The PuMP Blueprint Workshop

Learning Outcomes	Learning Objectives	Benefits
Help people become more aware of the struggles they have with performance measurement that are unnecessary and can be fixed with the right approach.	Facilitate a discussion among colleagues about their known struggles with performance measurement, and their causes. Describe the process of performance measurement and how it solves the common KPI struggles.	Instead of educating people in KPIs too soon, help them first appreciate why it is worth using better KPI approaches.
Guide a team of colleagues to focus on continuous improvement as the purpose of performance measurement.	Understand and recognise the difference between poor and good performance measurement practices. Facilitate a dialogue among colleagues to help them understand proper performance measurement practice.	Instead of measuring people’s performance, which creates fear, misunderstanding and lack of engagement, reframe measurement as a tool in their hands and not a rod for their backs.
Translate immeasurable strategic or operational goals into performance result statements that are clear, focused, and measurable.	Understand and recognise the main features of goals that make them difficult or impossible to measure in a meaningful way. Apply the five Measurability Tests to assess the measurability of any goal, and reword it so that it is clear, specific and measurable. Create a relational map of measurable performance results, to make it easier and more logical to cascade a measurable strategy.	Instead of wasting time trying to measure goals that are too intangible to measure, save time by first making the goals measurable.
Choose the most feasible and relevant performance measures for any measurable performance result (or goal).	Understand the limitations of common practices in choosing performance measures, such as brainstorming. Apply the 5 steps of Measure Design to identify and evaluate potential performance measures for a performance result (goal).	Instead of brainstorming or buying KPIs that just don’t fit your organisation well enough, design the right measures for your unique organisational context and goals.
Design and provide opportunities that engage all stakeholders in a set of performance measures to build their buy-in to, and ownership of, those measures.	Understand the common obstacles that prevent or limit people from buying in to performance measures. Apply the PuMP Measure Gallery technique to make it quicker and easier for all stakeholders to learn about and contribute to a set of performance measures before they are implemented.	Instead of seeking superficial sign-off from people of a set of KPIs they should use, build their authentic buy-in and ownership.
Document the data, analysis and reporting details for each performance measure that are required to successfully implement each measure.	Understand the main reasons why performance measures are unable to be implemented cost-effectively, or at all. Apply the Measure Definition technique to document sufficient detail about each performance measure to implement it.	Instead of wasting time, money and effort collecting the wrong data in the wrong way to calculate measures, standardise the approach with detailed measure action plans.
Interpret statistically valid signals of change in performance measures, to focus on and quantify the gaps between as-is and to-be performance levels.	Understand the risks of using the wrong graphical tool to display performance measures. Interpret the signals of change in performance measures using XmR charts. Create an XmR chart for any performance measure.	Instead of knee-jerk reacting to invalid month-to-month or current-month-to-target comparisons, use the simplest and most appropriate chart for highlighting valid signals of change in KPI performance.
Design useful and usable performance reports that facilitate actionable interpretation of performance measure results and their causes.	Understand the problems with common performance report layouts that prevent actionable interpretation of performance measures. Apply the 5 criteria of Report Design to design performance reports that are useful and usable in deciding on performance-improving actions.	Instead of buying dashboard apps that focus more on colourful dials and gauges and popular charts than on driving performance improvement, create reports that answer the only 3 questions we should ask of any KPI.
Use performance measures to guide the improvement of business processes to move as-is performance toward to-be performance.	Understand the concept of high-leverage performance improvement. Apply a logical approach to Using Measures with any type of business improvement initiative in a way that creates a high return on investment.	Instead of treating symptoms of poor performance with change initiatives that are chosen before the measures and targets, use measures to help find the root causes of performance problems and fix those.
Plan a team-based project to select, implement and use performance measures to achieve a goal.	Understand the success factors of implementing a performance measurement project. Apply the PuMP Pilot technique to design and prepare for the first implementation of PuMP with a team.	Instead of trying to roll out an organisation-wide performance measurement project all at once, start small and let the engagement and know-how and implementation grow at the right rate for your organisation’s culture.

Learning Outcomes

Learning Objectives

Benefits

Help people become more aware of the struggles they have with performance measurement that are unnecessary and can be fixed with the right approach.

Facilitate a discussion among colleagues about their known struggles with performance measurement, and their causes.

Describe the process of performance measurement and how it solves the common KPI struggles.

Instead of educating people in KPIs too soon, help them first appreciate why it is worth using better KPI approaches.

Guide a team of colleagues to focus on continuous improvement as the purpose of performance measurement.

Understand and recognise the difference between poor and good performance measurement practices.

Facilitate a dialogue among colleagues to help them understand proper performance measurement practice.

Instead of measuring people’s performance, which creates fear, misunderstanding and lack of engagement, reframe measurement as a tool in their hands and not a rod for their backs.

Translate immeasurable strategic or operational goals into performance result statements that are clear, focused, and measurable.

Understand and recognise the main features of goals that make them difficult or impossible to measure in a meaningful way.

Apply the five Measurability Tests to assess the measurability of any goal, and reword it so that it is clear, specific and measurable.

Create a relational map of measurable performance results, to make it easier and more logical to cascade a measurable strategy.

