This document provides information about a four-day conference on auditing and evaluating program performance to be held from October 26-29, 2009 in Arlington, VA. The conference will feature two interactive courses, one on auditing performance information and developing relevant measures, and the other on building program evaluation systems within organizations. Each course will cover topics like developing reliable data systems, assessing data quality, and applying evaluation findings. The document provides an agenda and descriptions for each day of the courses. It also lists information on trainers, sponsorship opportunities, logistics, registration, and tuition costs.
The document announces a two-course conference on auditing and evaluating government program performance to be held from October 26-29, 2009 in Arlington, VA. Course 1 focuses on developing performance measures, improving data quality systems, and creating reliable measurement systems. Course 2 focuses on building program evaluation systems within organizations by interpreting data, developing communications, and monitoring actions taken. The conference aims to help participants use performance information to drive decisions and promote accountability in government programs.
The document provides information about an upcoming conference on "Performance Auditing and Program Evaluation" to be held in Washington, DC from April 14-17, 2009. The conference will feature two interactive courses, one on performance auditing and one on program evaluation. The document outlines the agenda, speakers, registration information, and logistics for the conference.
Monitoring and evaluation are essential processes for controlling projects and programs by systematically collecting and analyzing information during implementation and assessing whether objectives are achieved, which allows managers to identify successes or issues and make timely adjustments to ensure effective and efficient realization of plans in response to needs. Both monitoring and evaluation compare actual performance to targets but monitoring is ongoing to facilitate corrective actions while evaluation periodically assesses overall impact, effectiveness, and efficiency. Proper monitoring and evaluation systems include clearly defining management structures, objectives, indicators, information needs, and responsibilities for ongoing review and assessment.
The document describes the key process areas at the Capability Maturity Model (CMM) level 2, which is the "Repeatable" level. It discusses six key process areas: Requirements Management, Software Project Planning, Software Project Tracking and Oversight, Software Subcontract Management, Software Quality Assurance, and Software Configuration Management. For each process area, it outlines the purpose, common features, and goals/activities.
The document describes the Capability Maturity Model (CMM) for software at maturity level 3, the "Defined" level. At this level, the organization establishes common processes for engineering and management across projects. Key process areas addressed include Organization Process Focus, Organization Process Definition, Training Program, Integrated Software Management, Software Product Engineering, Intergroup Coordination, and Peer Reviews. The goals and activities of each key process area are defined in the document.
The interdependance between planning, performance and measurement v printmarkhocknell
What goes wrong with our planning? Why are we always focused on the delivery of our planned actions and yet we rarely see demonstrable change in our results?
Why do we focus on hitting the numbers in our KPI targets, even though we know they don’t really demonstrate the impact of what we do?
To achieve the level of performance we are seeking - we need to change how we plan and what we plan for. Measurement provides a key feedback loop that helps us understand what is working, and what is not. Measurement helps us learn. Organisational learning is key to achieve more with less.
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
The document announces a two-course conference on auditing and evaluating government program performance to be held from October 26-29, 2009 in Arlington, VA. Course 1 focuses on developing performance measures, improving data quality systems, and creating reliable measurement systems. Course 2 focuses on building program evaluation systems within organizations by interpreting data, developing communications, and monitoring actions taken. The conference aims to help participants use performance information to drive decisions and promote accountability in government programs.
The document provides information about an upcoming conference on "Performance Auditing and Program Evaluation" to be held in Washington, DC from April 14-17, 2009. The conference will feature two interactive courses, one on performance auditing and one on program evaluation. The document outlines the agenda, speakers, registration information, and logistics for the conference.
Monitoring and evaluation are essential processes for controlling projects and programs by systematically collecting and analyzing information during implementation and assessing whether objectives are achieved, which allows managers to identify successes or issues and make timely adjustments to ensure effective and efficient realization of plans in response to needs. Both monitoring and evaluation compare actual performance to targets but monitoring is ongoing to facilitate corrective actions while evaluation periodically assesses overall impact, effectiveness, and efficiency. Proper monitoring and evaluation systems include clearly defining management structures, objectives, indicators, information needs, and responsibilities for ongoing review and assessment.
The document describes the key process areas at the Capability Maturity Model (CMM) level 2, which is the "Repeatable" level. It discusses six key process areas: Requirements Management, Software Project Planning, Software Project Tracking and Oversight, Software Subcontract Management, Software Quality Assurance, and Software Configuration Management. For each process area, it outlines the purpose, common features, and goals/activities.
The document describes the Capability Maturity Model (CMM) for software at maturity level 3, the "Defined" level. At this level, the organization establishes common processes for engineering and management across projects. Key process areas addressed include Organization Process Focus, Organization Process Definition, Training Program, Integrated Software Management, Software Product Engineering, Intergroup Coordination, and Peer Reviews. The goals and activities of each key process area are defined in the document.
The interdependance between planning, performance and measurement v printmarkhocknell
What goes wrong with our planning? Why are we always focused on the delivery of our planned actions and yet we rarely see demonstrable change in our results?
Why do we focus on hitting the numbers in our KPI targets, even though we know they don’t really demonstrate the impact of what we do?
To achieve the level of performance we are seeking - we need to change how we plan and what we plan for. Measurement provides a key feedback loop that helps us understand what is working, and what is not. Measurement helps us learn. Organisational learning is key to achieve more with less.
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
The document provides information on stakeholder management processes including identifying stakeholders, planning stakeholder management, managing stakeholder engagement, and controlling stakeholder engagement. It discusses identifying people/organizations that could impact project success and analyzing their potential impact. It also describes developing strategies to effectively engage stakeholders based on the analysis, and monitoring stakeholder relationships and adjusting engagement strategies.
This document provides information about project monitoring, controlling, and auditing. It introduces the members of Group 10 and defines monitoring as collecting, recording, and reporting on time, cost, and performance. It discusses the purpose and benefits of monitoring, as well as who serves as monitors. The document also covers project controlling, areas of control, and the construction and contents of audit reports. Finally, it defines public-private partnerships and their objectives and characteristics.
