performance management document template

... Six:Moving from Performance Measurement to Performance Management Moving from Performance Measurement to Performance Management Chapter Six Moving From Performance Measurement to Performance Management This ... measurement and management. 1. What is Performance Management? There are a wide range of definitions for performance objective, performance goal, performance measure, performance measurement, and performance ... Scorecard :Performance Management Methodology Moving from Performance Measurement to Performance Management PMM BOOK 10/20/98 7:59 PM Page i 37 Chapter Six: Moving from Performance Measurement to Performance...

... requesting specific management information from multiple agents. The Management Information Base The Management Information Base (MIB) contains the managed objects under management by an agent. Briefly ... you have two dual-CPU http server machines whose CPU’s Performance Management Opportunities By Zeev Suraski and Brad Young Why Focus on Performance Management? A look at the various alternatives that ... Technologies Ltd. Visit www.zend.com for evaluation version and ROI calculator Zend Performance Suite Reliable Performance Management for PHP Serve More. With Less. The designers of PHP offer you the...

... Internet. 18 ○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○ Chapter 8 Next, we’ll know focus our attention on performance management methods that you can use to control traffic and queuing. Performance Management Cisco IOS enables you to control traffic ... available on a Cisco PIX firewall. www.cisco.com provides a wealth of documentation relative to secu- rity and performance management techniques discussed in this chap- ter. Search for keywords ... router and a TACACS+ server. 1 ○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○ 8 Security and Performance Management Terms you’ll need to understand: ✓ IP access control lists ✓ Authentication ✓ Authorization ✓...

... distinguished from performance management, 10 Performance Management Performance management Paying people Developing people Involving people Valuing people Figure 1.3 Performance management as a ... capability requirements; ᔡ measuring performance; ᔡ managing performance throughout the year; ᔡ conducting performance reviews. 22 Performance Management Performance management is a process for measuring ... is 4 Performance Management High performance • • Reinforce through recognition (financial and non- financial, praise, additional responsibility) Improved performance Actual performance Low performance Coaching,...

... drivers matrix Effective Performance Management with the Balanced Scorecard Technical Report 1.1 From performance measurement to strategic management The balanced scorecard is a management framework ... suppliers? Effective Performance Management Appendices 37 Appendix 3 The Business Modelling Approach’s implementation questionnaire 3. Negotiated, rather than stakeholder focused performance targets Although performance ... government legislation). Effective Performance Management The balanced scorecard – a resounding success? 25 CIMA (The Chartered Institute of Management Accountants) represents members and supports the wider financial management and...

... PAPER How Application Performance Management Solutions Provide Security Forensics Enhance Your IT Security with Post-Event Intrusion Resolution The right Application Performance Management (APM) ... to achieve the most robust protection or generate the paper trail for complete resolution and documentation of breaches. With the capabilities to act like a 24/7 network security camera by ... right Application Performance Management (APM) solution can help IT operations deliver superior performance for users. When incorporated into your IT security initiatives, deep packet inspection...

... free Project Cost Management Plan Template is brought to you by www.ProjectManagementDocs.com PROJECT COST MANAGEMENT PLAN TEMPLATE This Project Cost Management Template is free ... Project Cost $xxx,xxx.xx Management Reserve $x,xxx.xx Cost Management Plan Template www.ProjectManagementDocs.com 1 TABLE OF CONTENTS INTRODUCTION 2 COST MANAGEMENT APPROACH 2 MEASURING ... www.ProjectManagementDocs.com COST MANAGEMENT PLAN <PROJECT NAME> C OMPANY NAME S TREET ADDRESS C ITY, STATE ZIP CODE D ATE Cost Management Plan Template www.ProjectManagementDocs.com ...

... perform- ance management system have been trained prior to implementation. Q Track completion of performance management activities. In most organizations, copies of completed performance management ... model of performance management that includes defining per- formance, diagnosis, evaluation, feedback and improving performance. The author also addresses important issues in performance management ... effective performance management systems. Methodology for Developing Practice Guidelines The guidelines presented here draw upon the best of the academic research literature on performance management, ...

