Project Performance Management Model
Project Management is a well-recognized discipline with many strategies and best practices to control scope, manage resources, and control progress. But today’s challenges require strategies that go beyond the basics and address key constraints to better performance. RedLearning’s model for Project Performance Management (PPM) recognizes these issues and provides a framework for analyzing project management needs, developing effective strategies, and driving better performance across all project activities.
RedLearning’s model for PPM is unique in its view of design and build activities. It explicitly acknowledges critical interdependencies between processes that limit individual performance. And, it recognizes the need for organizations to effectively coordinate all of their assets, financial, human, and information, and fully enable all of their external stakeholders. Most importantly, RedLearning’s PPM model is firmly grounded in the extensive research we have done in Asset Lifecycle Management (ALM), which helps organizations balance PPM goals with other critical ALM objectives.
Until recently, performance management has been associated with the human resources discipline focusing on individuals (Center for Business Performance, 2001). However, over the last two decades, it has been more prevalent that the idea in the organizational context, performance management is applied at three levels: strategic, operational, and individual (Acumen Integrat, 2012). In addition, it covers methodologies, metrics, processes, software tools, and systems that are responsible for managing performance in the organization (Cokins, 2004).