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Organizational Performance Management
Organizational Performance Management
Level 5
Category: Process Management
The purpose of Organizational Performance Management (OPM) is to proactively manage the organization’s performance to meet its business objectives.
SG 1 Manage Business Performance
SP 1.1 Maintain Business Objectives
SP 1.2 Analyze Process Performance Data
SP 1.3 Identify Potential Areas for Improvement
SG 2 Select Improvements
SP 2.1 Elicit Suggested Improvements
SP 2.2 Analyze Suggested Improvements
SP 2.3 Validate Improvements
SP 2.4 Select and Implement Improvements for Deployment
SG 3 Deploy Improvements
SP 3.1 Plan the Deployment
SP 3.2 Manage the Deployment
SP 3.3 Evaluate Improvement Effects
SG 1 Manage Business Performance
SG 1 Manage Business Performance
The organization’s business performance is managed using statistical and other quantitative techniques to understand process performance shortfalls, and to identify areas for process improvement.
SP 1.1 Maintain Business Objectives
SP 1.1 Maintain Business Objectives
Maintain business objectives based on an understanding of business strategies and actual performance results
Maintain business objectives based on an understanding of business strategies and actual performance results
Example Work Products
Example Work Products
Revised business objectives
Revised quality and process performance objectives
Senior management approval of revised business objectives and quality and process performance objectives
Communication of all revised objectives
Updated process performance mea
Subpractices
Subpractices
Evaluate business objectives periodically to ensure they are aligned with business strategies.
Compare business objectives with actual process performance results to ensure they are realistic.
Prioritize business objectives based on documented criteria, such as the ability to win new business, retain existing clients, or accomplish other key business strategies.
Maintain quality and process performance objectives to address changes in business objectives.
Revise process performance measures to align with quality and process performance objectives.
SP 1.2 Analyze Process Performance Data
SP 1.2 Analyze Process Performance Data
Analyze process performance data to determine the organization’s ability to meet identified business objectives.
Analyze process performance data to determine the organization’s ability to meet identified business objectives.
Example Work Products
Example Work Products
Analysis of current capability vs. business objectives
Process performance shortfalls
Risks associated with meeting business objectives
Subpractices
Subpractices
Periodically compare quality and process performance objectives to current process performance baselines to evaluate the ability of the organization to meet its business objectives.
Identify shortfalls where the actual process performance is not satisfying the business objectives.
Identify and analyze risks associated with not meeting business objectives.
Report results of the process performance and risk analyses to organizational leadership.
SP 1.3 Identify Potential Areas for Improvement
SP 1.3 Identify Potential Areas for Improvement
Identify potential areas for improvement that could contribute to meeting business objectives.
Identify potential areas for improvement that could contribute to meeting business objectives.
Example Work Products
Example Work Products
Potential areas for improvement
Subpractices
Subpractices
Identify potential improvement areas based on the analysis of process performance shortfalls.
Document the rationale for the potential improvement areas, including references to applicable business objectives and process performance data.
Document anticipated costs and benefits associated with addressing potential improvement areas.
Communicate the set of potential improvement areas for further evaluation, prioritization, and use.
SG 2 Select Improvements
SG 2 Select Improvements
Improvements are proactively identified, evaluated using statistical and other quantitative techniques, and selected for deployment based on their contribution to meeting quality and process performance objectives.
SP 2.1 Elicit Suggested Improvements
SP 2.1 Elicit Suggested Improvements
Elicit and categorize suggested improvements.
Elicit and categorize suggested improvements.
Example Work Products
Example Work Products
Suggested incremental improvements
Suggested innovative improvements
Subpractices
Subpractices
Elicit suggested improvements.
Identify suggested improvements as incremental or innovative.
Investigate innovative improvements that may improve the organization's processes and technologies.
SP 2.2 Analyze Suggested Improvements
SP 2.2 Analyze Suggested Improvements
Analyze suggested improvements for their possible impact on achieving the organization’s quality and process performance objectives.
Analyze suggested improvements for their possible impact on achieving the organization’s quality and process performance objectives.
Example Work Products
Example Work Products
Suggested improvement proposals
Selected improvements to be validated
Subpractices
Subpractices
Analyze the costs and benefits of suggested improvements.