... isthediagonalmatrixSwiththefirstklargestoriginalsingularvalues T DTSX 0 ˆ = 0 S 29  controltocontinuouslyadjustplansandimproveoperationsthroughdisseminationofup‐to‐ dateinformationaboutmarketconditionsandoperationalprocesses,and(4)coordination amongbusinessunitsandfunctionalgroups.HealsosuggeststhatBPMhelpsorganizations betterexploitopportunitiesaswellasdetectandrectifyoperationalproblemsbeforethey growoutofcontrol. PractitionersatvariousconsultingfirmssuchasGartner,IBMandKPMGhaveused somevariantsoftheconceptofbusiness performance management sincethelatenineteenth century(Business Performance Management Magazine[BPMM],2005).Forinstance,the conceptofcorporate performance management, avariantofbusiness performance management, wasintroducedintocorporateworldin2001byGartnerResearch.However, thereislittleornoresearchinacademiaonbusiness performance management. Oneofthe objectivesofthisworkistoexaminethevariouspractitionerversionsofthebusiness performance management modelanddevelopagenericBPMframeworkthatcanprovideboth academiciansandpractitionersalikewithacommonframeofreference.Inthisvein,we attemptedtocriticallyanalyzeeachpractitionermodelandsynthesizethembasedontheir common,sharedfoundations.Table3providesabriefaccountofmajorBPMconsultingfirms andtheirBPM‐relatedactivities.      21  review,aBPMframeworkwasproposedandpresentedtothe2007MonfortSummit.The2007 MonfortSummitwasagatheringofBaldrigeAwardrecipients(BARs)andasmallgroupof selectedresearchersfromacrosstheUnitedStates.Thesummithadatotalof25participants. TwentyofthosewerefromBaldrigeAwardwinningorganizationsand5wereacademicians fromdifferentuniversities.TheBPMframeworkwasthenrevisedbasedonthefeedback providedbythe2007MonfortSummitparticipants.Figure3illustratestheBPMframework, andTable4presentsabriefdescriptionoftheBPMframeworkconstructs. Figure3:TheproposedBPMframework       25 vii LISTOFFIGURES Page Figure1:The2008MBNQA performance excellenceframework ... Morethan100yearsold.Focusesonbusinessconsulting,systems integration,andmanagedservices.ServesGlobal2000andmidsize companies,governmentagencies,andotherorganizationsintheU.S. andaroundtheworld.Majorservicesincludecustomerrelationship management, enterpriseresourceplanning,key performance indicator (KPI)development,information management, performance management, enterprisestrategydevelopmentandtransformation, andinformationtechnology(IT)strategydevelopmentand transformation,amongothers(BPMM,2005). BPMPartnersInc. ... 145    iv  causalrelationshipsamongthem.However,theyarelinkedtothe performance resultscategory withone‐directionalarrowspointingtothelatter.Thissuggeststhattherearerecursivecausal relationshipsbetweenthesystemcategoriesandthe performance results. Figure6:The2008MBNQAframeworkatthecategorylevel  Therearemanyspecificrelationshipsamongthecriteriacategories.Nostudieshave investigatedallpossiblerelationshipsinanyBaldrigeframeworksinceitsinception.Some studies(e.g.,Wilson&Collier,2000;Pannirselvam&Ferguson,2001)attemptedtoempirically testtheBaldrigecausalmodel.However,noneofthemtestedthemodelasanon‐recursive causalmodel.The2008frameworkrepresentsthemostrecentandenhancedversion,andit hasnotyetbeentested.Therefore,theunderlyingrelationshipspurportedinthe2008 frameworkandinpriorframeworksfromtheperspectiveofnon‐recursivecausalityaresimply propositions.Thisstudyidentifiesandattemptstovalidatethesepropositionsfromthe perspectiveofbothrecursiveandnon‐recursivecausalities. Thenon‐recursivecausalmodeloftheBaldrigesystem(Categories1–6)yields30 ([6!