The quantitative performance objectives required to achieve organizational business objectives are defined.
- The organization’s business objectives are analyzed to identify the quantitative performance objectives required to achieve them.
- The organization’s quantitative performance objectives are decomposed when it is necessary to allocate them to units, workgroups, workforce competencies, or other organizational entities revised, when necessitated by business strategy or conditions; and communicated to units.
- Feedback is obtained from units on their ability to translate organizational performance objectives into measurable unit performance objectives.
- Methods for establishing more effective quantitative performance objectives are improved using feedback from units.
Each unit establishes measurable performance objectives whose achievement most contributes to organizational business objectives.
- Units define their measurable performance objectives based on business objectives established by the organization.
- Units identify the business activities most critical to the achievement of their measurable performance objectives and establish methods for measuring the performance and effectiveness of these activities.
- The unit reaches consensus with individuals and workgroups about methods for measuring the performance and effectiveness of critical business activities allocated to them.
Individuals and workgroups establish measurable performance objectives for competency-based processes that most contribute to their achieving unit performance objectives.
Individuals and workgroups plan their committed work using process performance baselines for competency-based processes.
Individuals and workgroups define quantitative methods for managing the competency-based processes that most contribute to achieving their performance objectives.
- A quantitative performance management strategy is developed for each competency-based process selected for quantitative management.
- Measures of competency-based processes are defined and agreed to.
- Procedures for analyzing data on competency-based processes are defined.
- The quantitative performance management strategy is reviewed and agreed to by all individuals or groups affected by it, reviewed and approved by unit management, and periodically reviewed to ensure its consistency with performance objectives and revised, as necessary, to improve the value of the analyses
Individuals and workgroups quantitatively manage the performance of the competency-based processes that most contribute to achieving their performance objectives.
- Quantitative performance management activities are conducted according to the quantitative performance management strategies.
- The performance of competency-based processes by individuals or workgroups is measured and analyzed for use in such activities as tracking progress, predicting outcomes, assessing risks, making decisions, or identifying needed actions.
- The capabilities of competency-based processes that most contribute to achieving performance objectives are computed using parameters from organizational process performance baselines, where appropriate, compared to organizational process performance baselines, and recomputed for use by individuals and workgroups when their capability levels differ significantly from organizational baselines.
- The capabilities of competency-based processes that most contribute to achieving performance objectives are brought under quantitative control.
- Individuals, workgroups, and management base decisions on performance data.
- Results of data collection and analyses are reviewed to determine if corrective actions need to be taken in the quantitative performance management strategy.
Individuals or workgroups take corrective actions when the performance of their competency-based processes differs from the quantitative results required to achieve their performance objectives.
- The results of quantitative management activities are evaluated for their implications regarding achievement of measurable individual and workgroup performance objectives.
- The performance of competency-based processes is analyzed to identify factors that cause their results to deviate from measurable performance objectives.
- Individuals or workgroups take corrective actions to align the performance of competency-based processes with measurable performance objectives.
- When the performance of competency-based processes has been aligned with measurable performance objectives, individuals and workgroups continue to monitor performance results according to the quantitative
performance management strategy, manage the performance of competency-based processes to ensure they exhibit stable or predictable performance, manage the effects of assignable causes or other factors that inhibit competency-based processes from maintaining the level of capability they have established in their current use, and take additional corrective actions, as needed, to maintain the alignment of process performance results with measurable performance objectives.
Quantitative records of individual and workgroup performance are retained.
- Individuals and workgroups retain data on their performance of competency-based processes for their future use in estimating, planning, and managing their performance.
- Performance data that are appropriate for characterizing the capability of competency-based processes are submitted for use in organizational capability analyses.
- Information regarding needed improvements in the capability of competency-based processes is communicated to those responsible for continuous improvement activities in each competency community.
- Privacy and security are established for quantitative performance management data and information at the individual, workgroup, and organizational levels.
Where appropriate, quantitative performance results are used in performing workforce practices and activities.