reference : Six Sigma
Business Scorecard, Lean Six
Sigma for Service, Michael L.
George; Six Sigma Handbook,
Thomas Pyzdek; The Six
Sigma Way
Class Discussion MH/GL
Session 2 (9:45‐11:15)
Six Sigma Station Simulation and
Reference : Lean Six Sigma
for Service, Michael L.
George; Six Sigma Handbook, Class Discussion MH/GL 4th Week
Have understanding of basic
principles of MIS for MBAs, how
to design a robust software
application, intuitive dashboard
and translate Performance
Management System
Framework in to a basic design
of a software application.
Break (09:30‐9:45)
Break (11:15‐11:30) 3rd Week
Understanding the clear
principles of the Integrated
Performance Management Approach Break (09:30‐9:45) Break (11:15‐11:30) 5th Week Understanding the
implementation of Six Sigma
for MBAs, how to measure
performance using Six Sigma
Session 1 (08:00‐9:30) ‐ Introduction of Six Sigma as a measurement system Reference : Lean Six Sigma for Service, Michael L. George; Six Sigma Handbook, Quiz and Class Discussion MH Session 2 (9:45‐11:15) ‐ Six Sigma Performance Management Example Reference : Six Sigma Business Scorecard, Lean Six Sigma for Service, Michael L. George; Six Sigma Handbook, Thomas Pyzdek; The Six Sigma Way Quiz and Class Discussion MH Session 3 (11:30‐13:00) ‐ Six Sigma Performance Management Example Reference : Six Sigma Business Scorecard, Lean Six Sigma for Service, Michael L. George; Six Sigma Handbook, Thomas Pyzdek; The Six Sigma Way Class Discussion and Syndicate Presentation MH 7th Week Session 1 (08:00‐9:30) ‐ MBNQA Theory Read The Baldridge Quality System, Stephen George ‐ Quiz ‐ Class Exercise MH Session 2 (9:45‐11:15) ‐ The Malcolm Baldrige Approach Read The Baldridge Quality System, Stephen George ‐ Quiz ‐ Class Exercise MH Session 3 (11:30‐13:00) ‐ Applied KPI Read The Baldridge Quality System, Stephen George Syndicate Presentation MH Session 1 (08:00‐9:30) ‐ Introduction of Software Implementations &Designing PMS Composing MTH (GL) Session 2 (9:45‐11:15) ‐ Applied IPMS in Real World Consultation of topic choosing & Designing PMS Class Discussion MTH (GL) Session 3 (11:30‐13:00) ‐ Group Assignment Exercise for Stage 3 and Stage 4 IPMS ‐ Case Syndicate Class Discussion MTH 6th Week Understanding the basic principles of Six Sigma for MBAs, how to measure performance using Six Sigma Approach. Break (09:30‐9:45) Break (11:15‐11:30)
Mid Term Exam
8th Week Understand the Malcom Baldridge National Quality (MBNQA) approach to performance measurement Break (09:30‐9:45) Break (11:15‐11:30) 9th Week Understand the real world implementation of Information System to measure Performance Managment Break (09:30‐9:45) Break (11:15‐11:30)
Session 1 (08:00‐9:30) ‐ Applied MBNQA Read The Baldridge Quality System, Stephen George Class Discussion MH Session 2 (9:45‐11:15) Apllied MBNQA Read The Baldridge Quality System, Stephen George Class Discussion MH Session 3 (11:30‐13:00) ‐ Applied KPI Key Performance Indicators , Developing, Implementing and Using Winning KPIs, David Parmenter ‐ Case analysis & participation MH Session 1 (08:00‐9:30) ‐ Discuss Establishing and Maintaining A Performance‐Based Management Program and Integrated Performance Measurement System 'Analysis and Participation Read Performance Based Management : Technniques and Tools for Implementating the Government Performance and Results Act 1993 (GPRA) MH Session 2 (9:45‐11:15) ‐ Discuss Establishing Accountability for Performance and Collecting Data to Assess Performance 'Analysis and Participation Read GPRA (see above) MH Session 3 (11:30‐13:00) ‐ Discuss Analyzing, Reviewing, and Reporting Performance Data and Using Performance Information To Drive Improvement Quiz Read GPRA (see above) MH 10th Week Understand the Malcom Baldridge National Quality (MBNQA) approach to performance measurement and Key Performance Indicators (KPI)and the Implementations Break (09:30‐9:45) Break (11:15‐11:30) 11th Week Have understanding of Performance Based Management : Technniques and Tools for Implementating the Government Performance and Results Act (GPRA) Break (09:30‐9:45) Break (11:15‐11:30)
Lecturer Profile
Muhammad Hanafi, ST(ITB),MBA(ITB),SSBB(SSCX)
Email : [email protected]
Mr.Hanafi graduated with a degree in Mining Engineering from Bandung Institute
of Technology (ITB) in 1998. Achieved Milling College Diploma from University of
British Columbia, Vancouver Canada in 2001, and continued to have a Master
Business Administration degree from ITB in 2009 and have Project Management
Professional (PMP*) from Project management Institute in 2012. He started as a
metallurgist in PT Freeport Indonesia and holding various management positions
as Mill Operation, and Metalurgical Accounting, before his recent assignment as
the Technical Affairs Manager. Skilled in Lean Six Sigma planning and projects
implementation and obtained his Lean Six Sigma Black Belt certification in 2009. In his career, he also
involved in many government policy projects such as : Performance Evaluator Team for smelter projects
in Indonesia (2012), Taskforce Team for Indonesia Copper Smelter (2013) in Ministry of Mine and the
development of Supply Chain Value into Roadmap reformulation for Copper, Iron and Steel Downstream
Industries in the Ministry of Industry (2013). Other than that he is also a charman in various mining and
coal forum and conferences held by PERHAPI (2010,2011), IMA (2011,2012). Furthermore his recent
project is Benchmarking Study of Oil and Gas Facility Project of 10 companies under SKK MIGAS
supervision with his capability in Performance Management, Operations Management, Project
Management and Total Quality Management.
