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Introduction
The Performance domain in Orthogramic is dedicated to measuring, tracking, and optimizing how effectively your organization achieves its strategic goals. This domain integrates performance metrics directly with other business architecture elements like Capabilities, Value Streams, and Stakeholders, providing real-time insights into organizational effectiveness. With Orthogramic's data-driven approach, you can continuously monitor progress, identify areas for improvement, and ensure alignment with your business objectives. Discover how the Performance domain helps you drive accountability and enhance outcomes across your organization.
What is Performance in Orthogramic?
In Orthogramic, Performance is a critical domain that underpins the entire business architecture, focusing on the measurement, evaluation, and enhancement of how well business activities align with strategic objectives. Performance in Orthogramic is not just a set of isolated metrics but an integrated aspect of the business architecture, dynamically linked to other domains like Capabilities, Value Streams, Stakeholders, and Information. This interconnected approach enables organizations to assess their effectiveness in real-time, adjusting strategies and operations as needed to stay aligned with goals. In contrast, BIZBOK traditionally treats Performance as a secondary consideration, often relying on periodic, separate evaluations that may not capture the continuous shifts in the business environment.
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In summary, Performance in Orthogramic is a dynamic, integrated component of the business architecture, directly tied to the achievement of strategic objectives and real-time operational effectiveness. Unlike BIZBOK, which often treats performance as an isolated and retrospective exercise, Orthogramic embeds performance management within the core architecture, providing continuous feedback and enabling proactive adjustments. This approach ensures that Performance is not just about measuring efficiency but about driving meaningful outcomes and fostering agility. Orthogramic’s holistic, data-driven methodology transforms Performance from a periodic assessment into a continuous, organization-wide effort that aligns closely with long-term goals.
Performance as a Business Architecture Domain
Frameworks like BIZBOK have struggled to keep up with the pace of business and technology change. While BIZBOK has served as a foundational resource for business architects, its approach to Performance as a peripheral element, primarily linked to domains like Capabilities or Value Streams, now feels outmoded.
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Moreover, by embedding performance metrics into every aspect of the business, Orthogramic promotes a culture of continuous improvement. Organizations are no longer restricted to periodic performance reviews or static KPIs—Orthogramic allows for real-time adjustment and continuous alignment with business goals. This approach empowers leaders to pivot quickly, seize new opportunities, and address inefficiencies as they emerge, ensuring that performance is not just a retrospective measure but a strategic enabler that drives success across the entire enterprise. By rethinking how performance is managed and embedded, Orthogramic equips businesses with the tools to stay ahead in an ever-changing business environment.
Performance detail
Each Performance Detail page tracks and analyzes one set of performance metrics, defining key performance indicators (KPIs) to monitor progress towards organizational goals. This ensures a detailed framework for measuring and improving organizational performance. It is reached from Business Architecture > Performance.
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Relationship of Domain, Attributes, Elements and Sub-ElementsTo understand the Relationship of Domain, Attributes, Elements and Sub-Elements, see: https://orthogramic.atlassian.net/wiki/spaces/OUG/pages/55246856/Business+Architecture+Domain+Attributes+Elements#The-relationships-between-Business-Architecture-Domains%2C-Attributes%2C-Elements-and-Sub-Elements |
Performance attributes
Domain | Attribute | Description | Example |
Performance | Title | The name or title of the performance metric. | Customer Satisfaction Score |
Performance | Description | A detailed explanation of what the performance metric entails. | Measure of customer satisfaction based on survey results. |
Performance | Purpose | The intended purpose or function of the performance metric within the organization. | To gauge customer satisfaction and identify areas for improvement. |
Performance | Owner | The individual or team responsible for the performance metric. | Customer Service Department |
Performance | Organizational Unit | The organizational unit(s) to which the performance metric is linked. | Customer Service |
Performance | Inputs | The resources, information, or materials required for the performance metric. | Customer feedback, survey data |
Performance | Outputs | The deliverables or results produced by the performance metric. | Customer satisfaction reports |
Performance | Performance Indicators | Metrics used to measure the effectiveness and efficiency of the performance metric. | Survey response rate, satisfaction score |
Performance | Dependencies | Other metrics, processes, or systems that the performance metric depends on. | Feedback collection tools, data analysis software |
Performance | Related Performance Metrics | Performance metrics that are related or linked to this metric. | Net Promoter Score, Customer Retention Rate |
Performance | Maturity Level | The current maturity level of the performance metric. | Level 4 - Managed |
Performance | Tools and Technologies | Tools and technologies used to support or enable the performance metric. | SurveyMonkey, data analytics software |
Performance | Compliance and Standards | Regulatory requirements and standards the performance metric must adhere to. | ISO 9001, industry-specific standards |
Performance | Cost | The financial cost associated with implementing and maintaining the performance metric. | Annual budget of $50,000 |
Performance | Risks | Potential risks associated with the performance metric and its operations. | Low response rates, inaccurate data |
Performance | Improvement Opportunities | Areas where the performance metric can be enhanced or improved. | Improved survey design, better data collection methods |
Performance | Strategic Alignment | How the performance metric aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing customer satisfaction |
Performance | KPI (Key Performance Indicator) | A measurable value that demonstrates how effectively an organization is achieving its key business objectives. | Customer Satisfaction Score measures how happy customers are with a company's products and services. |
Performance | Parent | A high-level policy that provides overarching principles or rules guiding business operations. It covers multiple sub-policies. | Customer Management |
Performance | Child | A specific policy that falls under a broader parent policy. It provides detailed rules and guidelines for a specific aspect of business operations. | Customer Onboarding |
Performance KPI Element
Element | Sub-Element | Description | Example |
KPIs | Title | The name or title of the KPI. | Customer Satisfaction Score |
KPIs | Description | A detailed explanation of what the KPI entails. | Measure of customer satisfaction based on survey results. |
KPIs | Purpose | The intended purpose or function of the KPI within the performance measurement framework. | To gauge customer satisfaction and identify areas for improvement. |
KPIs | Owner | The individual or team responsible for the KPI. | Customer Service Department |
KPIs | Measurement Method | How the KPI is measured. | Customer surveys, feedback forms |
KPIs | Targets | Specific targets or benchmarks for the KPI. | Achieve a satisfaction score of 8/10 |
KPIs | Frequency | How often the KPI is measured and reported. | Quarterly |
KPIs | Data Source | The source of data for the KPI measurement. | Customer feedback system |
KPIs | Related KPIs | KPIs that are related or linked to this KPI. | Net Promoter Score, Customer Retention Rate |
KPIs | Dependencies | Other KPIs, processes, or systems that the KPI depends on. | Customer support performance, product quality |
KPIs | Risks | Potential risks associated with the KPI measurement and its interpretation. | Low response rates, biased feedback |
KPIs | Improvement Opportunities | Areas where the KPI measurement can be enhanced or improved. | Improved survey design, better data collection methods |
KPIs | Strategic Alignment | How the KPI aligns with the organization's strategic goals and objectives. | Supports the strategic goal of enhancing customer satisfaction |