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Between March and May 2009, Business Application Research Center (BARC) an unbiased market analyst based in Germany, conducted a study regarding the maturity of organisational Performance Management processes. The study had 553 respondents from around the world, across a wide range industries, countries and organizations.
In my previous update, I discussed the concept of taxonomy and outlined the structure of a Performance Management taxonomy. A subset of Performance Management is Performance Measurement and thus a separate taxonomy is required to illustrate its key elements.
The Center for Performance Measurement from the International City-County Management Association (ICMA) published in 2008 the book intitled „What Works: How Local Governments Have Made the Leap from Measurement to Management”.
This resource from ICMA is directed towards helping local public administrations to deal with and improve their performance measurement initiatives, by putting under the reader’s attention no less than 70 case studies featuring successful practices in the field of performance management and measurement, all coming from ICMA members.
Taxonomy is a knowledge management tool used to provide structure to unstructured information. It is about categorizing individual elements into groups, categories or hierarchies based on common elements. The purpose of developing taxonomies is to enable findability and facilitate the identification of patterns. An example of taxonomy is the grouping of organisms in an ordered hierarchy that indicates natural relationships.
Google launched in the autumn of 2009 a new resource page called “Internet Stats” which “brings together the latest industry facts and insights” (Google Internet Stats, 2010).
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