Muhammad TresnadiHikmat,SE(UI),MBA(ITB), MCTS (Microsoft)
Email : muhammad.th@sbm‐itb.ac.id
Mr Hikmat graduated from Economic Faculty University of Indonesia ‐ FEUI (2003) and
a Cum Laude Graduate for the Executive MBA‐ITB Program (2011) developing a thesis
on Performance Management System Software Application using IPMS Framework.
Currently works as General Manager for Projects for a Mining Metallurgical Processing
Consultant and also has role as a project management consultant management and
business performance systems. Poses Microsoft Certified Technology Specialist
(MCTS) in Managing Projects with Microsoft Project 2010. An experience MS Project
Trainer (cooperating with MBA‐ITB Jakarta) and project controller for several metallurgical projects as
the master scheduler and project management advisor creating procedures and project performance
measurements and assessments.
Involved in government policy development projects as member of the evaluator team for reviewing
and development of roadmap for mineral processing and refining industries in the Ministery of Industry
according Inpres No 3 2013, and latest Benchmarking Study of Oil and Gas Facility Project of 10
companies under SKK MIGAS supervision (2013).
Has experience case writing in the SBM‐ITB developing a business case and involved as a research
consultant for CCE SBM‐ITB for the Evaluation of Strategic Development Study for Pertamina EP Project.
He is a part time lecturer in STIE Ekuitas Bandung for the subject of Management Information Systems
(MIS) and other Management subjects for undergraduate students. He has worked in management roles
in various companies from IT consultant, solar water heater to fertilizer industry. Before pursuing a
career in management, with a Diploma of Civil Engineering background from Polytechnic of ITB 1995, he
worked for a construction company (Jaya Obayashi) as a planning engineer for the Astra Isuzu Project in
KIIC Karawang.
Grading Grading within this courses determined as below : Item Weight Quiz 5 Individual assignment 10 Group assignment 30 Mid Test 20
Final Test (Group Presentation) 25
Participation 10
TOTAL 100%
A special final task shall be assigned for the syndicate group at the end of the semester in development
of performance system based on IPMS framework.
Students Guidance In order to succeed, students are advised to do the followings: 1. Allocate sufficient time for self‐preparation 2. Discuss concepts and cases with their syndicate
References
Main text book:
1. Wibisono, D. (2006) Manajemen Kinerja: Konsep, Design dan Teknik Meningkatkan Daya Saing Perusahaan, Penerbit Erlangga.
2. Wibisono, D. (2011) Manajemen Kinerja: Panduan Penentuan Indikator, Penerbit Erlangga
3. Neely et. all (2002), The Performance Prism, Cambridge Press
4. Kaplan, R. S. & Norton, D.P., (1996) The Balanced Scorecard Translating Strategy into Action, Harvard Business School Press.
5. Kaplan, R. S. & Norton, D.P., (2008) The Premium Execution, Harvard Business School Press
6. MBNQ Authorized site http://www.baldrige21.com
7. McLeod, Raymond, Jr, Sistem Informasi Manajemen. Edisi ke 10
8. Lean Six Sigma for Service, Michael L. George; Six Sigma Handbook, Thomas Pyzdek; The Six Sigma Way
9. The Six Sigma Business Scorecard, Praveen Gupta, McGraw Hill, Second Edition 10.Performance Based Management Handbook: Technniques and Tools for
Implementating the Government Performance and Results Act 1993 (GPRA)
Supporting textbook:
1. Amsyah, Zulkifli, Manajemen Sistem Informasi,PT.Gramedia Pustaka Utama,
2. Van Belle,Eclles,Nash Discovering Information Systems,Berne Convention
Case List
Case No CASE NAME PUBLISHER Topic
1
Introduction to Financial Ratio's HBS
Lack of Traditional PMS, Tidak bisa melihat datangnya
untung atau rugi detail ke operasional 2 Customer Relation Management at Capital One (UK) INSEAD Comparison of PMS
3
BUMN Minister Decree
Stage by Stage Designing contextual PMS.
Environmental Scanning 4 Analyzing Syndicate's own company statement compare
with best practice Class IPMS, Vision Mision
5 Cineplex , The Loyalty Program Ivey Case IPMS, Business Result, Managing Customer 6 Inovation at Timberland , Thinking out of the box HBS IPMS , Internal Process, Inovation 7 Reengineering a business process HBS IPMS , Internal Process, Operations Process 8 Real Madrid Club HBS IPMS , Internal Process, Marketing 9 Individual Assingment : Sales Services in Indonesia Class IPMS , Internal Process, After Sales Service 10 Human Resources at AES Cooperation Stanford IPMS , Resource Availibility , Human Resources 11 Information Technology 1960‐2000 HBS IPMS , Resource Availibility , Tech and Infrastructure 12 Guident Cooperation: Shaping Culture thru system HBS IPMS , Resource Availibility , Organization 13 Technosystems Corp: Benchmarking Sourcing HBS IPMS , Benchmarking
14 BSC Simulation Software Practice KaplanNorThe Balance Score Card