Quality management involves three main processes:
1. Plan Quality Management determines quality requirements and standards and how the project will meet them.
2. Perform Quality Assurance audits work to ensure standards are followed and identifies improvements.
3. Control Quality measures work against standards and checks for variances, validating deliverables meet requirements.
The document discusses project time management and sequencing activities. It defines sequencing activities as identifying and documenting relationships among project activities to determine the logical sequence of work. The key inputs are the activity list, attributes, and milestone list. Techniques include precedence diagramming and determining dependencies. The main outputs are project schedule network diagrams that visually depict the logical relationships between activities using techniques like finish-to-start, start-to-start, and leads/lags.
The document discusses results-based management (RBM) and the logical framework approach (LFA). It defines key RBM concepts like inputs, activities, outputs, outcomes, and impact. The LFA is presented as an RBM tool used for planning, implementation, monitoring, and evaluation of projects. Key steps of the LFA include stakeholder analysis, problem tree analysis, objectives tree analysis, and developing a logical framework matrix to link objectives with indicators and assumptions.
RBME is a tool for public sector management that can help track progress and demonstrate the impact of projects and policies. It focuses on outcomes and impacts rather than just inputs and outputs. Governments are increasingly expected to show results and address questions like whether policies are achieving desired outcomes. RBME involves setting targets and monitoring indicators over time to evaluate success, identify problems, and make corrections. Both monitoring and evaluation are needed to better manage initiatives and steer them toward goals.
Components of a successful program management processGlen Alleman
This document outlines the key components of a successful program management process including a statement of work, statement of objectives, work breakdown structure, concept of operations, technical and operational requirements approved by the Joint Requirements Oversight Council, program-specific key performance parameters, contract work breakdown structure and dictionary, integrated master plan, integrated master schedule, earned value management system, performance measurement baseline, risk management, and measures of effectiveness, performance, and progress to proactively manage programs and keep them on track.
1. Monitoring and evaluation are important functions of management that allow leaders to assess results, improve processes, promote learning, and ensure accountability.
2. Key aspects of monitoring include systematically collecting and analyzing information over time to identify changes and measure progress against plans. Evaluation analyzes the effectiveness and direction of activities by making judgments about impact and progress.
3. Monitoring and evaluation are important school leadership tools to assess whether objectives are being met, adapt plans as needed, identify lessons learned, understand stakeholder perspectives, and ensure efficient and appropriate use of resources.
This document outlines a 3-day training on result-based monitoring and evaluation (M&E) taking place from January 24-26, 2012. The overall objectives are to build conceptual clarity around result-based M&E and improve participant skills in planning, monitoring, and reporting on programs. Specific outputs include increased knowledge of result-based management concepts and enhanced abilities to determine program results and develop appropriate indicators. The agenda covers topics such as basic M&E concepts, the logical framework approach, developing indicators, performance management frameworks, risk analysis, and result-based reporting and work planning. Sessions use presentations, exercises and discussions to equip participants with skills for participatory, results-focused M&E.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
This document provides an overview of project integration management processes. It discusses developing the project management plan by tailoring templates and processes to meet project needs. Key inputs like the project charter and organizational assets are transformed into the project management plan and its subsidiary plans through expert judgement and facilitation techniques. Progress is monitored by comparing actual performance to the plan. Issues are addressed through integrated change control of the project documents and management plan.
Monitoring and evaluation.
A presentation in Arabic/English prepared the Palestinian Center for Peace and Democracy (PCPD)
اعداد المركز الفلسطيني للسلام والديمقراطية
فلسطين , ديمقراطية , ديموقراطية , monitoring , elections, evaluation , politics
The document proposes developing a process-oriented data warehouse and associated method to facilitate performance analysis and improvement of business processes. It suggests integrating goals with a process warehouse by building a goal structure and relating goals to the warehouse through extensions to the design. The proposed method involves building goal structures, integrating goals with the warehouse, and then performing performance analysis and improvement.
Vanessa Hartsfield Gm591 Unit 4 Project Management Process Groupsvanessahartsfield
The document outlines the project management process groups which include initiating, planning, executing, monitoring and controlling, and closing. It provides overview maps and descriptions of each process group broken down by knowledge areas such as time management, cost management, quality management, and communications management. The initiating process group involves developing the project charter. The planning process group involves developing the project management plan. The executing process group involves directing and managing project execution. The monitoring and controlling process group involves monitoring project work and controlling changes. Finally, the closing process group involves closing the project or phase.
This document provides an overview of software configuration management (SCM) concepts and definitions. It discusses SCM as the discipline for systematically controlling changes to software systems throughout the software life cycle. The key activities of SCM are identified as configuration identification, configuration change control, configuration status accounting, and configuration auditing. Baselines, configuration items, and the importance of SCM are also summarized.
Presentation how a traditional project manager transforms to scrum - finalSadaf Saad
This document provides a mapping between traditional project management practices from PMBOK and agile/Scrum practices. It summarizes the key aspects of traditional project management and PMBOK, and then shows how each of the PMBOK knowledge areas (integration management, scope management, time management, etc.) align with similar processes in Scrum. The mapping demonstrates that while the approaches are different, the essential functions of project management can still be fulfilled within an agile framework like Scrum.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
This document summarizes NASA's approach to performance management. It discusses NASA's performance management cycle which includes planning, evaluating, and reporting phases. It describes the processes, tools, and governance structure that support performance management. Key aspects covered include NASA's strategic goals and performance framework, the role of governance councils in planning and decision making, and how performance evaluation informs future planning. Overall, the document provides context for understanding NASA's performance reports and plans.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
The document discusses concepts related to developing an action plan, including defining actions and activities. It describes a 5-step process for establishing a logframe matrix to design actions and their attributes. This includes formulating statements of outputs and activities, defining assumptions, indicators, and means of verification. Nesting logframes allows wider objectives to be broken down into specific objectives relevant to local contexts. Monitoring and evaluation measure progress against expected objectives and use indicators to do so. Different types of evaluation are also outlined.
