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
Institutionalize Business
Development Process
Enhance seamless global delivery
model
Predictable, reliable, consistent
quality
Deepen FSI Expertise
Associate growth & development
Integrate business management best
Internal Process practices
Goal No. Organizational Goal
F1.1 20% annual revenue growth
F1.2 20% profitability
F2.1 1. Client retention of ??%
2. Revenue from existing clients -
F2.2 85% of annual target
F2.3 3. Revenue forecasting accuracy xx%
F2.4 4. Upper limit for A/R collections
1. All accounts to have a
standardized dahsboard published on
C1.1 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
C1.2 do business with
1. Customer satisfaction of 7 or
higher on a scale of 0-10 for more
C2.1 than 80% of the clients
1. 95% projects have zero customer
complaints and NO customer
C3.1 complaint of severity 1 or 2
C3.2 2. Project status R/Y/G %
1. Process and Product quality goals
C4.1 met for more than 90% of projects
1.Level wise distribution of associates
with various levels of functional /
C5.1 application knowledge
1. Organization retention at more
C6.1 than xx% 92%
2. Retention for core accounts more
C6.2 than xx% 90%
1. Reduce SG&A by x% every year
I1.1 until we reach 20% profitability goal
 2. Reduce internal transaction costs
I1.2 by x% every year
3. Intergroup
coordination/dependencies - SLA's
I1.3 between functions defined
Focuses attention
on the performance
of the key internal
processes which Enhance seamless global delivery 1. x% of the projects meet the
drive the business model I2.1 average cost/hr target
2. Non-billable resource cost should
I2.2 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
Predictable, reliable, consistent 1. 25% reduction in post delivery
quality I3.1 defect density quarter over quarter
2. 15% improvement in productivity
I3.2 over earlier year
3. 80% of the projects assessed at
I3.3 CMM
4. COQL5- and
needcontinue to be at L5
some measure
I3.4 defined
I3.5 5. Reducing rework
1. xx% of lateral hires at various
Deepen FSI Expertise I4.1 levels with domain knowledge

Organizational Competent, unified and diverse 1. Globally deployable leaders - 5%

