Australian Government Architecture Reference Models Version 3.0

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� internal investment management
� portfolio, program and project management
� portfolio, program and project management maturity evaluation (P3M3)
� ITIL-based service management processes.
For more information on how the PRM supports and extends these activities, consult the AGA How to Use
Guide.
4.1.5.2 Direct Benefits of the Performance Reference Model
The direct benefits to be realised by an implementing agency include:
Direct Benefit This is achieved by:
An increased ability to develop
accurate cost models for ICT
activities, and support for realistic
agency ICT budgetary allocations
An increased effectiveness of
internal capital investments
An increased alignment between
government outcomes, business
initiatives and ICT operations
An increased strategic and
tactical effectiveness
An increased efficiency of
business operations
(management)
An increased transparency in
operations and reporting on
progress and performance
Australian Government Architecture Reference Models Version 3.0
� Establishing a framework that measures resource utilisation and
value (costs) at all levels of agency operation, from the costs of
resources consumed by ICT, to the costs attributable to business
process execution, to the value of the outputs produced, and
finally to the costs associated with promoting and ensuring output
use by customers
� Transparently demonstrating to business the true cost of ICT
operations attributable to the realisation of specific business
outcomes.
� Supporting the development of transparent, objective agency
business cases that are based on standardised language and
objective measurements, and are able to clearly demonstrate the
contribution of the proposal to overall business objectives.
� Promoting and supporting a planning framework that seeks clear
and measurable definition of desired outcomes first, then outputs
(deliverables), work (processes), and inputs (resources).
� Providing decision makers with factual data on agency operations
spanning input allocation through to outcome realisation,
independent of hierarchical or functional boundaries; and by
articulating the cause-and-effect relationship that exists between
elements of the business.
� Supporting the definition and gathering of measurement
information that can be used to determine performance at all
levels of business operation.
� Providing a standardised language for measurement and
delivering a framework for the definition of objective
measurement indicators able to withstand scrutiny (these
measurement indicators are quantifiable, contextual and
comprehensive and are based on scientific method).