The three day conference will address youth development initiatives and performance measures for youth programs. Attendees will learn strategies to address the needs of today's youth, develop performance measures aligned with program missions, and create strategic plans and leverage funding to sustain youth services programs. Specific sessions will focus on developing 21st century skills, promoting healthy youth outcomes, strengthening after school programs, engaging employers, and reporting outcomes to stakeholders. The goal is to provide attendees with tools and best practices for inspiring youth success, measuring program results, and ensuring the continuation of youth services.
The two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. Topics included developing job training programs, creating strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. Speakers would discuss developing skills, addressing challenges, and aligning military experience with civilian jobs to promote a successful transition. The goal was to help organizations effectively recruit, train, and retain returning veterans.
This document provides information about project monitoring, controlling, and auditing. It introduces the members of Group 10 and defines monitoring as collecting, recording, and reporting on time, cost, and performance. It discusses the purpose and benefits of monitoring, as well as who serves as monitors. The document also covers project controlling, areas of control, and the construction and contents of audit reports. Finally, it defines public-private partnerships and their objectives and characteristics.
Quality management involves three main processes:
1. Plan Quality Management determines quality requirements and standards and how the project will meet them.
2. Perform Quality Assurance audits work to ensure standards are followed and identifies improvements.
3. Control Quality measures work against standards and checks for variances, validating deliverables meet requirements.
The document discusses project time management and sequencing activities. It defines sequencing activities as identifying and documenting relationships among project activities to determine the logical sequence of work. The key inputs are the activity list, attributes, and milestone list. Techniques include precedence diagramming and determining dependencies. The main outputs are project schedule network diagrams that visually depict the logical relationships between activities using techniques like finish-to-start, start-to-start, and leads/lags.
The document discusses results-based management (RBM) and the logical framework approach (LFA). It defines key RBM concepts like inputs, activities, outputs, outcomes, and impact. The LFA is presented as an RBM tool used for planning, implementation, monitoring, and evaluation of projects. Key steps of the LFA include stakeholder analysis, problem tree analysis, objectives tree analysis, and developing a logical framework matrix to link objectives with indicators and assumptions.
RBME is a tool for public sector management that can help track progress and demonstrate the impact of projects and policies. It focuses on outcomes and impacts rather than just inputs and outputs. Governments are increasingly expected to show results and address questions like whether policies are achieving desired outcomes. RBME involves setting targets and monitoring indicators over time to evaluate success, identify problems, and make corrections. Both monitoring and evaluation are needed to better manage initiatives and steer them toward goals.
Components of a successful program management processGlen Alleman
This document outlines the key components of a successful program management process including a statement of work, statement of objectives, work breakdown structure, concept of operations, technical and operational requirements approved by the Joint Requirements Oversight Council, program-specific key performance parameters, contract work breakdown structure and dictionary, integrated master plan, integrated master schedule, earned value management system, performance measurement baseline, risk management, and measures of effectiveness, performance, and progress to proactively manage programs and keep them on track.
1. Monitoring and evaluation are important functions of management that allow leaders to assess results, improve processes, promote learning, and ensure accountability.
2. Key aspects of monitoring include systematically collecting and analyzing information over time to identify changes and measure progress against plans. Evaluation analyzes the effectiveness and direction of activities by making judgments about impact and progress.
3. Monitoring and evaluation are important school leadership tools to assess whether objectives are being met, adapt plans as needed, identify lessons learned, understand stakeholder perspectives, and ensure efficient and appropriate use of resources.
This document outlines a 3-day training on result-based monitoring and evaluation (M&E) taking place from January 24-26, 2012. The overall objectives are to build conceptual clarity around result-based M&E and improve participant skills in planning, monitoring, and reporting on programs. Specific outputs include increased knowledge of result-based management concepts and enhanced abilities to determine program results and develop appropriate indicators. The agenda covers topics such as basic M&E concepts, the logical framework approach, developing indicators, performance management frameworks, risk analysis, and result-based reporting and work planning. Sessions use presentations, exercises and discussions to equip participants with skills for participatory, results-focused M&E.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
This document provides an overview of project integration management processes. It discusses developing the project management plan by tailoring templates and processes to meet project needs. Key inputs like the project charter and organizational assets are transformed into the project management plan and its subsidiary plans through expert judgement and facilitation techniques. Progress is monitored by comparing actual performance to the plan. Issues are addressed through integrated change control of the project documents and management plan.
Monitoring and evaluation.
A presentation in Arabic/English prepared the Palestinian Center for Peace and Democracy (PCPD)
اعداد المركز الفلسطيني للسلام والديمقراطية
فلسطين , ديمقراطية , ديموقراطية , monitoring , elections, evaluation , politics
The document proposes developing a process-oriented data warehouse and associated method to facilitate performance analysis and improvement of business processes. It suggests integrating goals with a process warehouse by building a goal structure and relating goals to the warehouse through extensions to the design. The proposed method involves building goal structures, integrating goals with the warehouse, and then performing performance analysis and improvement.
Vanessa Hartsfield Gm591 Unit 4 Project Management Process Groupsvanessahartsfield
The document outlines the project management process groups which include initiating, planning, executing, monitoring and controlling, and closing. It provides overview maps and descriptions of each process group broken down by knowledge areas such as time management, cost management, quality management, and communications management. The initiating process group involves developing the project charter. The planning process group involves developing the project management plan. The executing process group involves directing and managing project execution. The monitoring and controlling process group involves monitoring project work and controlling changes. Finally, the closing process group involves closing the project or phase.
This document provides an overview of software configuration management (SCM) concepts and definitions. It discusses SCM as the discipline for systematically controlling changes to software systems throughout the software life cycle. The key activities of SCM are identified as configuration identification, configuration change control, configuration status accounting, and configuration auditing. Baselines, configuration items, and the importance of SCM are also summarized.
