|
Performance
Measurement Documents
Home
The PBM SIG has published and/or been involved in
the publication of many useful performance measurement documents, particularly the SIG's
first handbook, How to Measure Performance--A Handbook of Techniques and Tools,
and its "follow-up" companion, Establishing an Integrated Performance
Measurement System. These documents are listed below:
- Establishing
an Integrated Performance Measurement System ** Revised 11/16/01!** This document is the second volume in our six-volume
performance-based management handbook. It is divided into six sections covering: Understanding
Performance Measurement - A thorough education of "the in’s and
out’s" of performance measurement; Establishing An Integrated Performance
Measurement System - An explanation of the components of an integrated performance
measurement system; Choosing A Performance Measurement Framework - A discussion of
the balanced approach to performance measurement and several frameworks that incorporate
this approach, including the Balanced Scorecard, the "Critical Few" set of
measures, performance dashboards, and the Baldrige Quality Award criteria; Developing
Performance Measures—Getting Organized - A look at the things you need to do
before you start developing your performance measures; Developing Performance
Measures—Sample Approaches - Three useful and successful approaches to developing
performance measures; and Maintaining An Integrated Performance Measurement System
- A review of a series of "maintenance checks" you can perform to maintain an
effective performance measurement system.
|
- How to Measure
Performance---A Handbook of Techniques and Tools This document is our
first handbook. Published in 1995, it contains an overview of performance measurement;
three approaches to developing performance measures; sections on performance indexing,
data analysis, and reporting techniques; a thorough glossary of terms; an inclusive list
of references; a substantial list of sample performance measures; and a case study using
one of the approaches to developing performance measures. (Also available in PDF format.)
|
- Guidelines for
Performance Measurement (DOE G 120.1-5) This document helps DOE Federal and
contractor employees understand, develop, use, and improve performance measurement in a
coordinated manner. This is the first DOE complex-wide guidance in this area. The document
will contribute to your understanding of what is required by law, how you can meet those
statutory requirements, and thereby demonstrate the effectiveness of your organization to
Congress and the public. This document is not prescriptive. It does not assign roles and
responsibilities nor does it mandate how to do performance measurement in your
organization. (Note: These guidelines were prepared by the DOE Performance Measurement
Coordination Team that was championed by the DOE Office of Policy and International
Affairs and Office of Human Resources and Administration. Many PBM SIG Steering Committee
members and general SIG members contributed to the production of this document.)
|
- A Brief Overview of
Performance Measurement in the U.S. Department of Energy This document,
produced in November of 1997, was offered to the PBM SIG membership as a way of looking
back to the origins of performance-based management in the Department and also as a brief
guide for those who are not closely involved in performance measurement in their work, but
who, with the implementation of performance-based management across the DOE complex, soon
will have to be. The information contained herein represents a brief overview of
information and concepts expressed in the two documents, How to Measure
Performance—A Handbook of Techniques and Tools and Guidelines for Performance
Measurement (DOE G 120.1-5), and is not intended to be an all-encompassing, in-depth
presentation of said information and concepts. Persons wishing further information should
consult these aforementioned documents as well as the references listed within them.
|
- A
Guide to Strategically Planning Training and Measuring Results Prepared
by the Office of Workforce Relations at the U.S. Office of Personnel Management (OPM), the
first section is an Executive Overview - Making a Strategic Investment in Training.
Subsequent sections are: Step 1: Analyze Established Goals to Identify Training
Requirements; Step 2: Develop Training Strategies to Achieve Goals; Step 3: Integrate
Training Into Strategic Plans; and Step 4: Evaluate Training Goal Accomplishments. One
objective of the OPM Guide is to help agencies meet President Clinton's January 1999
Executive Order that directed agencies to set goals and performance measures for training
as part of the annual budget process. Agencies must also identify the resources needed to
meet those goals. OPM intends the guide as a primer in helping agencies "begin to
create long-term workforce investment strategies and plans". OPM expects the
step-by-step guide to encourage agencies to incorporate training plans into their FY 2002
budgets and beyond.
|
- Balancing Measures:
Best Practices in Performance Management [A National Partnership for
Reinventing Government (NPR) document] In their groundbreaking Harvard Business Review
article, Robert S. Kaplan and David P. Norton introduced the concept of the Balanced
Scorecard to the private sector. This article, and subsequent works by them, discusses
private sector efforts to align corporate initiatives with the need to meet customer and
shareholder expectations. This study looks at how these efforts relate to, and are being
replicated within, the public sector. It examines the ways and means by which government
organizations are trying to include customers, stakeholders, and employees in their
performance management efforts—to reach some balance among the needs and opinions of
these groups along with the achievement of the organization’s stated mission. All of
the organizations that served as partners in preparing this report have had some level of
success in doing this.
|
- Serving the American
Public: Best Practices in Performance Measurement [A National
Partnership for Reinventing Government (NPR) document] This report documents the NPR
Performance Measurement Study Team's findings, and will be a useful tool for public and
private leaders and managers in identifying and applying best-in-class performance
measurement and performance management practices.
|
- Performance Measurement of
Research and Development (R&D) Activities It is recognized that the
measurement of research and development activities presents several unique problems when
attempting to apply more traditional techniques of performance measurement and requisite
data collection. The following discussion will focus on a approach being used by the Army
Research Laboratory (ARL) as highlighted in an article by Mr. Edward Brown entitled,
"Measuring Performance at the Army Research Laboratory: The Performance Evaluation
Construct."
|
|