Learning leadership O1.1 of organization strength
Employee
capabilities &
motivation;
information
processing 1. Functional and Technical BoK
capabiliites Deepen FSI expertise O2.1 created for 95% clients
2. xx% of lateral hires at various
O2.2 levels with domain knowledge
3. Level wise distribution of
associates with various levels of
O2.3 functional / application knowledge
1. Culture anchors and a globally
consistent culture training program
Value based global living culture O3.1 implemented across the organization
1. Target for role based trainings and
Associate growth & development O4.1 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 Definition Freq Parent page analysis Level 1 drill down Level 2 drill down Org. goal
((Revenue for measurement period for current
FY / Revenue for measurement period for
1 Annual revenue growth previous FY) -1)% Q Revenue growth for each quarter against target F1.1
Trend of month on month actual revenue vs.
internal budgeted revenue vs. revenue budgeted
2 Revenue Revenue current period M for
Forboard
the month & YTD, revenue breakup by F1.1, F2.3
2.1 Industry
2.2 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 F1.1, F2.2
% Revenue from top 5 clients for current month to Historical % Revenue from top 5
4 Client concentration Revenue % from top 5 clients know client concentration clients
For the month & YTD, comparison of
4.1 revenue budgeted vs. actual by client
Contracted sales - Total Contract Value of
5 Sales (bookings) opportunities that are successfully closed M Monthly trend of sales
Month on month sales booked against revenue
5.1 forecasted for future months
Contracted sales that have not been recognized
6 Backlog as revenue M Monthly trend of backlog
7 Profitability Operating profit / revenue for current period % M Monthly Operating profit vs. budgeted F1.2
Monthly total SGA cost vs. budget as % of Current month SG&A cost by function Historical SG&A cost by
8 SG&A % SG&A expenses / revenue for current period M revenue vs budget function vs budget F1.2, I1.1
(Total revenue – project expenses – SL
expenses – GSD level expenses) for current
9 GSD GM% period / Revenue for current period M Monthly actual vs. budgeted GSD GM% F1.2, I2.3
Total hours billed / Total available hours for
current period
Total available hours are assumed as 2080 hrs /
10 GSD Utilization% resource / year M Month on month utilization at GSD level vs. target F1.2, I2.3, I2.6
Billable headcount / Total headcount for current
11 % billable ratio period M Trend of month on month billable ratio I1.1
(cost of total billable resources/cost of all
12 Billable ratio % (cost) resources) for the measurement period % M Monthly trend
Average client satisfaction score from the half
13 Client satisfaction score yearly satisfaction surveys HY Client satisfaction score for each client C2.1
(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
14 Client retention % measurement period) % M Month on month trend of client retention % C2.1
Month on month trend of no. of customer
15 Customer complaints No. of customer complaints of severity 1&2 M complaints
16 Average billing rate realized =total revenue/total billable hours for the period M Monthly trend of average billing rate realized
% projects that meet quality goals by the 5 quality
metrics (Sch. Var, effort var, productivity, DD,
% projects meeting the (No. of projects meeting the quality goals / Total DRE), % projects that do not have quality metrics
17 quality goals no. of projects)% M tracked, % projects that do not meet quality goals C4.1, C1.1
No. of Projects fulfilling L5 requirements / Total A matrix showing R/Y/G status for each CMM
18 % projects at CMM L5 no. of projects M level by SL I3.3, C3.1, C4.1
19 Organization retention % Associate retention for Viker M Monthly retention % against target C6.1
% of globally deployable Quarter on quarter % of globally deployable
20 leaders Need to define Q leaders against target O1.1
Average learning hours per Average hours expended YTD in learning per Average hours expended YTD in learning per
21 associate associate M associate O4.1
 Distribution of projects in Trend of month on month distribution of project
22 R/Y/G % of projects in R/Y/G status M 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)
2.1
3 Backlog
4 Sales per client
5 Revenue per client
6 Number of new clients
7 % revenue from new clients measurement period)%
8 % sales from new clients
9 Sales per new client
10 Revenue per new client
11 Sales per sales associate
12 Sales lost
13 Client concentration
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
Definition
Revenue current period
Contracted sales - Total Contract Value of
opportunities that are successfully closed
Contracted sales that have not been recognized
as revenue
=total sales/total no. of clients
=total revenue/total no. of active clients
No. of new clients during the measurement
period
(revenue from new clients in current
measurement period / total revenue in current
% sales from new clients
=total sales from new clients/total no. of new
clients
=total revenue from new clients/total no. of new
clients
=Total sales/total no. of sales associates
=Total sales value of lost deals
% revenue from top 5 clients
Average client satisfaction score from the half
yearly satisfaction surveys
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
Freq Parent page analysis
M Monthly actual revenue vs. budgeted revenue
M Monthly trend of sales
Month on month sales booked against revenue against revenue forecasted for future
forecasted for future months
M Monthly trend of backlog
M Sales per client - monthly trend
M Monthly Revenue per client
YTD number of new clients by month against
M the annual target
YTD % revenue from new clients vs. YTD
M target
M % sales from new clients, monthly trend
M Sales per new client - monthly trend
M Monthly Revenue per new client
M Sales per sales associates - Monthly trend
M Sales lost - monthly trend
% Revenue from top 5 clients for current
M month
HY 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
M complaints
M Month on month trend of client retention %
Monthly % clients having account dashboard
M target of 100%
M Monthly Forecasting accuracy - Revenue
Level 1 Drill Down
Current month revenue vs. budgeted
revenue for each IL
Monthly trend of sales by IL
Month on month sales booked
months by IL
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
Sales -lost
by IL
- 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
 Accounts receivables at the end of Trend of monthly accounts receivable in DSO Current month accounts receivable in
19 Accounts receivable measurement period in DSO M against upper limit DSO against upper limit for each IL
Break-up for current period DSO in
Break-up for current period DSO in less than less than 45 days, 45-60 days, 60-90
Ageing of accounts receivables in different age 45 days, 45-60 days, 60-90 days and more days and more than 90 days for each
20 AR ageing (days) slots than 90 days IL