Presentation how a traditional project manager transforms to scrum - finalSadaf Saad
This document provides a mapping between traditional project management practices from PMBOK and agile/Scrum practices. It summarizes the key aspects of traditional project management and PMBOK, and then shows how each of the PMBOK knowledge areas (integration management, scope management, time management, etc.) align with similar processes in Scrum. The mapping demonstrates that while the approaches are different, the essential functions of project management can still be fulfilled within an agile framework like Scrum.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
This document summarizes NASA's approach to performance management. It discusses NASA's performance management cycle which includes planning, evaluating, and reporting phases. It describes the processes, tools, and governance structure that support performance management. Key aspects covered include NASA's strategic goals and performance framework, the role of governance councils in planning and decision making, and how performance evaluation informs future planning. Overall, the document provides context for understanding NASA's performance reports and plans.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.
The document discusses concepts related to developing an action plan, including defining actions and activities. It describes a 5-step process for establishing a logframe matrix to design actions and their attributes. This includes formulating statements of outputs and activities, defining assumptions, indicators, and means of verification. Nesting logframes allows wider objectives to be broken down into specific objectives relevant to local contexts. Monitoring and evaluation measure progress against expected objectives and use indicators to do so. Different types of evaluation are also outlined.
The three day conference will address youth development initiatives and performance measures for youth programs. Attendees will learn strategies to address the needs of today's youth, develop performance measures aligned with program missions, and create strategic plans and leverage funding to sustain youth services programs. Specific sessions will focus on developing 21st century skills, promoting healthy youth outcomes, strengthening after school programs, engaging employers, and reporting outcomes to stakeholders. The goal is to provide attendees with tools and best practices for inspiring youth success, measuring program results, and ensuring the continuation of youth services.
The two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. Topics included developing job training programs, creating strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. Speakers would discuss developing skills, addressing challenges, and aligning military experience with civilian jobs to promote a successful transition. The goal was to help organizations effectively recruit, train, and retain returning veterans.
The document provides information about the Workforce Excellence 2010 conference to be held April 20-22, 2010 in Arlington, VA. The conference will focus on building and sustaining workforce partnerships, leveraging workforce funding, developing strong performance measures, and meeting the demand for a skilled workforce. Over the three days, participants will learn from keynote speakers and panels about topics such as developing industry-driven workforce systems, implementing proven partnership practices, and establishing measurable outcomes for workforce programs. Breakout sessions will also cover grant management, recruitment strategies, and cultivating workers during economic uncertainty. A post-conference workshop on grants management for results will be offered on the final day.
The document is an agenda for a two-day training on customer experience management. Day one focuses on understanding the customer experience through mapping touchpoints and objectively assessing the current experience. It also covers generating buy-in for customer experience initiatives. Day two focuses on designing memorable customer experiences, executing the customer experience, and measuring experience achievement through metrics. The training is intended to help organizations improve customer satisfaction, loyalty, and profitability.
The document discusses an upcoming conference on Project Management Offices (PMOs). The conference will provide training on how to implement successful PMOs, leverage PMOs to maximize efficiency, and develop measures to evaluate PMO performance. It includes an agenda with keynote speakers and sessions on various best practices for establishing, aligning, and optimizing PMOs. Attendees can earn up to 18 professional development units and there are also optional pre-conference workshops on implementing new PMOs and techniques for established PMOs.
The document discusses an upcoming conference on Project Management Offices (PMOs). The two-day conference will provide training and workshops on how to implement effective PMOs, including aligning PMOs with business needs, leveraging PMOs during economic downturns, and developing measures to evaluate PMO performance. The document outlines the conference agenda, speaker biographies, pre-conference workshop topics, and logistics for attending the event.
The document provides information about the Corporate Performance Management Training Forum 2010, which will take place on January 20-21, 2010 in Arlington, VA. The forum will provide training on building strategy maps, balanced scorecards, and initiative maps through hands-on exercises. Participants can earn up to 12 CPE credits. The training is aimed at strategic planners, performance analysts, project managers, and other professionals. The agenda outlines the daily schedule and topics to be covered over the two-day event.
The 2009 Conference on Sex Offender Registration & Management will take place August 24-26, 2009 in Washington, DC. The conference will provide the latest techniques in sex offender prevention, response, and supervision. It will feature workshops on risk assessment tools and grants management opportunities. Participants will learn how to enhance public safety, comply with federal requirements, and improve supervision through cross-jurisdictional collaboration. The conference aims to help law enforcement professionals better meet the changing needs of sex offender registration and management.
This document provides information about an upcoming conference on online engagement marketing. The conference will take place from January 27-29, 2010 in Washington, DC and will teach attendees how to generate consumer engagement, develop customer-centric marketing approaches, utilize analytics to evaluate engagement, and connect creativity with engagement strategies. The conference includes workshops, keynote speakers, and sessions on topics such as social media, contextual relevancy, brand sentiment, and measuring the impact of engagement.
This document provides information about an upcoming conference on "Performance Auditing and Program Evaluation" to be held in Washington, DC from April 14-17, 2009. The conference will feature two interactive courses, one on performance auditing and one on program evaluation. The document outlines the agenda, speakers, logistics and registration details for the conference.
This document provides information about an upcoming conference on "Performance Auditing and Program Evaluation" to be held in Washington, DC from April 14-17, 2009. The conference will feature two interactive courses, one on performance auditing and one on program evaluation. The document outlines the agenda and topics to be covered each day, including sessions on developing performance measures, auditing data quality, and building evaluation systems. Bios of the trainer speakers are also provided, along with logistics details on registration, venue, and hotel accommodations.
This document provides information about Government Performance Management Week, taking place December 7-11, 2009 in Arlington, VA. It will feature three interactive core courses on strategic planning, performance measurement, and performance-based budgeting. Attendees can receive up to 30 CPE credits. The courses will be taught by experts in the fields and provide practical instruction on developing strategic plans, performance measures, and integrating performance and budget information. Registration is available online or by phone. Early bird and group discount rates are available.
This document provides information about Government Performance Management Week, taking place December 7-11, 2009 in Arlington, VA. It will feature three interactive core courses on strategic planning, performance measurement, and performance-based budgeting. Attendees can receive up to 30 CPE credits. The courses will be taught by experts in the fields and provide practical instruction on developing strategic plans, performance measures, and integrating performance and budget information. Registration is available online or by phone. Early bird and group discount rates are available.
