The term process achievement management (PLM) or English process performance management designates a development performance of the management. Based on the considerations William E. Demings to the quality management and to the process orientated, continuous view of enterprise, leaves itself the meaning of the Process performance management (acronym: PPM) explain. In the Deming cycle "“flat, DO, check, act"” transfers the PPM the regular monitoring and the Controlling of the achievement of the Kernprozesse. In order to be able to judge the optimization potential of the Kernprozesse, the structure of a characteristic numbers system is necessary. Characteristic numbers must from all success-crucial, to quality and customer-satisfaction-critical creation of value factors to be calculated.

The following measures are accomplished in the context of the Process performance management:

• automated analysis and visualization of the process structures and the expirations of enterprise
• Uncovering of deviations in the Zielerreichung by the comparison of the pre-defined desired values with the measured actual values
• time near development of a measure catalog for the optimization of the process achievement

Process performance management is well-known also under the term Corporate performance management coined/shaped by the Gartner Group. A further synonym is the Enterprise performance management.

In the standard ISO 15504 criteria for the measurement of the process achievement of different business processes are indicated. The reached process achievement is regarded as a substantial indicator for the process implementation and the use for an organization, which can be expected from the processes.

Literature

• Franc Buytendijk, Lee Geishecker: Corporate performance management: Connecting the Dots, Garnter Inc., Stamford 2004, ID NUMBER AV-22-0371

• Sebastian Grimm, franc raw meat: Integration of Business Process management and process portals in practice, in: August William Scheer, tungsten Jost, Karl Wagner (Hrsg.): From processing concepts to executable applications - ARIS in practice, Springer publishing house, Berlin 2005, ISBN 3-540-23457-8
• Helge Hess: From the enterprise strategy to the process performance - which comes to Business , in: August William Scheer, tungsten Jost, Helge Hess, Andreas Kronz (Hrsg.): Corporate performance management - ARIS in practice, Springer publishing house, Berlin 2005, ISBN 3-540-25007-7
• Rolf G. Poluha: Application of the SCOR model for the analysis of the Supply chain. Lohmar and Cologne 2005, ISBN 3899364104

Related links

• ARIS Process performance manager of the IDS Scheer AG
• Claresco GmbH & CO. Kg with its solution BusinessBridge

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