Average GM% calculated in pricing sheets

during selling phase for new projects/deals
21 Sold margin % closed during measurement period M Monthly trend chart for overall sold GM Monthly trend for Sold GM by IL
22 Cost of sales Need to define ?
Cost break-up by category monthly
23 GBD expenses Actual GBD expenses M Monthly actual vs. budgeted GBD expenses GBD expenses
Total hours billed / Total available hours for Month on month utilization at GSD level vs.
24 GSD Utilization% current period M target
25 GBD Retention Retention % for GBD M Monthly retention for GBD
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.
hasFrom
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 Definition Freq Parent page Level 1 - Drill down Level 2 - Drill down
Revenue & GSD This is not meant to be a metric, but just Current month revenue and GM% by SL
1 GM% information on dashboard M 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 Historical break-up of costs in

(Total revenue – project expenses – SL
expenses – GSD level expenses) for
current period / Revenue for current
2 GSD GM% period
Monthly variance analysis against forecast -
Revenue, Total GSD cost, GSD GM
M Month on month actual vs. budgeted GSD GM%
categories - Salary costs, travel costs
categories - Salary costs, travel
and other costs for each AC 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
 (no. of billable resources/Total no. of
% billable ratio for resources) for the measurement period Current month billable population as % Historical billable population as %
3 GSD % M of total SL population for each SL of total SL population for each SL

(cost of total billable resources/cost of all
% billable ratio by GSD resources) for the measurement
4 cost for GSD period %
(total GSD resources allocated to
projects / Total of all GSD resources) for
5 Allocation ratio the measurement period %
Total hours billed / Total available hours
for current period
Total available hours are assumed as
6 GSD Utilization 2080 hrs / resource / year
Monthly billable population as % of total GSD Current month billable population as % Historical billable population as %
population of total AC population for each AC of total AC population for each AC
Current month billable population as % Historical billable population as %
M of total SL population for each SL of total SL population for each SL
Monthly billable population as % of total GSD Current month billable population as % Historical billable population as %
population of total AC population for each AC of total AC population for each AC
Historical allocation ratio for each
M Monthly allocation ratio for GSD Current month allocation ratio by SL SL
Current month utilization for each SL Historical utilization for each SL
M against target vs. expected utilization against target
Monthly utilization for GSD vs. target vs expected Current month utilization for each AC Historical utilization for each AC
utilization against target vs expected utilization against target

Headcount Monthly projected ramp-ups & roll-offs

7 forecasting accuracy M 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
GSD Expense (Actual GSD expenses - budgeted GSD
8 variance expenses)/Budgeted GSD expenses M Covered in 1 above
Distribution of Current month distribution of projects in Historical distribution of projects in
9 projects in R/Y/G % of projects in R/Y/G status M R/Y/G by SL R/Y/G by SL
Trend of month on month distribution of project status Current month distribution of projects in Historical distribution of projects in
as R/Y/G R/Y/G by AC R/Y/G by AC
(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 % projects meeting quality goals by the 5 quality % projects meeting quality goals by the
% projects meeting plan can be created and quality goals metrics (Sch. Var, effort var, productivity, DD, DRE) 5 quality metrics (Sch. Var, effort var,
10 the quality goals can be defined M for GSD productivity, DD, DRE) for each SL
Trend of month on month distribution of % projects Trend of month on month distribution of
meeting the quality goal, not meeting and not % projects meeting the quality goal, not
measured for GSD meeting and not measured for each SL
% projects at CMM No. of Projects fulfilling L5 requirements A matrix showing current month R/Y/G status for
11 L5 / Total no. of projects M each CMM level by SL
Client satisfaction Average client satisfaction score from
12 score the half yearly satisfaction surveys HY Pareto chart for client satisfaction score by clients
technical pyramid for functional / technical Comparison of functional / technical competence
13 competency knowledge Q pyramid across by SL
Current month retention % against Historical retention % against
14 GSD retention % Retention for GSD M Monthly retention % against target for GSD target for each SL target for each SL
Customer No. of customer complaints of severity
15 complaints 1&2 M Month on month trend of no. of customer complaints Detail by SL Detail by Projects
Average GM% calculated in pricing
sheets during selling phase for new
projects/deals closed during Trend chart for sold margin against target for each Data table showing project, deal closure
16 Sold GM% measurement period M deal date, sold GM%, revenue
 (PDD for current measurement period –
% reduction in post PDD for prior measurement period) /
delivery defect PDD for prior measurement period %
17 density This is by life-cycle type
(Productivity for current measurement
period – that for prior measurement
period) / that for prior measurement
% improvement in period %
18 productivity 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
% projects meeting plan can be created and quality goals
19 the quality goals can be defined
% projects at CMM No. of Projects fulfilling L5 requirements
20 L5 / Total no. of projects
Quarter on quarter reduction in PDD for each LC type
Q against target
Quarter on quarter improvement in productivity by LC
Q type against target
% projects meeting quality goals by the 5 quality
metrics (Sch. Var, effort var, productivity, DD, DRE)
M 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
M each CMM level by SL
Detail by SL Detail by Projects
Detail by SL Detail by Projects
% 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