Government Performance Management Week is a four-day training event held in Arlington, Virginia from December 7-11, 2009. Attendees can receive up to 30 CPE credits by taking four interactive core courses on strategic planning, performance measurement, performance-based budgeting, and performance data assessment. The training features expert instructors and is intended for those involved in strategic planning, program management, budgeting, and performance analysis at all levels of government.
Government Performance Management Week is a four-day training event held in Arlington, Virginia from December 7-11, 2009. Attendees can receive up to 30 CPE credits by taking four interactive core courses on strategic planning, performance measurement, performance-based budgeting, and performance data assessment. The training features expert instructors and is intended for those involved in strategic planning, program management, budgeting, and performance analysis at all levels of government.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
This document provides information about the Government Performance Management Week conference taking place from July 20-24, 2009 in Washington, DC. The conference will feature three interactive courses on strategic planning, performance measurement, and performance-based budgeting. Each course will take place over 1-2 days and cover various topics and steps within each subject area. The agenda provides details on course content, times, locations and registration information. The goal of the conference is to help government professionals increase strategic alignment of resources and programs to improve results.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation, with the goal of helping participants use performance information to drive decision making and prove that government programs are achieving intended outcomes. The performance auditing course will cover creating successful auditing strategies, developing relevant program measures, and learning how to improve program objectives. The program evaluation course will teach how to determine if a program is accomplishing its goals and how to build an evaluation system within an organization.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation. Performance auditing focuses on achieving maximum impact through relevant program measures and improving program objectives. Program evaluation teaches how to determine if a program is accomplishing its intended outcomes and how to build an evaluation system. Attendees will learn how to use performance information to drive decision making and capture accurate data to prove government programs are achieving their goals.
This document provides information about a two-day training forum on improving organizational outcomes through performance management and program evaluation for social services. The training will be held on June 18-19, 2009 in Washington, DC and will provide up to 12 CPE credits. Attendees will learn how to connect measures to strategic goals, evaluate efficiency and quality, and build a performance management system. The training will cover topics like developing outcome measures, strategy measures, and best practices in performance measurement and evaluation under the Obama administration.
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
This two-day training forum provides up to 12 CPE credits and focuses on improving organizational outcomes through performance management and program evaluation in social services. Attendees will learn how to connect performance measures to strategic goals, evaluate program efficiency and quality, and build an effective performance management system. The agenda covers topics such as developing outcome measures, strategy measures, and performance evaluation best practices. Speakers will provide case studies and guidance on implementing performance systems under the Obama administration.
This two-day training forum provides up to 12 CPE credits for improving organizational outcomes through performance management and program evaluation in social services. On day one, participants will learn to connect measures to strategic vision, evaluate efficiency and quality, and build a performance management system. Day two focuses on identifying trends in outcome-based evaluation, examining critical processes, collecting relevant data, and assessing causality between programs and results. The instructor is an expert in performance measurement and strategic planning with over 14 years of experience.
Government Performance Management Week is a training event held from July 19-23, 2010 in Arlington, VA that features three interactive core courses on strategic planning, performance measurement, and performance-based budgeting. The goal is to help government agencies translate organizational strategies into tangible results for taxpayers and stakeholders. Course 1 teaches how to create clearly defined goals and strategies to meet objectives. Course 2 helps use goals and objectives to develop appropriate performance measures. Course 3 implements budget-performance integration to ensure resources are being used effectively.
This document provides information about Government Performance Management Week taking place April 19-23, 2010 in Atlanta, GA. The event will feature interactive courses on strategic planning, performance measurement, and performance-based budgeting. Attendees can receive up to 30 CPE credits. Course topics include developing strategic plans, identifying performance measures, and implementing performance-based budgeting. The event will be held at the Westin Buckhead Atlanta and rooms have been reserved at a discounted rate of $169 per night.
Government Performance Management Week was held from April 19-23, 2010 in Atlanta, GA. The event featured three interactive core courses on strategic planning, performance measurement, and performance-based budgeting. Attendees could receive up to 30 CPE credits. The courses taught strategies and best practices for linking organizational strategies to tangible results for taxpayers through strategic planning, performance measurement, and performance-based budgeting.
K. Jayaseelan is a Project Management Professional seeking a role in program or project management with a focus on information technology. He has over 15 years of experience in program management, project controls, quality management, risk management, and agile methodologies including Scrum and Kanban. He is certified in Project Management, Six Sigma Green Belt, ISO standards, and Scrum and holds a master's degree in information technology and business administration.
This document provides information about a two-day training forum on improving organizational outcomes through performance management and program evaluation for social services. The training will be held on June 18-19, 2009 in Washington, DC and offers 12 CEUs and 12 CPE credits. Attendees will learn how to connect measures to strategic vision, evaluate efficiency and quality, and determine how to measure work and impact. Sessions will provide guidance on developing a performance management system, selecting appropriate measures, and assessing causality between programs and results.
This document discusses project quality management. It describes the three group members and their roles in quality planning, assurance, and control. It then provides details on the processes of plan quality management, perform quality assurance, and perform quality control. For each process, it lists the inputs, tools and techniques, and outputs involved in quality management. The tools discussed include affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, and prioritization matrices.
This document is an image file without any text content. Therefore, I am unable to provide a meaningful summary in 3 sentences or less based on the information given. The document appears to be an image but I cannot determine the subject or essential details of the image from the file itself.
