Version 1.0 This class has been created to support relationship between FEA and business drivers such as best practices and legislative requirements. The PRM is driven by a legislative framework for IT performance consisting of the E-Government Act of 2002, the Clinger-Cohen Act of 1996, and the Government Performance and Results Act of 1993. The PRM also leverages the best of existing approaches to performance measurement in the public and private sectors, including the Balanced Scorecard, Baldrige Criteria, Value Measurement Methodology, program logic models, the value chain, and the theory of constraints. In addition, the draft PRM was informed by what agencies are currently measuring through GPRA, Enterprise Architecture, IT Capital Planning and Investment Control, and PART assessment findings. volume 1, p.11 Business Driver Process and Activities Measurement Indicator A root class of the Permormance Reference model Performance Concept 0 Process and Activity Performance Security and Privacy The extent to which security is improved and privacy addressed. vol. 1, p. 16. 1993-02-05 Plan and report how resources are used to achieve outputs and outcomes. GPRA states âÂÂ⦠plans shall contain general goals and objectives, including outcomerelated goals and objectives â¦âÂ? GPRA states â â¦ plan shall contain a description of how the goals and objectives are to be achieved, including a description of the operational processes, skills and technology, and the human, capital, information, and other resources required â¦âÂ? Government Performance and Results Act of 1993 (GPRA) The Customer Results Measurement Area of the PRM is intended to capture how well an agency or specific process within an agency is serving its customersâÂÂand ultimately citizens. This is a critical aspect of successful E-Government. However, the diverse nature of federal programs means that there are many customers spanning the citizen, business, other government, and internal categories. Further, the nature of these relationships varies immensely. Some customers receive direct government services, such as veterans receiving health care from the Veterans Health Administration. Other âÂÂcustomersâÂ? are those subject to regulatory activities, such as large businesses conforming to safety regulations administered by the Occupational Safety and Health Administration. This is why the PRM allows agencies to operationalize the Measurement Indicator that appropriately reflects their desired relationship with their customers. Importantly, the citizen is generally considered to be the ultimate âÂÂcustomerâÂ? of government activities regardless of the nature of the customer relationship. The Customer Results Measurement Indicator captured in this Measurement Area will be associated with the most external customer of the process or activity the IT initiative supports (e.g. citizens, businesses, or other governments). Not all Customer Results are meaningful or even distinct for every IT initiative. For example, for IT initiatives that support processes with federal employees as their customers, âÂÂcustomerâÂ? satisfaction and âÂÂIT userâÂ? satisfaction may in fact be the same. Whatever the specific circumstances, the purpose of the Customer Results Measurement Area is to identify the customer relationship and articulate how it can be measured over time. Collaborate and develop consistent IT performance measures. E-Gov Act states âÂÂareas of performance measurement to be considered include customer service, agency productivity â¦â E-Government Act of 2002 2002-09-30 Customer Results Measurement Area Balanced Scorecard Includes a Customer perspective and Business Prospective The Mission and Business Results Measurement Area of the PRM is intended to capture the outcomes that agencies seek to achieve. Mission and Business Results Measurement Area Includes a Business Results focus. Includes a Customer and Market Focus. Includes a Process Management focus. Includes a Human Resource focus. Baldrige Quality Criteria Human Capital Measurement Area Not used in FY2005 The Technology Measurement Area is designed to capture key elements of performance that directly relate to the IT initiative. An IT initiative generally can include applications, infrastructure, or services provided in support of a process or program. While these IT-specific aspects of performance (e.g. percent system availability) are important, they alone do not truly assess the value of an IT initiative to overall performance. This is why the Technology Measurement Area is far more relevant when used with other Measurement Areas to get a full and accurate picture of overall performance.