*General note - SL
would also mean
GSD IL
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 Definition Freq Analysis Level 1 Drill down
Revenue from process Quarterly revenue from process
1 consulting Revenue from process consulting engagements Q consulting engagements
No. of billable QLs / Total no. of QLs during the
2 %QLs billable measurement period M Trend of %QL billability by month
(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 Aging in months of offerings / engagement
Adequacy will be based on sign-off from GBD & GSD types / project types for which KGM PIPs
3 KGM coverage on process in KGM for a specific offering / need Q have been raised 1. Aging of PIPs
2. Aging of TCPs
$ saved from Process Savings from specific PIs during the measurement 1. Pareto chart for $ saved through PIs for
4 Improvements period M Trend of $ saved from PIs by month the measurement period

(PDD for current measurement period – PDD for

% reduction in post delivery
5 defect density
6 % improvement in productivity
7 Budget variance
prior measurement period) / PDD for prior
measurement period %
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
(Actual GPM expenses – Planned GPM expenses) /
Planned GPM expenses (each for the measurement
period)
Quarter on quarter reduction in PDD for
Q each LC type against target
Quarter on quarter improvement in
Q productivity by LC type against target
Month on month actual vs. budgeted GPM Monthly budgeted vs. actual expenses for
M expenses GPM by expense categories

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

of projects)%
A project is a unit (project or a BU for an ongoing % projects meeting quality goals by the 5 % projects meeting quality goals by the 5
% projects meeting the quality engagement) for which project plan can be created quality metrics (Sch. Var, effort var, quality metrics (Sch. Var, effort var,
8 goals and quality goals can be defined M productivity, DD, DRE) for GSD productivity, DD, DRE) for each SL
Trend of month on month distribution of % Trend of month on month distribution of %
projects meeting the quality goal, not projects meeting the quality goal, not
meeting and not measured for GSD meeting and not measured for each SL
No. of Projects fulfilling L5 requirements / Total no. of A matrix showing current month R/Y/G
9 % projects at CMM L5 projects M status for each CMM level by SL
Process related training hours by Total no. of hours spent on process related training Trend of training hours by category by
10 type by category (KGM, CMM, Estimation etc.) M month
11 Knowledge Management Need to define
Monthly retention rate for Global Process
12 Retention Retention rate for Global Process group M group
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
waymethod
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 Freq Analysis Level 1 Drill down
Month on month actual vs. budgeted Monthly budgeted vs. actual expenses
1 GAP expenses Actual GAP expenses M GAP expenses for GAP by expense categories
2 Cost per hire Need to define M Trend
No. of of costbyper
hires hire by month
designation for the Cost per hire by region for the month
month
YTD no. of hires by designation
Total no. of GAP associates / Total Viker Trend of the ratio by month against
3 GAP to Viker associate ratio headcount during the measurement period M target
(1 - (no. of resources quit/average headcount
4 Organization retention % during period))% M Monthly retention % against target Monthly retention for GAP
% of globally deployable Quarter on quarter % of globally
5 leaders Need to define Q deployable leaders against target
Average learning hours per Average hours expended YTD in learning for a Average hours expended in learning per Average hours expended in learning
6 associate per month given role M associate by month against target per associate per month by SL
Ratio of classroom to e-
learning hours per associate Total classroom learning hours expended /
7 per month Total e-learning hours for the month M Ratio by month against target 1. Ratio per month by SL
% of new hires that have undergone
orientation on organizational practices
New hire orientation on organizational practices within 2 weeks of hire by month against
8 New hire induction and norms within the first 2 weeks of arrival M target of 100%
% of staffing requests Staffing requests that met the SLN / total % staffing requests meeting the SLN by
9 meeting the SLN number of staffing requests M 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? Manual inout for cost. From GAP

