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Business Transformation Modeling & Simulation Mission Metrics Translated to Enterprise Objectives

TAPE's Performance Metrics Overview

Performance Measurement is the design, implementation, and use of quantifiable indicators to judge success. We have proven expertise in all aspects of performance measurement. Using a balanced scorecard, we can help your organization measure its success in meeting its goals. In addition, our four-phase performance measurement approach helps you use these measures to run your business.

Why Should You Measure Performance?

First of all, it's the law in Government organizations. The Government Performance and Results Act of 1993 (GPRA) legally requires most Federal agencies to develop and submit three documents:·

• Strategic Plans stating the mission and measurable outcomes, i.e., long range goals ·
• Annual Performance Plans with metrics to quantify goals vis-à-vis strategic goals
• Annual Performance Reports to measure progress towards those goals

Second, it's the right way to reach your goals. Managers want to achieve what they set out to accomplish. However, it's hard to measure the progress you've made in reaching those goals. If you can't measure an activity, you can't control it. And, if you can't control an activity, you can't manage it.

TAPE's Approach to Performance Management

We partner with clients to address all aspects of designing and implementing a performance management strategy. Our client successes include the Agriculture Department, the Navy Office of the Chief of Naval Operations, and others. With Internet-based technology at the center of many of our efforts, We follow a four-phase approach:

1. Defining the Performance Measurements

• Define what should be measured,
  • determine what must be measured, and
  • decide what can be measured
• Define a baseline set of ideal measures
• Document a Battery of Measures
• Comply with the GPRA

2. Creating the Framework

• Determine overall objectives
• Evaluate strategic plans
• Verify Balanced Scorecard quadrants

3. Establishing Standards & Guidelines

• Ensure relevancy, validity, and feasibility
• Ensure consistent data collection methods, common data element definition, and common use of information systems
• Complete a measurement specification for each measure
• Document data sources, procedures, roles, and responsibilities

4. Managing Performance

• Use measures to manage your business
• ERoll measurements out to every level of the organization
• Make measurement meaningful and relevant to employees in their daily work-lives
• Link measurement to appraisals and compensation
• Deliver data to decision makers when they need it

Using the planning process to plot the most direct route to success.

Planning should be a creative process that allows management to articulate a vision of where it wants the agency to be, then developing the most effective plans for reaching those goals. The TAPE planning approach utilizes data from the central database to enable managers to quickly model and assess the impact of alternative scenarios.

With TAPE's planning solutions, you can:

• Forecast using actual data for more accurate planning and budgeting
• Use "Goal-seeking" to work backwards to the numbers that reach your goal
• Use "What-if" Analysis to test alternative budgeting scenarios
• Perform specialized analysis and views without affecting the core data
• Create multiple views showing different business perspectives

	E-Gov Act & Clinger-Cohen Act	GPRA	Balanced Scorecard	Baldrige Quality Criteria	Six Sigma
Mission & Business Results		GPRA states "...plans shall contains general goals and objectives, including outcome-related goals & objectives..."		Includes a Business Results focus
Customer Results	E-Gov Act states " areas of performance measurement to be considered include customer service, agency productivity..."		Includes a Customer perspective	Includes a Customer & Market focus
Process & Activities		GPRA states "...plans shall contain a description of how the goals & objectives are to be achieved, including a description of the operational processes, skills and technology, and the human, capital, information, and other resources required ..."	Includes a Business Process perspective	Includes a Process Management focus	Focuses on improving business processes through quality & error reduction
Human Capital				Includes a Human Resource focus
Technology	Clinger-Cohen Act states "performance measurements measure how well the information technology supports programs ..."
Other Fixed Assets

Success Stories

Service Level Agreement Metrics FBI OCIO Project Performance System Agriculture - RD	Mission Performance Planning FAA NAS Enterprise Performance Navy N81 Budget Optimization
Mission Performance Metrics Navy AIT PMO Agriculture - RD FAA NAS Enterprise Performance   Navy SPAWAR Charleston FBI OCIO Project Performance System