<br><br> As with all other Measurement Areas, the Technology Measurement Categories and Generic Measurement Indicators are not an exhaustive list. Agencies may and should have many more Technology measures they use as part of their IT Capital Planning and Investment Control (ITCPIC) and Systems Development Lifecycle processes. However, this Measurement Area includes aspects of IT performance that (1) may be insightful to decision-makers and (2) best articulate the extent to which an IT initiative is contributing to improved process performance and by extension improved mission and customer results. Make technology investment decisions based on contribution to program performance. Clinger-Cohen Act states âÂÂperformance measurements measure how well the information technology supports programs â¦âÂ? Clinger-Cohen Act 1996-09-30 Technology Measurement Area Other Fixed Assets Measurement Area Not used in FY2005 Financial Achieving financial measures, direct and indirect total and per unit costs of producing products and services, and costs saved or avoided. vol. 1, p. 16 Management and Innovation Management policies and procedures, compliance with applicable requirements, capabilities in risk mitigation, knowledge management, and continuous improvement. vol. 1, p. 16. Management policies and procedures, compliance with applicable requirements, capabilities in risk mitigation, knowledge management, and continuous improvement. The Processes and Activities Measurement Area is intended to capture the outputs that are the direct result of the process that an IT initiative supports. These outputs are much more under the control of federal programs and generally contribute to or influence outcomes that are Mission and Business Results and Customer Results. This Measurement Area also captures key aspects of processes or activities that need to be monitored and/or improved. Quality Error rates and complaints related to products or service. vol. 1, p. 16 Productivity and Efficiency The amount of work accomplished per relevant units of time and resources applied. vol. 1, p. 16 Processes and Activities Measurement Area The time required to produce products or services. vol. 1, p. 16 Cycle Time and Timeliness Focuses on improving business processes through quality and error reduction Six Sigma Security and Privacy FEA Reference Model Ontology (FEA-RMO) and Model Driven Service Patterns, foil 9. Customer Results Operationalized Measurement Indicator Time to respond to customer inquiries and requests and time to deliver products or services. vol. 1, p. 15. Timeliness and Responsiveness Timeliness and Responsiveness Process and Activities Operationalized Measurement Indicator Other Fixed Assets Measurement Category Line of Business Operationalized Measurement Indicator Customer Results Generic Measurement Indicator Financial System or application capacity, availability to users, and system or application failures. vol. 1, p. 12 Reliability & Availability Reliability and Availability Customer Results Performance Services for Citizens Measurement Technology Measurement Category Generic Measurement Indicator Grouping The Generic Measurement Indicator Groupings, and the Measurement Categories they go with (prm:isMeasurementIndicatorOf) come from PRM vol. 1, appx. B. Customer Results Measurement Category Groupings within each Measurement Area that describe the attribute or characteristic to be measured. For example, the Mission and Business Results Measurement Area includes three Measurement Categories: Services for Citizens, Support Delivery of Services, and Management of Government Resources. Measurement Category Service Qualtiy Quality from the customerâÂÂs perspective and accuracy of responses to customer inquiries. vol. 1, p. 15 Service Quality The PRM provides examples, but will be populated by agenciesâ use of the PRM over time. Agencies do this by âÂÂoperationalizingâÂ? the generic PRM Measurement Indicators to their own environment. IT initiatives must identify at least one indicator for each of the measurement areas specified in the PRM. Do not include terms like âÂÂincreasedâÂ? or âÂÂimprovedâÂ? in the measure. The measure is a neutral indicator of investment impact; the goals and targets should reflect the desired change in the measure, and the change in the results should demonstrate performance. Multiple indicators can be used to refer back to the same goal in the Agency Strategic Plan, Annual Performance Plan, and/or the Annual Performance Report. Utilize the measures presented by the agency in the PART measures as Measurement Indicators wherever possible and appropriate. FY2006 FEA Additional Instructions, p 16 Operationalized Measurement Indicator The generic indicators, for example delivery time, that agencies then âÂÂoperationalizeâÂ? for their specific environment. Importantly, the Generic Measurement Indicators included in the PRM are merely starting points for agencies. In their FY 2005 Exhibit 300s, agencies âÂÂoperationalizeâÂ? the four Generic Measurement Indicators they propose to use for each major IT initiative classified as DME. Agencies are free to tailor these operationalized Measurement Indicators so that they fit the agencyâÂÂs specific environment and the IT initiativeâÂÂs specific goals. As agencies use the PRM over time, these Operationalized Measurement Indicators will evolve and comprise the actual and most useful contents of the PRM. The development of these will be more difficult in some cases than in others and the links between inputs and outcomes will not always be easy to define. For IT initiatives that support programs that have been subject to the PART, a useful starting point would be to use the PART key performance measures. Measurement Indicator Customer Benefit