Contributions for October Issue of The Best Practice Magazine
Submit your article about (SI) Supporting Implementation - (CAR) Causal Analysis and Resolution, (DAR) Decision Analysis and Resolution, (CM) Configuration Management & (COCO) Communication and Coordination for next month's issue of The Demix Best Practice Magazine.
(IMP) Improving Performance - (PCM) Process Management, (PAD) Process Asset Development & (MPM) Managing Performance and Measurement
(PCM) Process Management
Intent Manages and implements the continuous improvement of process and infrastructure to: *Support accomplishing business objectives *Identify and implement the most beneficial process improvements *Make the results of process improvement visible, accessible, and suitable
Value Ensures that process, infrastructure, and their improvement contribute to successfully meeting the business objectives.
(PAD) Process Asset Development
Intent Develop and keep updated the process assets necessary to perform the work.
Value Provides a capability to understand and repeat successful performance.
(MPM) Managing Performance and Measurement
Intent Manage performance using measurement and analysis to achieve business objectives.
Value Maximizes business return on investment by focusing management and improvement efforts on cost, schedule and quality performance.
Increasingly, organizations are understanding that their management systems must be brought into the 21st century if they are going to be competitive in the current market.
Research shows that previous systems, such as yearly appraisals, are outdated and can even serve to decrease employee engagement and motivation. In light of this, more companies are turning to performance management than ever before.
This dynamic and strategic approach to developing improved performance in employees is gaining ground in companies large and small, including many Fortune 500 and industry-leading organizations.
The performance management cycle is a model that allows management and employees to better achieve organizational goals through a structured process of employee development.
The performance management cycle is a part of the performance management process or strategy, it is shorter and utilizes a continuous four-step procedure of planning, monitoring, reviewing and rewarding.
Benefits of utilizing this method include increased competitiveness, more structural flexibility, and higher employee motivation.
Much is written about performance measurements in business enterprises, systems, and processes. In our work, we often see a misapplication of performance measures, as they often don’t contribute to the achievement of the enterprise purpose. In our firm, we have come to believe a measurement system should be built from the ground up, beginning with business processes. This article introduces how to measure a business process. The same fundamental principles apply to the business system and enterprise levels.
What to Consider When Measuring a Process
When measuring the performance of work, begin by first thinking about the fundamental Supplier-Input-Process-Output-Customer (SIPOC) business process model. It logically follows there are a limited number of process characteristics that can be measured and the choice of those measures should be driven by the business process purpose within the overall business system and enterprise need. This same group of measures applies no matter what the process type, whether it is manufacturing, administrative, physical or intellectual. In these different businesses, process priorities are likely different, which informs the best measures to be selected (from the larger measurement pool) for driving process performance improvement.
The best organizations design a performance management system that’s uniquely suited to its employees. From goal-setting to continuous feedback, performance data to annual reviews, no two processes look exactly the same from one company to the next.
But there is one common denominator for organizations with high-performing human capital — great tech.