Strategic Management Information Components
Another view of this same model is shown below
| Dependency (container to component) Sequence | Per Organization, Function, Program, and Project | Description |
| 1 | Mission | From a "customer" perspective, state and describe the minimum acceptable productive capability required to satisfy defined "customer" requirements. |
| 2 | Vision | From a customer perspective, envision, state, and describe the capability needed to exceed "customer" expectations. |
| 3 | Goals | Goal Categories:
Goal Criteria. Is the goal:
|
Value Chain Key Stakeholders
- Enterprise Leadership (Gather Internal Awareness)
- Enterprise Product(s)
- Enterprise Process(s)
- Enterprise Structure(s)
- Enterprise Culture(s)
- Enterprise Constituencies
- Customer (Clients, Accounts, End-Users, etc.)
- Supplier
- Partner
- Authority
- Public
The following Performance Measure Specification templates provide the structure for identifying performance measurement requirements and provides the foundation for generating operational metrics for CFI processes. These templates correspond to the recent DoD IT Management and Investment Guidance, issued to address DoD implementation of the Information Technology Management Reform Act, and incorporate elements from the Practical Software Measurement Guide.
| Goal Statements | |
| Goal Name/Identifier | |
| Goal Identifier | |
| Goal Criteria. Is the goal (Rate 10 for good fit, 0 for no fit) | |
| Relevant to the mission and vision | |
| Appropriate to the organization, function, program, or project | |
| Measurable continuously or periodically over time, at a reasonable cost | |
| Controllable and responsive to adjustment due to environmental changes | |
| Singular in its focus (not several goals in one) | |
| Assignable to an individual or role | |
| Sustainable over time | |
| Inclusive language so that goal statement drives towards the desired behavior | |
| Quantifiable enough to at least identify a success performance measure ranging from minimally acceptable, to satisfactory, to exceeding expectations (units of measure, time frame) |
| 4 | Performance Measures | Level of service which show
when and to what degree the goal is achieved or progress is made. Use Performance Measure
Template.
|
Performance Measure Performance Measure ID Measure Name Who Performs the Work? Who Measures the Work? How is Goal success indicated, primarily from a customer’s viewpoint (outcome)? Who Sees the Results? Supported Goal, Organization(s), and Strategy(s) Supported Goal ID Participating Organization IDs Supporting Strategy IDs Identifying Performance Specifications Definition How Validated Type of Measure (Raw Measurement, Calculated) Units of Measure Target Measure Measured By ID (Who Measures) Target Value Tracking Historical and Target Goal Performance Value by Measurement Cycle Measurement Cycle Start Date (S) S Value S+1 Value S+2 Value S+3 Value S+4 Value S+5 Value S+n Value Supplemental Data Category (Product, Progress, or Process Measure) Purpose of Measure Potential Use of Measure Source(s) of Measure User(s) of Measure Collection Method Measure Representation Data Algorithm Definition of Variables Interpretation Sample Representation (Graph, etc.) Measure Contact Information Name Internet Address Phone Fax
| 5 | Strategies | Work Plan and Controls
|
| 5.1 | Baseline Operations Analysis |
|
| 5.1.1 | Products/Services | Results of current process (products and byproducts) |
| 5.1.2 | Activities/Systems | Process model refinement |
| 5.1.3 | Costs/Benefits | Process assessment |
| 5.2 | Initiatives |
|
| 5.2.1 | Investment Cost | Projected cost of improvement |
| 5.2.2 | Performance Impact | Projected impact on service levels and supported goal(s) |
| 5.2.3 | Operations Cost Impacts | Projected impact on cost of operations. |
| 5.3 | Annual Plans |
|
| 6 | Actual Performance |
|
This diagram illustrates the technology aspects that are brought into consideration once a process and its information and data requirements have been defined. These strategy-based process information and data requirements are the basis for the information architecture and infrastructure requirements of the organization, function, program, or project. This also illustrates the dependency of a mission and its processes on appropriate infrastructure.
One of the greatest artificial constraints on strategic management is that the people operating at the higher levels of the model often do not understand what is possible (or not possible) at the lower levels of the model. For example, it is a frequent situation that the goals, processes, etc., of an organization are based on outdated ideas about what technology can provide.
This diagram illustrates the structure of information and information systems required for mission accomplishment in a typical organization, function, program, or project.
Note the direct linkage between a measurement mechanism and a management mechanism. Measuring what you produce, and what resources are applied, requires that you design processes and build systems to enable that measurement.
This diagram illustrates the dependencies between process improvement, transactional interactions, analytical interactions, and management decision making. While management decisions can be made from the data contained in transactional systems, a more informed decision can be made with an analytical system, especially if transactional history is a factor. Transactional and analytical systems generally use the same types of technology, but in different ways, from different viewpoints.