Customer satisfaction levels and tangible impacts to customers as a result of the products or services provided. vol. 1, p. 15. Customer Benefit MA The high-level organizing framework of the PRM that captures aspects of performance at the input, output, and outcome levels. The PRM includes six measurement areas: Mission and Business Results, Customer Results, Processes and Activities, Human Capital, Technology, and Other Fixed Assets. Human Capital and Other Fixed Assets will not be used in FY 2005 budget formulation. Measurement Area Act Process and Activities Measurement Category Human Capital Measurement Category Support Delivery of Services Measurement Technology Operationalized Measurement Indicator Technology Generic Measurement Indicator Line of Business Measurement Category Management of Government Resources Measurement Efficiency System or application performance in terms of response time, interoperability, user accessibility, and improvement in technical capabilities or characteristics. vol 1, p. 12 Efficiency Management and Innovation Technology Performance Quality Cycle Time and Timeliness Effectiveness Extent to which users are satisfied with the relevant application or system, whether it meets user requirements, and its impact on the performance of the process(es) it enables and the customer or mission results to which it contributes. vol. 1, p. 12 Effectiveness Legislative Requirement FEA Reference Model Ontology (FEA-RMO)and Model Driven Service Patterns, foil 10 Input Area Information and Data Data or information sharing, standardization, reliability and quality, and storage capacity. vol. 1, p. 12 Information & Data Productivity and Efficiency Availability of products and services to customers and the extent of selfservice options and automation. vol. 1, p. 15. Service Accessibility Service Accessibility Quality The extent to which technology satisfies functionality or capability requirements or best practices, and complies with standards vol. 1 p. 12 Quality FEA Reference Model Ontology (FEA-RMO)and Model Driven Service Patterns, foil 10 FEA Reference Model Ontology (FEA-RMO) and Model Driven Service Patterns, foil 10 Outcome Area Line of Business Performance Service Coverage The extent to which the desired customer population is being served and customers are using products and services. vol. 1, p. 15 Service Coverage Line of Business Generic Measurement Indicator Best business, technology, process and fiscal practices. For example, balanced scorecard Best Practice Technology-related costs and costs avoided through reducing or eliminating IT redundancies (vol. 1 p. 17) Financial Financial Output Area In addition to the PRM mapping, agencies should provide baseline, planned improvements to the baseline, and actual results where available. FY2006 FEA Additional Instructions, p 14 Use the same indicators for each year that the investment will affect, demonstrating the intended value of the investment over time. âÂÂBaseline,âÂ? âÂÂPlanned Improvement to Baseline,âÂ? and âÂÂActual ResultsâÂ? should contain numerical data showing the status of the indicator at the beginning of the fiscal year, the desired target level, and the indicator at the end of the fiscal year, respectively. IIf there is no data for the measure, indicate in the data field why the data is not yet collected, and explain how the data will be collected over the course of the upcoming fiscal year. FY2006 FEA Additional Instructions, p 16 Performance PRM v1 vol2 Table 2 PRM v1 vol2 Table 2 "A baseline is a âÂÂsnapshotâÂ? of the current state and/or quantifiable point from which to begin an effort and from which change can be measured and documented. Conducting baseline analysis involves setting a reference point from which improvement targets will be set and progress measured. Baseline analysis also includes assessing the current capabilities that are associated with the initiative. This is typically described as an agencyâÂÂs âÂÂstatus quoâÂ? or âÂÂcurrent stateâÂ? environment." PRM 1.0 Vol II, page 13 "Performance targets are quantifiable estimates or expected results bound to a given time period. It is against these targets that performance improvement will be measured." <br><br> PRM 1.0 Vol II, page 13 New Customers and Market Penetration Licensing Costs Accessibility Costs Knowledge Management Response Time Response Time User Requirements Automation Risk Customer Training User Satisfaction Data Standardization/Tagging Customer Satisfaction Security Reliability External Data Sharing Integration Data Storage Overal lCosts Planning Participation ServiceEfficiency Errors Operations and Maintenance Costs Availability Support Costs Privacy Efficiency Data Reliability and Quality IT Composition IT Contribution to Process Customer and/or Mission Customer Complaints Improvement Complaints Delivery Time Customer Retention Innovation and Improvement Customer Impact or Burden Compliance and Deviations Training and User Costs Accuracy ofService or Product Delivered Cycle Time Availability Functionality Compliance Access Financial Management Interoperability Savings and Cost Avoidance Timeliness Load levels Productivity Internal Data Sharing Policies Frequency and Depth