The document discusses five common workplace legal pitfalls and provides strategies to avoid them. It addresses issues related to employee classification, health and safety litigation, equal employment opportunity laws, social media use, and limiting supervisor liability. For each pitfall, it provides tips such as carefully auditing employee classifications, establishing clear expectations and accountability, asking consistency questions during EEO investigations, defining appropriate social media use policies, and conducting harassment training for supervisors.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and drive business results. The conference will provide an overview of Lean Six Sigma and the DMAIC process, techniques for selecting and managing Six Sigma projects in IT, and case studies on implementing Six Sigma in IT departments. Sessions will also address change management, integrating Six Sigma with ITIL, and migrating from waterfall to lean development models. Attendees can earn up to 18 CPE credits. The conference will be held in Arlington, VA on September 29-30, 2010.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This 3-day course provides comprehensive exam preparation for the Project Management Professional (PMP)® certification exam. Participants will learn the essential terminology, tools, and techniques to navigate the five process groups and nine knowledge areas of the PMBOK® Guide. The course covers key topics like scope, time, cost, quality and risk management, and communication skills. Participants receive a complimentary copy of the PMBOK® Guide and take practice questions and a full-length mock exam to prepare for the real PMP® exam.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, innovation, and combining Six Sigma with the ITIL framework. Attendees include IT professionals seeking to enhance quality, efficiency and results. CPE credits are offered.
This document provides an agenda and information for the "Budgeting and Forecasting Conference 2010" event being held from September 13-15, 2010 in San Diego, CA. The agenda outlines keynote speeches and sessions on each day that will discuss implementing tools for budgeting and forecasting, utilizing balanced scorecard techniques, developing rolling forecasts, and identifying key business drivers to improve forecasts. A post-conference workshop on September 15th will focus on modeling and forecasting key business drivers. The document provides information on registration, CPE credits, hotel accommodations, and pricing for the conference and workshop.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing estimates and schedules, and more. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution, develop performance measurements, understand factors for improving troubled projects, and prepare
This 3-day training event focuses on project management skills and earned value management. On day one, participants will learn about project initiation, planning, execution and closing. They will also review key project management concepts and terminology. Day two covers defining project requirements, developing a work breakdown structure, scheduling and network diagrams. Day three focuses on resource planning and management, risk planning, and quality planning. The event aims to help participants complete projects on time, within budget and meet customer expectations. It is suitable for project managers, program managers, procurement staff and others.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
This 3-day training event focuses on project management for results using proven methodologies. Over the course of the training, participants will:
1) Learn the latest project management methodologies according to PMBOK including initiation, planning, execution, and closing projects.
2) Master key project management skills like stakeholder engagement, requirements definition, scheduling, budgeting, and performance measurement.
3) Earn 35 PDUs and 30 CPE credits upon completion.
The training is intended for project managers, program managers, procurement staff, and others seeking to improve their project delivery skills and prepare for PMP certification. Attendees will learn techniques to define projects, develop schedules and budgets, measure
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P724
1. October 26-29, 2009
Auditing and Evaluating Program Performance
Arlington, VA
Auditing and Evaluating
Program Performance
Use Performance Information to Drive Decisions and Promote Accountability
Featuring Two Interactive Courses:
Course 1: Audit Performance Information
• Develop relevant program measures that align with agency objectives
• Improve data quality systems with best practice performance auditing standards
Course 2: Program Evaulation
• Receive the latest updates on the state of program evaluation in the Obama Administration
• Understand the key steps to build an evaluation system within your organization
Eliminate Ideological Performance Goals and Replace Them with Goals Based on Citizen Feedback
www.PerformanceWeb.org/Audit
www.PerformanceWeb.org/Audit 1
2. Auditing and Evaluating Program Performance
Course One: Audit Performance Information
Day One: Monday, October 26, 2009
8:30 1:00
Conference Registration & Continental Breakfast
Establish Common Measures, Definitions and
Reporting Standards
9:00 • Standardize data across program managers
Design Performance Measures That Management • Audit and detect inconsistencies in performance information
Can Actually Use • Adhere to reliability and relevancy standards of information
• Learn how to develop well written goals, objectives and measures
• Understand the advantages and disadvantages of various data
sources Examine the Quality of Data Sources and Evaluate
• Evaluate data collection costs
Costs and Benefits of Individual Measurements
• Define the measures used in management decisions
• Assess data collection and reporting and evaluation costs
Create Reliable, Timely and Useful Performance • Examine the quality of data sources
Measurement Systems in Government
• Learn techniques for measuring hard to measure outcomes
• Develop a performance measurement system that accounts for Create a Comprehensive Maturity Model for
goals, measures and key outputs Auditing Performance Information
• Communicate the essential steps necessary to ensure the quality • Set a quality threshold for performance information
of your data • Streamline the number of performance measures
• Use measures to drive a change in government
Validity, Verification and Data Quality Standards
4:00
• Understand how data reflects programmatic outcomes
Day One Adjourns
• Explore benefits of the development of data methodologies and
auditing techniques to improve performance systems
• Improve data quality systems consistent with best practice
performance auditing standards
12:00
Lunch Break
www.PerformanceWeb.org/Audit 2
3. Auditing and Evaluating Program Performance
Course One: Continued Who
Day Two: Tuesday, October 27, 2009
Should Attend:
8:30
• Government Auditors
Continental Breakfast • Inspectors General
• Program Managers
9:00
• Project Managers
Assess the Strengths, Weaknesses and Changes Needed to
Implement an Effective Performance Management Program • Program Analysts
• Identify best practices for institutionalizing your program initiatives • Strategic Planners
• Learn to communicate a performance message to key stakeholders
• Division Managers
• Review the current performance reporting mandates and best practices
• Program Planners
Develop Relevant Program Measures that Align with • City and County Executives
Agency Objectives • IT Managers
• Learn the various criteria that can be used to determine measure relevancy
• Identify measures that provide a complete picture of program activities
• Explore updates on the latest OMB guidelines for data quality standards
Top 5
12:00 Reasons to Attend:
Lunch Break
1. Examine Obama’s plan to
“fundamentally reconfigure” the
Program Assessment Rating Tool
2. Examine the different types of
program evaluation and how to
use them
3. Understand the relationships
between performance auditing,
performance measurement,
program evaluation and
organizational learning
4. Determine program relevancy to the
agency’s mission
5. Use evaluation methods to discover
program strengths and weaknesses
www.PerformanceWeb.org/Audit 3
4. Auditing and Evaluating Program Performance
Become Course One: Continued
Day Two, Continued: October 27, 2009
A Certified Government
Performance Manager:
1:00
Performance Auditing as a Tool to Improve Government Accountability
• Learn updates on performance auditing guidelines and standards
Advance Your Career
• Explore various standards used in conducting performance audits
Education and professional • Learn how to develop audit findings
certification are becoming necessary
for promotion and requirements for
coveted positions. In the Certified Force Manager-Auditor and Stakeholder Relationships to Improve
Government Performance Manager Performance Measurement Quality
program, you will acquire the skills • Establish beneficial auditor-manager relationships
and tools to make you the lead • Learn to express the value of auditing to program managers
performance management resource • Define strategies for improving the quality of program partnerships
for your organization.