Instead of wasting time trying to measure goals that are too intangible to measure, save time by first making the goals measurable.

Choose the most feasible and relevant performance measures for any measurable performance result (or goal).

Understand the limitations of common practices in choosing performance measures, such as brainstorming.

Apply the 5 steps of Measure Design to identify and evaluate potential performance measures for a performance result (goal).

Instead of brainstorming or buying KPIs that just don’t fit your organisation well enough, design the right measures for your unique organisational context and goals.

Design and provide opportunities that engage all stakeholders in a set of performance measures to build their buy-in to, and ownership of, those measures.

Understand the common obstacles that prevent or limit people from buying in to performance measures.

Apply the PuMP Measure Gallery technique to make it quicker and easier for all stakeholders to learn about and contribute to a set of performance measures before they are implemented.

Instead of seeking superficial sign-off from people of a set of KPIs they should use, build their authentic buy-in and ownership.

Document the data, analysis and reporting details for each performance measure that are required to successfully implement each measure.

Understand the main reasons why performance measures are unable to be implemented cost-effectively, or at all.

Apply the Measure Definition technique to document sufficient detail about each performance measure to implement it.

Instead of wasting time, money and effort collecting the wrong data in the wrong way to calculate measures, standardise the approach with detailed measure action plans.

Interpret statistically valid signals of change in performance measures, to focus on and quantify the gaps between as-is and to-be performance levels.

Understand the risks of using the wrong graphical tool to display performance measures.

Interpret the signals of change in performance measures using XmR charts.

Create an XmR chart for any performance measure.

Instead of knee-jerk reacting to invalid month-to-month or current-month-to-target comparisons, use the simplest and most appropriate chart for highlighting valid signals of change in KPI performance.

Design useful and usable performance reports that facilitate actionable interpretation of performance measure results and their causes.

Understand the problems with common performance report layouts that prevent actionable interpretation of performance measures.

Apply the 5 criteria of Report Design to design performance reports that are useful and usable in deciding on performance-improving actions.

Instead of buying dashboard apps that focus more on colourful dials and gauges and popular charts than on driving performance improvement, create reports that answer the only 3 questions we should ask of any KPI.

Use performance measures to guide the improvement of business processes to move as-is performance toward to-be performance.

Understand the concept of high-leverage performance improvement.

Apply a logical approach to Using Measures with any type of business improvement initiative in a way that creates a high return on investment.

Instead of treating symptoms of poor performance with change initiatives that are chosen before the measures and targets, use measures to help find the root causes of performance problems and fix those.

Plan a team-based project to select, implement and use performance measures to achieve a goal.

Understand the success factors of implementing a performance measurement project.

Apply the PuMP Pilot technique to design and prepare for the first implementation of PuMP with a team.

Instead of trying to roll out an organisation-wide performance measurement project all at once, start small and let the engagement and know-how and implementation grow at the right rate for your organisation’s culture.

The PuMP KPI Training is practical

The workshop program guides you through the exact steps you’ll follow to implement PuMP back at work. The first two days walk you through the eight steps of PuMP, so you know how to develop great measures. On the third day, you’ll put the first few steps into practice, and head back to work with your measures already drafted.

Your implementation back at work will be supported by:

A comprehensive reference workbook that will support your implementation back at work.
A case study demonstrating the full application of the PuMP techniques, to model and inspire.
All the time-saving templates and tools to use as you involve your colleagues in implementation.
Free membership in the online PuMP Community, to boost your implementation.

PuMP is certified through the worlds leading professional certification institute

PuMP is certified by APMG, the world’s leading accreditation and exam institute for professional certifications. You can read more at the APMG PuMP Certification information page.

When you achieve PuMP Certification, you will receive:

An official certificate issued by APMG confirming your PuMP Certified status
An official digital ‘PuMP Certified’ badge to use in your social media profiles, such as LinkedIn
Validity of your certification lasting 5 years from the date of achieving it
The option to apply for re-certification before your certification expires

PuMP Certification demonstrates your ability to develop performance measures that are meaningful, aligned to strategy, implemented efficiently and focused on driving performance improvement. This is a powerful capability to include in your resume and give you an edge over other candidates for promotions and new positions.

For our live in-person PuMP Blueprint Workshops:

The PuMP Blueprint Workshop is a 3-day KPI training. All days start promptly at 9am and will finish by 5pm. Over our 3 days together, we will be working through each step in the PuMP methodology, understanding its purpose, how it works, looking at a case study and giving you time to practice using it to measure your own goals.

We don’t provide you with a time schedule for the 3 days, because our presenters adjust the flow and timing based on each group’s specific needs. Suffice to say, the overall flow follows the 8 Steps of PuMP in order. The amount of time spent on each step, and the amount of practice and coaching, again is tailored to each specific group.

For our live online PuMP Blueprint Workshops

With the continuing presence of COVID-19 in Africa, we have cancelled all in-person workshops up to the end of December 2020 and scheduled a 5-half-Day live and online PuMP Blueprint Workshop.

The online workshop covers the same material as the traditional in-person workshop. It is supported by the same physical training resources (we post to you). And it includes online small-group activities for a nice amount of interaction and connection with your fellow workshop participants. It is presented and facilitated using Zoom.