/(6‐2)!])directone‐to‐onecausalrelationships.Thatis,twocategoriesgivetwodirectone‐ to‐onecausalrelationships.Forinstance,leadershipandstrategicplanninghavetwodirectone‐ to‐onecausalrelationships:(1)leadershipinfluencesstrategicplanning,and(2)strategic 36  TheBaldrigeframeworkhasundergonesignificantchangessince1995andsinceits inceptionin1987.The2008Baldrigecriteriarepresentthemostrecentandhighlyenhanced framework.Significantchangesarereflectedinthecriteriacategories,theunderlying relationships,andtheGlossaryofKeyTerms,amongothers.Forexample,whilethe1995 Baldrigesystemconsistedoffourcriteriacategories–process management, humanresource developmentand management, strategicplanning,andinformationandanalysis,the2008 Baldrigesystem(Figure2)consistsofsixcriteriacategories–(1)leadership,(2)strategic planning,(3)customerandmarketfocus,(4)measurement,analysis,andknowledge management, (5)workforcefocus,and(6)process management.  Likethe1995andotherBaldrigeframeworks,the2008Baldrigeframeworkhasused two‐headedarrowsamongtheBaldrigesystemcriteriacategories(Categories1–6)(Figure1). ThisisinlinewithNIST’sunderlyingpropositionthattheBaldrigesystemcategoriesare reciprocallyrelated–bothdirectlyandindirectly.Therefore,theBaldrigesystemrepresentsa non‐recursivecausalmodel(Byrne,1998).However,the2008Baldrigesystemisconnectedto performance results(Category7)withone‐directionalarrowspointingtothelatter.Thisimplies thattheBaldrigequalityexpertsdidnotdefaulttothepremisethateverythingisrelatedto everythingelsebutratherpositedtherelationshipsassuch.Thisalsoimpliesthatthereisa recursivecausalrelationshipbetweentheBaldrigesystemandthe performance results. TheBPMFramework  TheacronymBPMinthisstudystandsforbusiness performance management, nottobe confusedwiththetermbusinessprocess management. SynonymouswiththeconceptofBPM aretheconceptsofcorporate performance management (CPM)andenterprise performance 19  (NIST,2008).ThetwoevaluationdimensionsarecentraltotheBaldrigeAwardapplicant evaluationandfeedback.Acriticalfactorinevaluationandfeedbackistheimportanceofan organization’sreportedprocessandresultstoitskeybusinessfactors.NISTsuggeststhat organizationsidentifytheareasoftheirgreatestimportanceandreportthemintheir organizationalprofile.NISTpositsthatorganizationalprofileisthemostimportantstarting pointforself‐assessmentandforwritinganapplication.Inaddition,organizationalprofilehelps organizationsidentifypotentialgapsinkeyinformationandfocusonkey performance requirementsandresults.Itsetsthecontextsuchasoperatingenvironment,keyworking relationships,andstrategicchallengesandadvantagesforthewayanorganizationoperates. Therefore,organizationalprofileservesasanoverarchingguideforanorganization’s performance management system.However,organizationalprofileisnotconsideredacriteria categoryanddoesnotcontributetowardthescoringsystem.Thisstudyinvestigatesthe underlyingrelationshipsamongthesevencriteriacategoriesandthusconsidersthediscussion oforganizationalprofileforfurtherresearch.Abriefdescriptionofthecriteriacategoriesis giveninTable1.Table2providesabriefdescriptionoftheMBNQAconstructsatthedimension level.      11  CHAPTER2 LITERATUREREVIEW ThischapterprovidesareviewoftheliteratureontheMalcolmBaldrigeNational QualityAward(MBNQA)framework,thebusiness performance management (BPM)framework andlatentsemanticanalysis(LSA).Therearefivesectionsinthischapter.Thefirstsection presentsareviewoftheliteratureontheMBNQAframework.Thesecondsectionprovidesa reviewofthepractitionerliteratureonBPM.AconceptualBPMframeworkisproposedbased onthereviewofthepractitionerliterature.Thethirdsectiondiscusseslatentsemanticanalysis. SectionfourdiscusseshowtheBPMandtheMBNQAframeworkcanbeintegrated;andit presentstheintegratedBPM‐MBNQAconceptualframework.Finally,researchpropositionsare detailedinsectionfive. TheMBNQAFramework TheMalcolmBaldrigeNationalQualityAward(MBNQA)isconsideredthehighesthonor forbusinessexcellenceinAmerica(TYBEA,2001).TheUnitedStatesDepartmentofCommerce establishedtheBaldrigeAwardandtheBaldrigeNationalQualityProgramin1987tojumpstart asmall,slowlygrowingqualitymovement(TYBEA,2001).TheBaldrigeAwardandprogram playsacriticalroleinstrengtheningcompetitiveness(Bell&Keys,1998)withtheintentof achievingthreespecificgoals–topromotequalityawareness,torecognizequalityachievement ofU.S.companies,andtopublicizesuccessfulstrategies(Bemowski&Stratton,1995;TYBEA, 2001;NIST,2007).TheNationalInstituteofStandardsandTechnology...

