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Lifecycle Lifecycle Performance Performance Professionals Professionals that show how the current and future needs of an organization will be met in an efficient, sustainable, agile, and adaptable manner. Enterprise Architecture operates across organizational and computing "silos" to drive common approaches and expose information assets and processes across the enterprise. The goal is to deliver an architecture that supports the most efficient and secure IT environment meeting a company's business needs. Total Quality Management (TQM) is a set of management practices throughout the organization, geared to ensure the organization consistently meets or exceeds customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran. A core concept in implementing TQM is Deming’s 14 points, a set of management practices to help companies increase their quality and productivity. Change Management is a systematic approach to dealing with change within every perspective of an organization, from systems to personnel to projects to functions. Change management is a comprehensive, often difficult management function to properly implement. There’s the saying “Organizations don't adapt to change; their people do.” With that outlook, it is easy to understand how performance management plays a critical part in managing change. Implementing change within an organization often requires a change in how employees execute things. You can implement the most advanced change management tools money can buy, but if your people don’t buy into or fully support the initiatives, their performance will suffer and ultimately the organization will be ineffective, or worse, less efficient than before. Every system, personnel, and procedural change within an organization should be implemented with the goal of achieving organizational mission and goals. The actual improvement should be compared to the predicted improvement to assess the effectiveness of the change. This guide discusses managing your organization during its many changes throughout the performance lifecycle. The Lifecycle Performance Management Kit provides all of the processes, techniques and frameworks to implement a successful government performance solution. © 2009 Lifecycle-performance-pros.com All rights reserved 36
Lifecycle Lifecycle Performance Performance Professionals Professionals The Organizational Performance and Best Practices Analysis will identify your strengths, weaknesses, and cost savings opportunities, and will plan out the exact steps to reaching your performance goals. Performance Measures The Balanced Scorecard (BSC) is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic nonfinancial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. A Logic Model is a tool used to visually describe the linkages between program goals, activities, and expected outcomes. They describe how a program should work, present the planned activities for the program, describe how activities will be documented, and focus on anticipated outcomes. It is important to remember that logic models present a theory about the expected program outcome. They do not demonstrate whether the program caused the observed outcome. Logic Models display the sequence of actions that describe what the program is and will do, and how investments link to results. Logic Maps often include five core components: 1. INPUTS: resources, contributions, investments that go into the program 2. OUTPUTS: activities, services, events and products that reach people who participate or who are targeted 3. OUTCOMES: results or changes for individuals, groups, communities, organizations, communities, or systems 4. Assumptions: the beliefs we have about the program, the people involved, and the context and the way we think the program will work 5. External Factors: the environment in which the program exists includes a variety of external factors that interact with and influence the program action. © 2009 Lifecycle-performance-pros.com All rights reserved 37
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