Performance Measurement Documents

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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."

 

 

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