Devise Performance Measures Consistent with Data Quality and
Meet New Certification
Audit Standards
Requirements
• Align performance goals and measures with agency data systems
To hold a position as a • Address validity in the strategic design of your system
performance manager in
• Incorporate data standards into the strategic architecture of your performance
government you must demonstrate measurement system
compliance with new skills sets
required by OMB and Congress.
4:00
Receiving your certificate is one
Day Two Adjourns
key way to demonstrate your skills.
Customize a Program to Fit
Your Needs
Working with Institute training
managers, you can select courses
that will have direct application
and impact to your work.
For more information about
certification, please contact
Melvin Hall at 703-894-0481 x203
or email him at
Hall@PerformanceWeb.org
www.PerformanceWeb.org/Audit 4
5. Auditing and Evaluating Program Performance
Course Two: Program Evaluation
Day One: Day Two:
Wednesday, October 28, 2009 Thursday, October 29, 2009
8:30 8:30
Registration & Continental Breakfast Continental Breakfast
9:00 9:00
Set the Stage for the Program Evaluation Framework Phase Three of Learning Approach to Evaluation:
• Examine the Obama Administration’s focus and mandates for Apply Learning
data collection, reporting and use of findings • Interpret the data and develop communications and reports
• Understand the relationship between evaluation and • Support the action plan based on evaluation findings
performance auditing, performance measurement, program
• Monitor and provide feedback on actions taken
evaluation and organizational learning
• Establish a common framework on basic evaluation terms
Phase One of Learning Approach to Evaluation: Focus Build an Evaluation System Within Your Organization
the Inquiry • Gather and review information about organization’s mission,
• Review the impetus for evaluation purpose, strategic plan, structure and staffing
• Understand the organization’s context • Diagnose status of organization’s infrastructure critical to
organizational learning and design of evaluation system
• Develop the logic model
• Reach shared understanding on the organization’s overall theory
of change
12:00
Lunch Break
12:00
Lunch Break
1:00
Phase One of Learning Approach to Evaluation: 1:00
Focus the Inquiry (continued)
Build an Evaluation System Within Your
• Clarify the purpose of the evaluation Organization (continued)
• Develop the evaluation’s key questions
• Use theory of change and logic models to identify inquiry
• Think explicitly about the use of findings questions for informing organizational improvement and success
• Identify additional measures needed and complete plan for data
Phase Two of Learning Approach to Evaluation: collection, analysis, reporting and use
Carry out the Inquiry • Implement and evaluate the evaluation system
• Develop and implement the evaluation plan
4:00
Conference Adjourns
4:00
Day One Adjourns
www.PerformanceWeb.org/Audit 5
5
6. Auditing and Evaluating Program Performance
About the Trainers
Stuart S. Grifel, Managing Partner for Intellect Government Systems, L.L.C.
“There is solid Stuart S. Grifel is Managing Partner for Intellect Government Systems, L.L.C. Intellect
Government Systems is focused on the development of software that enables governments
evidence that to be more effective and to better manage scarce resources. Prior to that he was an Audit
Supervisor for Broward County, Florida and Audit Supervisor and Corporate Internal
each dollar spent Auditor for the City of Austin, Texas, where one of his key responsibilities were certifying
the reliability of departments’ performance measures. Mr. Grifel has over 25 years
experience in government performance measurement, operations reviews, performance
on program auditing, and productivity improvement. Mr. Grifel co-authored the book “Auditor Roles
in Government Performance Measurement: A Guide to Exemplary Practices at the Local,
integrity… yields State, and Provincial Levels” The Institute of Internal Auditors (2004).
Mr. Grifel is the recipient of the 2009 Harry Hatry Distinguished Performance Measurement
$1.60 in savings Award from The American Society for Public Administration. The award goes annually
to an individual whose teaching, education, training and consultation in performance
and reduced measurement have made a significant contribution to the practice of public administration
Mr. Grifel has an MBA from Suffolk University in Boston, and an MPA from Baruch
erroneous College, City University of New York. He is also a Certified Internal Auditor and Certified
Government Auditing Professional.
payments.”
Rosalie Torres, Ph.D.
Peter Orszag, Rosalie Torres is a recent board member of the American Evaluation Association. She
Director, Office of serves on the editorial boards of major evaluation journals and served as the staff director
Management and Budget for the 1994 revision of the Joint Committee’s Program Evaluation Standards.
She has taught graduate level research and evaluation courses at several universities,
and routinely conducts workshops on various topics related to evaluation practice. She
has authored/co-authored numerous books and articles articulating practice-based
theories of evaluation use; the relationship between evaluation and individual, team,
and organizational learning; and effective strategies for communicating and reporting
evaluation findings. Among them are: Evaluation Strategies for Communicating and
Reporting: Enhancing Learning in Organizations, 2nd edition (Sage, 2005), and
Evaluative Inquiry for Learning in Organizations (Sage, 1999).
www.PerformanceWeb.org/Audit 6
7. Auditing and Evaluating Program Performance
Sponsorship In-House Training
One of the more popular vehicles for accessing the Institute’s educational offerings is the
Opportunities: delivery of on-site trainings and management facilitations. Bringing a training or facilitation
in-house gives you the opportunity to customize a program that addresses your exact
challenges and provides a more personal learning experience, while virtually eliminating
travel expenses. Whether you require training for your department or for an organization-
As a conference and training wide initiative, the advanced learning methods employed by The Performance Institute will
provider, The Performance Institute create an intimate training atmosphere that maximizes knowledge transfer to enhance the
talent within your organization.
is an expert in bringing together
leaders to share and discuss best
Customization:
practices and innovations. We
We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”.
connect decision-makers with
While many training providers will offer you some variation of their standard training,
respected solution providers. The Performance Institute’s subject matter experts will work with you and your team to
examine your programs and determine your exact areas of need. The identification of real
The Institute offers four different life examples will create a learning atmosphere that resonates with participants while at
pre-designed sponsorship packages: the same time providing immediate return on your training investment. Using interactive
exercises that employ actual projects or scenarios from your organization, instructors can
• Event Co-Sponsor address specific challenges and align the curriculum of each session to your objectives.
