The purpose of this book is to help you put already-existing performance criteria in a context of your organizational system and assist you in using the criteria to assess problems in your organization. More importantly, this book will help you in designing systemic solutions to the systemic problems you have identified with easy-to-use samples and questions that draw out key areas where the organization needs to improve. Most organizations are not lacking in information; what is most often lacking is a framework that leaders can use to organize and make sense of the information they have. The authors provide such a framework through OPS. They will also help readers engage in “backwards thinking” to identify—and fix—real-world problems with practical solutions. This book is not an “answer book” in the sense that we present a series of common problems and the accompanying answers. To be sure, many such books exist—such as 101 Ideas for (fill in the blank). Most of these answers are based on someone’s recollection of what they did to solve a problem. The results of the solution, measureable gains, are seldom if ever reported. This book provides a system for discovering your own problems, developing solutions, evaluating success, and gathering information that will help to improve solutions should they fail on the first attempt. It is based upon more than 30 years of research within the discipline of human performance improvement.

If you are in search of real-world practical scenarios of IT performance management practices, with a desire to obtain examples of strategic directives, accountabilities, outcomes, and performance measures for managing IT services, with an interest toward how performance management integrates with strategic and operational management, then Integrat

The '2005 Annual Report on Operation Evaluation' examines the use of information by World Bank managers to improve development results and enhance the effectiveness of the Bank at the country level. It suggests that greater attention is needed to measure and manage development results at the country level. This will require strengthening countries' performance measurement capacity. The Bank is making progress in strengthening the results focus of its monitoring and evaluation, but more attention is needed to improve performance measurement and tracking progress.

"The objective of this research was to undertake a comprehensive and systematic examination of the way agencies should be organized to successfully execute operations programs that improve travel time reliability. The following types of questions were examined at the outset of this research: How does operations fit into a transportation agency's overall program? What changes can be made in agency culture and training to promote operations? Which local and regional public agencies and private-sector organizations are essential to the various aspects of operations? Are there emerging technologies, systems, or organizational structures that can be used to advance intra-agency and interagency communications and therefore operations? The research addressed a large number of topics concerning organizational and institutional approaches that could enhance highway operations and travel time reliability. The most fruitful investigation was identification of the Capability Maturity Model, used extensively in the information technology field for organizational self-assessment and continuous improvement of quality and reliability. The researchers recognized that a version of the Capability Maturity Model could be developed and applied to highway operations and in turn travel time reliability. Elements defining different levels of maturity include culture/leadership, organization and staffing, resource allocation, and partnerships."--Publisher's description.

The National Roundtable on Health Care Quality was established in 1995 by the Institute of Medicine. The Roundtable consists of experts formally appointed through procedures of the National Research Council (NRC) who represent both public and private-sector perspectives and appropriate areas of substantive expertise (not organizations). From the public sector, heads of appropriate Federal agencies serve. It offers a unique, nonadversarial environment to explore ongoing rapid changes in the medical marketplace and the implications of these changes for the quality of health and health care in this nation. The Roundtable has a liaison panel focused on quality of care in managed care organizations. The Roundtable convenes nationally prominent representatives of the private and public sector (regional, state and federal), academia, patients, and the health media to analyze unfolding issues concerning quality, to hold workshops and commission papers on significant topics, and when appropriate, to produce periodic statements for the nation on quality of care matters. By providing a structured opportunity for regular communication and interaction, the Roundtable fosters candid discussion among individuals who represent various sides of a given issue.