Process performance management - a systematic problem analysis and identification of design principles

2012 ◽  
Vol 2 (3) ◽  
pp. 227 ◽  
Author(s):  
Anne Cleven ◽  
Robert Winter ◽  
Felix Wortmann
Keyword(s):  
Performance Management ◽  
Design Principles ◽  
Problem Analysis ◽  
Process Performance

Evaluation of process performance in companies operating in Slovakia

2018 ◽  
Vol 4 (10) ◽  
pp. 55-63
Author(s):  
Zuzana Papulova
Keyword(s):  
Performance Evaluation ◽  
Performance Management ◽  
Process Improvement ◽  
Process Management ◽  
Business Processes ◽  
Process Approach ◽  
Process Performance ◽  
Organisational Performance ◽  
And Performance ◽  
Measurement And Evaluation

One of the current approaches to performance management is based on examination of organisational performance through measurement and evaluation of the processes. Processes provide an excellent basis for the arrangement of a measurement system and performance management. The application of the process approach in performance management is based on the evaluation of processes rather than on the output results. Based on our research, we bring findings about approaches to process performance evaluation of companies operating in Slovakia. The aim of our research is to assess current approaches for evaluation of process performance in the context of application of process orientation in companies operating in Slovakia. We used questionnaires to collect data. Our sample consists of 137 companies from various sectors, sizes and age to obtain a broader overview. The results show the level of utilisation of process management and approaches to evaluation of process performance towards process improvement. Keywords: Performance measurement, business processes, process performance;

scholarly journals Process Performance Management in Higher Education

10.5772/58680 ◽  
2014 ◽  
Vol 6 ◽  
pp. 11 ◽  
Author(s):  
Vesna Bosilj Vukšić ◽  
Mirjana Pejić Bach ◽  
Katarina Tomičić-Pupek
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Process Performance

scholarly journals THE MANAGEMENT SYSTEM OF BUSINESS PROCESS EFFICIENCY

2017 ◽  
pp. 66-74 ◽  
Author(s):  
Alina Igorevna Lykova
Keyword(s):  
Performance Management ◽  
Business Process ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Process Efficiency ◽  
Process Performance

Business process management and performance management merge with each other as business process management evolves. Efficiency is a characteristic of the system in terms of the ratio of costs and results of its functioning, ability to lead to given results. Efficiency in the concept of process management is the measurement of predefined operational characteristics of the process: qualitative and / or quantitative indicators that characterize the process. The main indicators of process efficiency are the process efficiency indices. In addition, in the theory of performance management key performance indicators are emitted. Although they have much in common (relatively constant, measurable, assess progress, etc.), the main difference between these indicators is that process performance indicators measure operational efficiency, while key performance indicators represent the business objectives that the company wants to achieve at a strategic level. There are different types of the process performance indicators: productivity and effectiveness, temporary, costly, high-quality; early and late. Process performance indicators are assigned to each process to monitor its effectiveness and to correlate the achievement of the process goal and the costs to achieve this goal. The establishment of key performance indicators depends on the organization's strategy and is implemented using methodologies developed and tested in practice, the most popular of which is the Balanced Scorecard. With the purpose of forming a control loop for the efficiency of business processes, the principles of managing the efficiency of processes are singled out: the level of development of performance management directly depends on the level of process maturity of the organization; when analyzing the process, performance indicators are primary, and then productivity; understanding customer motivation when evaluating the process; evolutionary measurement of effectiveness. The performance management framework of business processes consists of planning, execution (which also consists of performance monitoring processes for each selected process), verification and updating.

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