Manage Business Performance

Manage Business Performance

Purpose:

<?>

Objective:

Maintain business objectives based on understanding business strategies and actual performance results.

Description:

Organizational performance data, characterized by process performance baselines, are used to evaluate whether business objectives are realistic and aligned with business strategies. After senior management has revised and prioritized business objectives, quality and process performance objectives may need to be created or maintained and re-communicated.

Inputs:

<?>

Outputs:

<?>

Controls:

<?>

Task Instructions:

Maintain Business Objectives

    1. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for evaluating business objectives periodically to ensure they are aligned with business strategies.
    2. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for comparing business objectives with actual process performance results to ensure they are realistic.
    3. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for prioritizing business objectives based on documented criteria, such as the ability to win new business, retain existing clients, or accomplish other key business strategies.
    4. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for maintaining quality and process performance objectives to address changes in business objectives.
    5. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for revising process performance measures to align with quality and process performance objectives.

Analyze Process Performance Data

    1. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for periodically comparing quality and process performance objectives to current process performance baselines to evaluate the ability of the organization to meet its business objectives.
    2. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for identifying shortfalls where the actual process performance is not satisfying the business objectives.
    3. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for identifying and analyzing risks associated with not meeting business objectives.
    4. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for reporting results of the process performance and risk analyses to organizational leadership.

Identify Potential Areas for Improvement

    1. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for identifying potential improvement areas based on the analysis of the process performance shortfalls.
    2. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for documenting the rationale for the potential improvement areas, including references to applicable business objectives and process performance data.
    3. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for documenting anticipated costs and benefits associated with addressing potential improvement areas.
    4. Using the <?>, [the PMO VP/Director] with support from <?> is responsible for communicating the set of potential improvement areas for further evaluation, prioritization, and use.