Identify potential barriers and risks to deploying each suggested improvement.
Estimate the cost, effort, and schedule required for implementing, verifying, and deploying each suggested improvement.
Select suggested improvements for validation and possible implementation and deployment based on the evaluations.
Document the evaluation results of each selected improvement suggestion in an improvement proposal.
Determine the detailed changes needed to implement the improvement and document them in the improvement proposal.
Determine the validation method that will be used before broad-scale deployment of the change and document it in the improvement proposal.
Document results of the selection process.
SP 2.3 Validate Improvements
SP 2.3 Validate Improvements
Validate selected improvements.
Validate selected improvements.
Example Work Products
Example Work Products
Validation plans
Validation evaluation reports
Documented lessons learned from validation
Subpractices
Subpractices
Plan the validation.
Review and get relevant stakeholder agreement on validation plans.
Consult with and assist those who perform the validation.
Create a trial implementation, in accordance with the validation plan, for selected improvements to be piloted.
Perform each validation in an environment that is similar to the environment present in a broad scale deployment.
Track validation against validation plans.
Review and document the results of validation.
SP 2.4 Select and Implement Improvements for Deployment
SP 2.4 Select and Implement Improvements for Deployment
Select and implement improvements for deployment throughout the organization based on an evaluation of costs, benefits, and other factors.
Select and implement improvements for deployment throughout the organization based on an evaluation of costs, benefits, and other factors.
Example Work Products
Example Work Products
Improvements selected for deployment
Updated process documentation and training
Subpractices
Subpractices
Prioritize improvements for deployment.
Select improvements to be deployed.
Determine how to deploy each improvement.
Document results of the selection process.
Review any changes needed to implement the improvements.
Update the organizational process assets.
SG 3 Deploy Improvements
SG 3 Deploy Improvements
Measurable improvements to the organization’s processes and technologies are deployed and evaluated using statistical and other quantitative techniques.
Measurable improvements to the organization’s processes and technologies are deployed and evaluated using statistical and other quantitative techniques.
SP 3.1 Plan the Deployment
SP 3.1 Plan the Deployment
Establish and maintain plans for deploying selected improvements.
Establish and maintain plans for deploying selected improvements.
Example Work Products
Example Work Products
Deployment plans for selected improvements
Subpractices
Subpractices
Determine how each improvement should be adjusted for deployment.
Identify strategies that address the potential barriers to deploying each improvement that were defined in the improvement proposals.
Identify the target work activities for deployment of the improvement.
Establish measures and objectives for determining the value of each improvement with respect to the organization’s quality and process performance objectives.
Document the plans for deploying selected improvements.
Review and get agreement with relevant stakeholders on the plans for deploying selected improvements.
Revise the plans for deploying selected improvements as necessary.
SP 3.2 Management the Deployment
SP 3.2 Management the Deployment
Manage the deployment of selected improvements.
Manage the deployment of selected improvements.
Example Work Products
Example Work Products
Updated training materials (to reflect deployed improvements)
Documented results of improvement deployment activities
Revised improvement measures, objectives, priorities, and deployment plans
Subpractices
Subpractices
Monitor the deployment of improvements using deployment plans.
Coordinate the deployment of improvements across the organization.
Deploy improvements in a controlled and disciplined manner.
Coordinate the deployment of improvements into the defined processes for the work as appropriate.
Provide consulting as appropriate to support deployment of improvements.
Provide updated training materials or develop communication packages to reflect improvements to organizational process assets.
Confirm that the deployment of all improvements is completed in accordance with the deployment plan.
Document and review results of improvement deployment.
SP 3.3 Evaluate Improvement Effects
SP 3.3 Evaluate Improvement Effects
Evaluate the effects of deployed improvements on quality and process performance using statistical and other quantitative techniques.
Evaluate the effects of deployed improvements on quality and process performance using statistical and other quantitative techniques.
Example Work Products
Example Work Products
Documented measures of the effects resulting from deployed improvements
Subpractices
Subpractices
Measure the results of each improvement as implemented on the target work activities, using the measures defined in the deployment plans.
Measure and analyze progress toward achieving the organization’s quality and process performance objectives using statistical and other quantitative techniques and take corrective action as needed.
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