Contents
CHAPTER 1 DESIGNING PERFORMANCE-BASED STRATEGIC PLANNING SYSTEMS
CHAPTER 2 DESIGNING PERFORMANCE MANAGEMENT AND MEASUREMENT SYSTEMS
Establishing a Performance Management Framework
Looking Outside the Organization
What Constitutes a Good Metric?
Examples of Performance Measures
Project/Process Measurement Questions
Organizational Measurement Questions
CHAPTER 4 ESTABLISHING A SOFTWARE MEASUREMENT PROGRAM
Resources, Products, Processes
Direct and Indirect Software Measurement
Use a Software Process Improvement Model
Organization Software Measurement
Software Engineering Institute Capability Maturity Model
Identify a Goal-Question-Metric (GQM) Structure
Develop a Software Measurement Plan
Example Measurement Plan Standard
CHAPTER 5 DESIGNING PEOPLE IMPROVEMENT SYSTEMS
CHAPTER 6 KNOWLEDGE AND SOCIAL ENTERPRISING PERFORMANCE MEASUREMENT AND MANAGEMENT
Using Balanced Scorecards to Manage Knowledge-Based Social Enterprising
Adopting the Balanced Scorecard
Attributes of Successful Project Management Measurement Systems
Measuring Project Portfolio Management
Project Management Process Maturity Model (PM)2 and Collaboration
CHAPTER 7 DESIGNING PERFORMANCE-BASED RISK MANAGEMENT SYSTEMS
CHAPTER 8 DESIGNING PROCESS CONTROL AND IMPROVEMENT SYSTEMS
Getting to Process Improvements
Step 1: Inventory, Assess, and Benchmark Internal Functions and Services
Step 2: Identify Potential Shared Services Providers
Step 3: Compare Internal Services versus Shared Services Providers
Step 4: Make the Investment Decision
Step 5: Determine Funding Approach
Step 6: Establish Service-Level Agreements
Step 7: Postdeployment Operations and Management
Implementing CM in the Organization
CHAPTER 9 DESIGNING AND MEASURING THE IT PRODUCT STRATEGY
CHAPTER 10 DESIGNING CUSTOMER VALUE SYSTEMS
Customer Intimacy and Operational Excellence
Using Force Field Analysis to Listen to Customers