Table of Contents
Introduction 1
Figure 1. PBPP in Traditional planning and programming processes. 2
Performance Management in Planning 2
Using a Performance Based Approach 3
Figure 2. Funding vs. Condition 4
Stakeholders and the Public 4
Goals and Objectives 5
Figure 3. National Goals 6
Figure 4. Mississippi’s Core Goals 6
Strategies and Alternatives 7
Figure 5. Overview of Performance based Planning 8
Data and Analysis 8
Figure 6. Traffic Fatalities 9
Figure 7. Performance with Congestion 10
Conclusion 10
References 12
Introduction
What is Performance based planning and programming? “Performance-based planning and programming (PBPP) refers to the application of performance management principles within the planning and programming processes of transportation agencies to achieve desired performance outcomes for the multimodal transportation system (Grant, D'Ignazio, Bond, and McKeeman, 2013).” By using a method known as a 3C process (cooperative, continuing, and comprehensive) transportation agencies, stakeholders, and the public are improving on activities and products. “PBPP attempts to ensure that transportation investment decisions are made – both in long-term planning and short-term programming of projects – based on their ability to meet established goals (Grant, D'Ignazio, Bond, and McKeeman, 2013).” During the past couple of decades transportation agencies have been trying to apply “performance management” which is a strategic approach that uses performance data to support decisions to arrive at desired performance outcomes. Performance management is recognized as improving many different areas of transportation planning. Some of these areas include: improving project and program deliver, informin...
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...it will be very useful in making the transportation fields grow immensely. With everything else evolving and growing rapidly the transportation field needs to follow suite. The PBPP process is a great way for multimodal transportation to improve in all aspects.
References
Baker, Douglas C., Brendan J. Gleeson, and Neil G. Sipe. "Performance-Based Planning: Perspectives form the United States, Australia. and New Zealand." Journal of Planning Education and Research 25 (): 396-409. 2006 Print.
Grant, Michael, Janet D'Ignazio, Alexander Bond, and Alanna McKeeman. Performance Based Planning and Programming Guidebook. Washington D.C.: Federal Highway Administration, 2013. Print.
Neumann, Lance A. , and Michael J. Markow. "Performance Based Planning and Asset Management." Public Works Management & Policy 1 Jan. 2004: 3. Web. .
Tapinos, E., Dyson, R.G. & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
The past is often said to be the best predictor of the future. In planning and forecasting for future labor needs, based on gaps in employment levels due to advancements, demotions, or exiting employees within a company, a review of a Markov Analysis chart can reflect areas of opportunity for the organization based on past employment movements (Dartmouth, n.d.). The Doortodoor Sports Equipment Company is unique in their industry, being in the only company to sell door to door. However, this tactic as well as other HR practices could be examined to determine if changes employed increase retention or improve internal promotions. A review of the Markov Analysis for the Doortoodoor Sports Equipment Company will now be considered.
(2014). Strategic performance management systems: impact on business results. Journal Of Computer Information Systems, 54(3), 25-33.
In Feedback as a gift, Friedrich discusses his points on how feedback should be viewed. The author describes feedback as a gift and if we view it that way it would change our mindsets when receiving it. On another note the article by Stone and Heen, Difficult conversations 2.0: Thanks for the feedback, the main focus is on the benefits we receive from accepting feedback and becoming a skillful receiver. The author also discusses why we as humans reject feedback calling these reactions triggers. In Max Performance Feedback, Sadri and Seto discuss the three different types of feedback. Each articles content is crucial to one’s professional development.
‘If you can’t measure it, you can’t management it’, [Dan vesset and Brian, M. 2009]. Performance management is concerned with the measurement of results and with studying progress to achieving objectives base on the results. Managing performance can tell you what you’re doing well in, and also reveal areas where you need to make adjustments. Measuring performance tells you how far you’ve gone achieving your ultimate
Planning is an essential process in today’s organizations. Based on the three types of managers: top-level (strategic managers), middle-level (tactical managers), and frontline (operational managers), exist three corresponding levels of planning: strategic, tactical, and operational. The purpose of this essay is to focus on the strategic level of planning for the Ford Motor Company; a leader in the global automobile industry. Strategic planning, according to Bateman and Snell (2009), “involves making decisions about the organization’s long-term goals and strategies” (p. 137). This paper will elaborate on six key influential factors: economic, environmental, competition, foreign policy, domestic policy, and innovation; that shape this corporation’s strategic plan. Finally, a SWOTT analysis will be conducted covering the strengths, weaknesses, opportunities, threats, and trends, that the Ford Motor Company has in relation to its business environment.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
In today's changing business environment, information technology plays an incredibly important role in almost every aspect of the day to day life of almost every industry. The transportation industry is, of course, no different. From the transport of goods from manufacture, to warehousing, to retail, to end-user, the industry relies on information technology to get things done. The transportation of people is the exact same; incredibly important to get done yet impossible without the impact of information technology.
The BP program was a success. Even though there is still room for enhancement, the BP program helped Modine improve in order to meet Honda’s standards for their suppliers. By focusing on the 5 key areas, Modine was able to improve their relationship with Honda, reduce manufacturing costs, and eliminate product defects. They must strive for continuous improvement by following the principles that BP stands for (Bounds and Arnold).
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
Confronting the challenges of the future will often require the adoption of new business models. The majority of urban transport business models are at the growth or maturity stage. These models embrace technologies developed for both individual modes of transport and collective modes such as bus, tram and train.
Gagne, K. (2002). Using performance management to support an organization's strategic business plan. Employment Relations Today, 28(4), 53-59. Online learning, and teaching in higher education [ebrary Reader version] Retrieved from http//.site.ebrary.com/lib/ashford/Doc?id=108932710
Within an organization, different types of planning are necessary to help establish the visions and goals a company has. Strategic and operational planning is essential for the success of a business. For example, Sports Authority has recently filed for bankruptcy, which is likely due to a lack of planning skills. With the addition of strategic and operational planning, the risk of going bankrupt could be significantly reduced. The many planning steps and strategies involved in these types of planning are what eventually produce the most success.
Performance Management is a critical component to organizational success. However, creating, developing, and maintaining a system that captures all the characteristics of an ideal performance management system should involve an ongoing collaboration between leadership and employees to achieve a successful outcome. After all, the performance and success of the organization is dependent upon the employees. Therefore, performance management should incorporate organizational goals, employee goals, and continuous feedback that reflect individual’s contribution (NorthCoast 99, 2012).