A Standardized Approach to IT Performance


参照モデル(Reference Model)


Information Technology (IT) is one of the greatest potential enablers of government performance.As such, the President’s Management Agenda focuses on “Expanding E-Government”and represents a critical opportunity for agencies to improve performance by leveraging IT.Agencies have shown uneven progress in managing IT in this respect. This is in part because acommon and consistent framework for IT performance measurement did not exist.

In response, the Federal Enterprise Architecture Program Management Office (FEA-PMO) is providingthe Performance Reference Model (PRM). Below are some key facts about the PRM andhow it is being applied during the FY 2005 budget formulation process.

  • The PRM is a standardized framework to measure the performance of major IT initiatives and their contribution to program performance;
  • Agencies can "operationalize" the PRM for their specific environment and IT initiatives;
  • How agencies "operationalize" the PRM will define the actual contents of the model;
  • The PRM can be used by agency-specific IT initiatives and by cross-agensy IT initiatives;
  • The PRM does not create new management processes, but rather reinforces and informs thors that exist, including the strategic planning process, Program Assessment Rating Tool(PART), and IT budget process;
  • Agencies will be required to use the PRM in their FY 2005 Exhibit 300s ONLY for major IT initiatives classified as new Development, Modernization, or Enhancement; and
  • The PRM Version 1.0 is a starting point from which to evolve towards ever-improving performance major for IT.

The PRM is designed to serve three main purposes:

  1. Help produce enhanced IT performance information to improve strategic and daily decisionmaking;
  2. Improve the alignment—and better articulate the contribution of—IT to business outputs andoutcomes, thereby creating a clear “line of sight” to desired results; and
  3. Identify performance improvement opportunities that span traditional organizational structuresand boundaries.

As shown on the following page, the PRM includes four Measurement Areas for FY 2005: Missionand Business Results, Customer Results, Processes and Activities, and Technology. In each area,there are Measurement Categories. Each of these categories includes Generic MeasurementIndicators that agencies can tailor or “operationalize” indicators for their environment.

The PRM structure is designed to clearly articulate the cause and effect relationship betweeninputs, outputs, and outcomes. This “line of sight” is critical for IT project managers, programmanagers, and key decision-makers to understand how and to what extent technology is enablingprogress towards outputs and outcomes.

The transformation required to implement the President’s Management Agenda—and EGovernmentin particular—requires the PRM to be either directly used or understood by OMB,Chief Information Officers, Chief Technology Officers, Chief Financial Officers, and most importantprogram and IT project managers. Each has a critical role in (1) using the PRM to identifyindicators and/or (2) using progress towards PRM indicators to make more informed and datadrivenIT management and funding decisions.

The PRM Version 1.0 was developed using a collaborative and iterative process designed to leverageexisting approaches and best practices, while also creating a practical framework thatwould achieve the purposes required.

In summary, the PRM is a flexible tool designed to help agencies improve IT performance. WhilePRM Version 1.0 is a starting point, lessons learned from its preliminary use for new IT investmentsand further discussion with agencies and key councils, such as the CFO Council, will drive theimprovement from this version to future versions.