While the majority of on-site trainings are focused on smaller groups, The Performance
• Session Sponsor
institute also has the ability to accommodate organizational-wide training initiatives.
• Luncheon Sponsor Utilizing multiple instructors, The Institute has the capacity to deliver courses to groups of
• Exhibit Booth Sponsor up to 300 participants per day.
Areas of expertise:
For more information on sponsorships
On-site delivery of single courses, certification programs and entire packages of
or to get started, contact Jessica specialized courses are available in the following areas:
Ward at 703-894-0481 x 215 or
Ward@PerformanceWeb.org • Strategic Planning
• Performance Measurement
• Project Management
• Lean Six Sigma
• Workforce Management
• Performance-Based Budgeting
• Performance-Based Contracting
• Performance Reporting
• Program Evaluation
• Administrative Management
• Leadership and Change
For more information about in-house training options available to you, please contact
Jennifer Mueller at 703-894-0481 x 217 or email her at Mueller@PerformanceWeb.org.
www.PerformanceWeb.org/Audit 7
8. Auditing and Evaluating Program Performance
Logistics & Registration
VENUE & HOTEL
Auditing and Evaluating Program Performance will be held at The Performance Institute’s REGISTRATION
Training Center in Arlington, VA, just one block east of the Courthouse Metro stop on the
1. ONLINE at www.PerformanceWeb.org/Audit
Orange Line. A public parking garage is located inside of the building for $10 per day.
2. VIA FAX to 703-894-0482
The Performance Institute
3. VIA PHONE to 703-894-0481
1515 North Courthouse Rd., Suite 600
4. VIA MAIL to 1515 N. Courthouse Road, Sixth Floor
Arlington, VA 22201
703-894-0481
Arlington, VA 22201
❍ Yes! Register me for Auditing and Evaluating Program Performance
A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by Marriott
at the prevailing rate of $233 until September 25. This rate is based on the Government Per ❍ Register me for the following course only:
Diem and is subject to change. Please call the hotel directly and reference code “Audit and Course 1: Auditing Performance Information
Evaluate Program Performance” when making reservations to get the discounted rate. The Course 2: Program Evaluation
hotel is conveniently located three blocks from the Rosslyn Metro station. Please ask the hotel
about a complimentary shuttle that is also available for your convenience. ❍ Please call me. I am interested in a special Group Discount for my team
Arlington Rosslyn Courtyard by Marriott Delegate Information
1533 Clarendon Blvd.
Arlington, VA 22209
Phone: 703-528-2222 / 1-800-321-2211 Name Title
www.courtyardarlingtonrosslyn.com
TUITION & GROUP DISCOUNTS Office Organization
The tuitions rate for Auditing and Evaluating Program Performance are as follows:
Offerings Early Bird Rate Regular Rate Address
Audit Performance Information $999 $1099
Program Evaluation $999 $1099
City State Zip
Attend Both and Save! $1599 $1699
*Register before August 17 and receive an Early Bird Discount
For more information on group discounts for Auditing and Evaluating Program Performance, please Telephone Fax
contact Melvin Hall at 703-894-0481 x 203 or email him at Hall@PerformanceWeb.org
Cancellation Policy: Quality Assurance:
For live events: The Performance Institute will provide The Performance Institute strives to provide you with Email
a full refund less $399 administration fee for cancel- the most productive and effective educational experi-
lations four weeks before the event. If cancellation ence possible. If after completing the course you feel
occurs within two weeks prior to conference start there is some way we can improve, please write your
date, no refund will be issued. Registrants who fail comments on the evaluation form provided upon your Payment Information
to attend and do not cancel prior to the event will be arrival. Should you feel dissatisfied with your learning
charged the entire registration fee. experience and wish to request a credit or refund, Training Form/Purchase Order
please submit it in writing no later than 10 business Check (accepted by mail only)
For webinars: The Performance Institute will provide
days after the end of the training to:
a full refund less $50 administrative fee for cancel- Credit Card
lations four weeks before the event. If cancellation The Performance Institute: Quality Assurance
occurs within two weeks prior to conference start 1515 N. Courthouse Road, Suite 600
date, no refund will be issued. Registrants who fail Arlington, VA 22201
to attend and do not cancel prior to the meeting will Note: As speakers are confirmed six months before
be charged the entire registration fee. the event, some speaker changes or topic changes Credit Card Number Expiration Date
All the cancellation requests need to be made online. may occur in the program. The Performance Institute
Your confirmation email contains links to modify or is not responsible for speaker changes, but will work
cancel registrations. Please note that the cancellation to ensure a comparable speaker is located to partici-
is not final until you receive a written confirmation. pate in the program.
Name on Card 3 Digit Card verification #
Payment must be secured prior to the conference. If If for any reason The Performance Institute decides
payment is not received by the conference start date, to cancel this conference, The Performance Institute
a method of payment must be presented at the time of accepts no responsibility for covering airfare, hotel
registration in order to guarantee your participation or other costs incurred by registrants, including
at the event. delegates, sponsors and guests. Billing Zip Code
Please make checks payable to: The Performance Institute
Discounts
• All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to
receive any discount. Priority Code: P724-WEB
• Any discounts offered whether by The Performance Institute (including team discounts) must also require
payment at the time of registration.
• All discount offers cannot be combined with any other offer.
• Discounts cannot be applied retroactively
www.PerformanceWeb.org/Audit 8