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

Sr.
No. Metric
1 Budget variance
2 IT support cost per associate
Link and IT internet costs /
3 associate
4 Project IT expense variance
% requirements met through
5 MIS
Schedule variance in publishing Schedule variance for each MIS report
6 MIS reports
Turn around time to provide
7 helpdesk requests
8 Uptime of systems LAN/WAN
9 Uptime of GA
10 Uptime of voice facilities
11 Retention
Revenue from infrastructure
12 group
13 Capital expenses
Utilization of IT resources on
14 projects
% GA projects meeting the
15 quality goals
15.1
16 Server and link utilization
Definition
(Actual GIT expenses – Planned GIT
expenses) / Planned GIT expenses (each for
the measurement period)
Total IT salary costs / No. of associates for
measurement period
Total cost of Link and internet / No. of
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
on projects
(Total no. of approved MIS requirements –
Total no. of implemented MIS requirements) /
Total no. of approved MIS requirements
during the measurement period
during the measurement period
(Help desk request completion date – Date
when request was opened) for each Help
desk request during the measurement period
(Total available time – Total time LAN / WAN
were down) / Total available time for each of
LAN / WAN during measurement period
more of the GA was down) / Total available
time
(Total available time – Total time voice
facilities were down) / Total available time
during measurement period
Retention rate for Global IT
Revenue from infrastructure group
Capital expenditure by Global IT
Need to define
(No. of projects meeting the quality goals /
Total no. of projects)%
Server and link usage / server and link
capacity
Freq Analysis Level 1 Drill Down
Monthly budgeted vs. actual
Month on month actual vs. budgeted GIT expenses for GIT by expense
M expenses categories
Trend of IT support cost per associate by
M month against upper limit
Trend of Link and internet costs per
M associate by month against upper limit
Trend of IT expense variance by projects
M supported
Trend of % requirements met through MIS
M by month against target
Schedule variance for each report
M published
Average turn around time by request type
M 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
M Monthly revenue from Infrastructure group
Budget vs. actual capital expenditure by
M Global IT
% projects meeting quality goals by the 5
quality metrics (Sch. Var, effort var,
M productivity, DD, DRE) for GSD
Trend of month on month distribution of %
projects meeting the quality goal, not
meeting and not measured for GSD
M Monthly trend on server and link utilization
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 Definition Freq Analysis

Revenue (HH and

1 MSDW) Revenue recognized for the period M
Monthly actual vs. forecasted revenue
1.1 trend for HH and MSDW
Revenue backlog (Total contracted sales
2 Backlog not yet converted as revenue) M Monthly backlog (HH and MSDW)
4 Sales Pipeline Sales pipeline M Monthly pipeline (HH and MSDW)
Revenue forecast for the next 12 months
5 Revenue forecast 12 month revenue forecast M (HH and MSDW)

6 Gross margin Gross margin for the core accounts* M

Monthly forecasted vs actual GM for HH
and MSDW
Monthly trend in DSO for AR (HH and
7 AR (DSO) Accounts receivables in DSO M MSDW)
Ageing for outstanding receivables (<45 Latest ageing information for HH and
8 Receivables ageing days, 45-60 days, 60-90 days, >90 days) M MSDW
Account S&M Sales and marketing costs for the core Monthly forecasted vs actual S&M
9 expenses accounts M expenses (HH and MSDW)
Customer satisfaction Average client satisfaction score from the
10 score half yearly satisfaction surveys HY Client satisfaction score for each client
1. Pareto chart for average score by
10.1 attributes
2. Comparison of average score for
10.2 current period vs. previous period by client
Month on month trend of no. of customer
11 Customer complaints No. of customer complaints of severity 1&2 M complaints

12 Utilization M Monthly utilization trend (HH and MSDW)

13 Leverage ratio leverage ratio M Monthly leverage ratio (HH and MSDW)
Planned vs actual Monthly planned vs actual amount billed
14 billed amount Amount billed to the client M to the client (HH and MSDW)
Average billing rate Monthly average billing rate realized (HH
15 realized - blended =Total revenue/Total billable hours M and MSDW)
Average billing rate =Total onsite revenue/Total onsite billable Monthly average onsite billing rate
16 realized - onsite hours M realized (HH and MSDW)