... including:  Business Performance Management  Enterprise Performance Management  Corporate Performance Management  Business Intelligence  Business Services Management  Business Process Management ... consolidated management console, such as Tivoli® Enterprise™ Console. The concepts for BPM are very Business Process Management Business Process Management Corporate Performance Management Corporate Performance ... Process Management Corporate Performance Management Corporate Performance Management Business Service Management Business Service Management Business Activity Monitoring Business Activity...

... business process management. This is not the same thing as business performance management. As a result, instead of BPM, some people prefer the term corporate performance management (CPM), ... 1. Understanding Business Performance Management 23  Workplace™ capabilities for business performance management visualization and collaboration  Business services management for consolidated ... adaptive performance management  Information management for analytics and reporting  A common event infrastructure for event-driven management of business and IT operations Infrastructure Management...

... send to the user. Alerting is an important feature of a performance management solution. It is important, however, to consider exception management and alerting as two separate mechanisms:  ... Alerts How do you know when a business operation has a problem? Most performance management applications have some form of exception management capability. Chapter 2. The role of business intelligence ... focus on improving the management of business processes across related business areas such as campaign and risk management, customer sales and service, and supply chain management. At the same...

... capabilities required to federate and consolidate data sources. Business Performance Management Services The business performance management services of the BIRA provide monitoring capabilities that ... Web service are defined in a WSDL XML document. This document defines a Web service operation in terms of the messages that it sends and receives. A WSDL document can contain one or more Web ... <service name="TemperatureService"> <documentation> Returns current temperature in a given U.S. zipcode </documentation> <port name="TemperaturePort"...

... support  Dynamic caching  IBM Tivoli Performance Viewer  Integration with third-party performance management tools  Browser-based administration and workload management  Intelligent workload ... for business performance management and optimization. 100 BPM Meets BI One key feature of the IBM BIRA is the linkage between the development platform and the business performance management ... enterprise improves efficiency of the overall value chain. Partner services provide the document, protocol, and partner management services required for efficient implementation of business-to-business...

... Creating a new request for credit 2. The document is routed by MQWF to the user responsible for collecting and entering credit information, and the document will then appear as a work item on ... and presentation services can, for example, be separated onto different machines. The advanced management WebSphere Portal Desktop Server Side DB2 WebSphere MQ MQ Workflow WebSphere Application Server V5.0 ... user can check the item out from the worklist, enter the required information into the credit document as shown in Figure 6-8, and then check the item in again for further processing. This...