performance management document template

Performance management 2009

Tài liệu Guide to a Balanced Scorecard Performance Management Methodology doc

... Six:Moving from Performance Measurement to Performance Management Moving from Performance Measurement to Performance Management Chapter SixMoving From Performance Measurementto 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 MethodologyMoving from Performance Measurement to Performance Management PMM BOOK 10/20/98 7:59 PM Page i37Chapter Six: Moving from Performance Measurement to Performance...

Tài liệu PERFORMANCE MANAGEMENT OPPORTUNITIES doc

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... requesting specific management information frommultiple agents.The Management Information BaseThe Management Information Base (MIB) containsthe managed objects under management by an agent.Briefly ... youhave two dual-CPU http server machines whose CPU’s Performance Management OpportunitiesBy Zeev Suraski and Brad YoungWhy Focus on Performance Management? A look at the various alternatives that ... Technologies Ltd.Visit www.zend.comfor evaluation version and ROI calculatorZend Performance SuiteReliable Performance Management for PHPServe More. With Less.The designers of PHP offer you the...

Tài liệu Security and Performance Management doc

Danh mục: Quản trị mạng

... Internet.18○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○Chapter 8Next, we’ll know focus our attention on performance management methods thatyou can use to control traffic and queuing. Performance Management Cisco IOS enables you to control traffic ... available on a CiscoPIX 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○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○○8Security and Performance Management Terms you’ll need to understand:✓ IP access control lists✓ Authentication✓ Authorization✓...

Tài liệu Performance Management ppt

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... distinguished from performance management, 10 Performance Management Performance management PayingpeopleDevelopingpeopleInvolvingpeopleValuingpeopleFigure 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 ... is4 Performance Management High performance ••Reinforce through recognition (financial and non- financial, praise, additional responsibility)Improved performance Actual performance Low performance Coaching,...

Effective Performance Management with the Balanced Scorecard

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... drivers matrixEffective Performance Management with the Balanced ScorecardTechnical Report1.1 From performance measurementto strategic management The balanced scorecard is a management framework ... suppliers?Effective Performance Management Appendices 37Appendix 3 The Business Modelling Approach’s implementation questionnaire3. Negotiated, rather than stakeholderfocused performance targets Although performance ... governmentlegislation).Effective Performance Management The balanced scorecard – a resounding success? 25CIMA (The Chartered Institute of Management Accountants) represents members and supports the wider financial management and...

How Application Performance Management Solutions Provide Security Forensics pptx

Danh mục: An ninh - Bảo mật

... PAPERHow Application Performance Management Solutions Provide Security ForensicsEnhance Your IT Security with Post-Event Intrusion ResolutionThe 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...

PROJECT COST MANAGEMENT PLAN TEMPLATE ppt

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... 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> COMPANY NAME STREET ADDRESS CITY, STATE ZIP CODE DATE Cost Management Plan Template www.ProjectManagementDocs.com...

Performance Management A roadmap for developing, implementing and evaluating performance management systems doc

Danh mục: Cao đẳng - Đại học

... 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. Theauthor 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 literatureon performance management, ...

Investigating the relationship between the business performance management framework and the Malcolm Baldrige National Quality Award framework

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... isthediagonalmatrixSwiththefirstklargestoriginalsingularvaluesTDTSX0ˆ=0S29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...

The Performance Management Revolution Business Results Through Insight and Action_1 pot

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... 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 MonitoringBusiness Activity...

The Performance Management Revolution Business Results Through Insight and Action_2 ppt

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... 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 operationsInfrastructure Management...

The Performance Management Revolution Business Results Through Insight and Action_3 docx

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... 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: ... AlertsHow 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...

The Performance Management Revolution Business Results Through Insight and Action_5 doc

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... capabilities required to federate and consolidate data sources.Business Performance Management ServicesThe 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"...

The Performance Management Revolution Business Results Through Insight and Action_6 doc

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... 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 BIOne 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...

The Performance Management Revolution Business Results Through Insight and Action_8 pot

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... Creating a new request for credit2. 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 WebSpherePortalDesktopServer SideDB2WebSphereMQMQWorkflowWebSphereApplicationServerV5.0 ... 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...

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Business Performance Management - Meets Business Intelligence ppt

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CASE STUDIES IN PERFORMANCE MANAGEMENT phần 1 docx

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