Best Value Implementation Program For Contractors by Michele ...

objectives did or did not achieve the specified results. A set of
performance measures will likely be required to provide a coherent
performance storyline traced by Why, Who, What, and How (Artley &
Stroh, 2001). The measuring system should be: simple to operate,
simple to understand, simple to action. As stated by Young (2007) for a
system to operate, data collection must be easy, distribution must be
timely, and the information should be easy to manipulate. The most
common mistake organizations make is measuring too many variables
(Artley & Stroh, 2001)
There are three levels of uses for performance measurement data.
The first level, accountability reporting is an important use of such data.
Recent literature, however, recognizes the fact that merely collecting and
reporting data is not enough, and that a system’s value over time will be
defined in terms of management and improvement of operations, the
second level. Level three, using measurement data for budgetary
decision making and allocation of resources, is especially difficult (Grifel,
1994).
A set of performance measures should support a broader
explanation of performance results—a performance story—for managers
and executives and for internal and external stakeholders (Artley & Stroh,
2001). The Challenge to develop performance measures that identify “how
we are doing” answer the question “what’s going on here?”, and assess
whether we are working effectively on the right things. Performance
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