Average billing rate =Total offshore revenue/Total offshore Monthly average offshore billing rate
17 realized - offshore billable hours M realized (HH and MSDW)
% projects that meet quality goals by the 5
quality metrics (Sch. Var, effort var,
productivity, DD, DRE), % projects that do
% projects meeting (No. of projects meeting the quality goals / not have quality metrics tracked, %
18 the quality goals Total no. of projects)% M projects that do not meet quality goals
% projects at CMM No. of Projects fulfilling L5 requirements / A matrix showing R/Y/G status for each
19 L5 Total no. of projects M CMM level by SL
20 Headcount M Monthly headcount no. (HH and MSDW)
Monthly no. of resources on the bench
21 Bench resources No. of resources on the bench M (HH and MSDW)
Retention rate in core Monthly retention rate in core Acs (HH and
22 accounts Associate retention rate for core accounts M MSDW)

* Note: Should the

GM include CEM
costs, Roy's costs
too? Or should it be
comparable to GSD
GM to keep it Recommendation - Keep consistent with
consistent? GSD GM
Level 1 Drill Down Level 2 Drill down Level 3 Drill down Org. goal Additional Detail Needed.
Current month Revenue by BU
(HH and MSDW) - actual vs Historical BU
forecast revenues
Current month Revenue by SL - Historical revenue
actual vs forecast by SL Revenue by Projects

Backlog by BU?
Pipeline by BU?

Revenue forecast by BU
Current month GM by BU -
forecast vs actual Historical BU GM
Current month GM by SL -
forecast vs actual Historical SL GM GM by projects

AR by BU (HH and MSDW)

Ageing information by BU (HH
and MSDW)

Cost break-up by category

Utilization by
Utilization by BU projects
Leverage ration by
Leverage ratio by BU projects

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)
Sr.
No. Metric Definition Freq Analysis

Month on month actual vs. forecast GBA

1 GBA costs GBA costs M 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 Q Quarterly trend (Target > 50%)
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 Q Quarterly trend (Target > 25%)
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 M Monthly trend (Target <=30%)
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. Q Quarterly trend
7 GBA Timesheet compliance M Monthly trend
8 GBA retention rate Retention rate for GBA M Monthly trend
9
10
11
12
13
14
15
15.1
16
Level 1 Drill Down Level 2 Drill down Org. goal Additional Detail Needed.
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

Sr.
No. Metric Definition Freq Analysis
(Actual GFA expenses – Planned GFA
expenses) / Planned GFA expenses (each Month on month actual vs. budgeted GFA
1 Budget variance for the measurement period) M 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
2 Bad debt – write-off/provisions Write-offs / Provisions made for bad debt Q during the measurement period
AR/Sales * days (Days = 360 for the year, 90
3 DSO for the quarter) Q/Y DSO for Viker
Ageing details for AR (<45 days, 45-60 days,
4 Ageing 60-90 days and >90 days) Q/Y Ageing details for Viker
5 Cost of funds Need to define
=PBIT/Average capital employed
Captial employed = Total assets - Current
6 ROCE liabilities ROCE for Viker
7 ROE =PAT/Average equity ROE for Viker
Deviation of actual revenues and margins
Forecasting accuracy – from forecasted nos. in the quarterly Forecasting accuracy - Revenue and margins
8 Revenues and margins forecasting exercise (GM and EBIT)
Timeliness of book closing and Date on which books got closed and nos. got Date on which books got closed and nos. got
9 reporting reported reported
Costs (budget vs. actual) for
10 F&A dept 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 Performance against SLAs
Trend of sold GM% as captured in the Month on month sold GM% as captured in the
13 Sold GM% approved pricing sheets 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 Retention rate for Global Finance and Admin
17 Retention rate dept dept
No. of missing timecards for the month for No. of missing timecards for the month for
18 Timesheet compliance Global F&A Global F&A
GBD satisfaction with legal dept's turnaround
19 Legal dept. performance times and help Legal dept performance
Organization timesheet No. of missing timecards for the month for
20 compliance Viker Timesheet compliance for Viker
 Additional
Detail
Level 1 Drill Down Level 2 Drill Down Org. goal 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)