Performance Management Defined

17 09 2009

Last week I asked Jonathan Becker of Manage by Walking Around blog and Gary Cokins of Closing the Intelligence Gap blog to argue the definition of Performance Management and what it might look like…and in all fairness, I need to also share mine:

Performance Management is composed of three distinct disciplines, Strategy Management, Operational Performance Management, and Financial Performance Management. It is a systematic and standardized management and communication process to proactively enhance performance gaps.

  • Strategy Management – to set direction, foster alignment, and communicate priorities
  • Operational Performance Management – where we execute our goals and objectives by creating customer value along with our core processes.  This is also the most widely defined as each industry handles this somewhat differently, but how we manage it should be integrated with a common process.
  • Financial Performance Management – to provide insight into what resources we have and how best to use through monitoring and reporting upon the budget.

In addition to this we need to use within the same system our enabling support structure.  This includes managing technology, culture, people, etc.  Each element needs to be improved upon based upon strategic need, thus helping to eliminate personal politics and squeaky wheels.  Below is my Performance Management framework.

PM Framework Master

Gary makes a great point that most people create a framework that is intentionally incomplete to enhance their offerings (and I completely agree).   I built the above framework with the goal of a complete framework.  It is not perfect, but I feel provides a strong starting point to assess our process improvement gaps.

In the end, management is just a process, albeit a very important one.  It needs to be enhanced and improved to leverage the most of the management talent.

Performance Management Defined (PM Series)

10 09 2009

One  item plaguing Performance Management is that the concept has no real meaning that is both commonly understood and concisely stated.  To some, Performance Management is financial, to others it is software, and to some just a phrase they like to use. To shed a little light on this, I thought I would ask fellow bloggers, Jonathan Becher and Gary Cokins to debate the various definitions.

  • How would each of you define Performance Management and what does it mean when it is successfully implemented?

You both write specific blogs about the definition of Performance Management (Becher/Cokins) and have been examing the idea for some time.  Have your opinions changed on its definition?  What have you seen the market do over the last few years that you agree with or perhaps disagree with?  Jonathan, you do a nice job providing an indicator of the level of maturity that Performance Management in that a Yahoo search resulted in 14 million hits while the well understood concept of Customer Relationship Management returns 15 million hits.  Clearly, Performance Management is now mainstream, but does it really have a buying agenda like Customer Relationship Management?  Or are people just buying parts and using the popularity of the term to elevate the project?  And even so, does it matter?