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Lifecycle Lifecycle Performance Performance Professionals Professionals PART: See Program Assessment Rating Tool below. Pathway: Descriptive statement and visualization that describes/depicts the progressive stages in realizing an organization’s long-term vision, and provides an understanding of the phases in which particular objectives play primary contributory roles. Examples: “Launch in NYC”; “Scale in Northeast”; “Expand across U.S.” Performance-based budgeting: A performance budget is an integrated annual performance plan and budget that shows the relationship between program funding levels and expected results. It indicates that a goal or a set of goals should be achieved at a given level of spending. Performance Appraisal: The regular (usual annual) process where an employees performance for the year is assessed by manager and/or employee. It is only one part of the performance management approach. Usually means the same as "performance review". Performance Gap: The “difference” between actual and target, the trend of the performance or target gap shows an organization’s momentum. Performance Management: The larger process of defining how people, processes and systems should be performing, ongoing communication during the year, linking of performance to organization needs, and the evaluating of appraising of performance. Performance Review: Usually refers to a meeting to review and evaluate performance, involving supervisor and employee. Often done once a year, but to be effective performance reviews, or at least informal meetings to discuss performance should be undertaken at least every few months. Perspective (also called point of view): Representing the various stakeholders, both internal and external, critical to achieving an organization’s mission. Together, the perspectives provide a holistic, or balanced, framework for telling the “story of the strategy” in cause-and-effect terms. While the traditional Balanced Scorecard includes the four perspectives of Financial, Customer, Internal Process, and Employee Learning and Growth, an organization may choose to modify and/or add to these to adequately translate and describe their unique strategy. PMA: See President’s Management Agenda below. Point of view: See perspective above. © 2009 Lifecycle-performance-pros.com All rights reserved 70
Lifecycle Lifecycle Performance Performance Professionals Professionals President’s Management Agenda (PMA): The President’s Management Agenda, announced in the summer of 2001, is an aggressive strategy for improving the management of the federal government. It focuses on five areas of management weakness across the government where the greatest improvements and progress can be made. Process Diagram: Process diagrams typically are used to represent specific processes that are undertaken in an organization and the key steps involved in the process. An example might be a high-level diagram that highlights the customer experience. Program Assessment Rating Tool: Developed by the Office of Management and Budget within the Office of the President of the United States, the Program Assessment Rating Tool (PART) was developed to assess and improve program performance so that the federal government can achieve better results. A PART review helps identify a program’s strengths and weaknesses to inform funding and management decisions aimed at making the program more effective. The PART therefore looks at all factors that affect and reflect program performance including program purpose and design; performance measurement, evaluations, and strategic planning; program management; and program results. Qualitative: Subjective, as opposed to quantitative (measured). A common source of qualitative metrics are surveys of customers, stakeholders or employees. Quantitative: Measured, as opposed to qualitative (subjective). Quantitative measures often come from transactional systems. Readiness scorecard: A specific application of a scorecard, a readiness scorecard can be used to evaluate an organization’s state of readiness/acceptance of a given strategy. Reports: Typically show the details of performance for a metric or multiple metrics. Reports are often used to drill down to the root cause of performance issues. Scorecard: A scorecard is a visual display of the most important information needed to achieve one or more objectives, consolidated and arranged on a single screen so the information can be monitored at a glance. Unlike dashboards that display actual values of metrics, scorecards typically display the gap between actual and target values for a smaller number of key performance indicators. Six Sigma: A quality management and process improvement methodology particularly well suited to process intensive industries like manufacturing. Six © 2009 Lifecycle-performance-pros.com All rights reserved 71
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