English: Performance Reference Model

The PRM framework is designed to clearly articulate the cause-and-effect relationship between inputs, outputs, and outcomes. The framework builds from the value chain and program logic models. This “line of sight” is critical for IT project managers, program managers, and key decision-makers to understand how, and to the extent, key inputs are enabling progress toward outputs and outcomes. The PRM captures this “line of sight” to reflect how value is created as inputs (such as Technology) and used to create outputs (through Processes and Activities), which in turn, impact outcomes (such as, Mission, Business and Customer Results). Guiding the entire PRM are “Strategic Outcomes,” representing broad, policy priorities driving the direction of government (such as, to Secure the Homeland).

The PRM is structured around Measurement Areas, Measurement Categories, Measurement Groupings, and Measurement Indicators.

• Measurement Areas – The high-level organizing framework of the PRM capturing aspects of performance at the output levels. This layer is directly linked to the performance objectives established at the agency and program levels. The PRM includes six measurement areas: Mission and Business Results, Customer Results, Processes and Activities, Human Capital, Technology, and Other Fixed Assets.
• Measurement Categories – Collections within each measurement area describing the attribute or characteristic to be measured. For example, the Mission and Business Results Measurement Area include three Measurement Categories: Services for Citizens, Support Delivery of Services, and Management of Government Resources, corresponding to the Lines of Business in the BRM.
• Measurement Groupings – Further refinement of categories into specific types of measurement indicators. For the Mission and Business Results Measurement Area, these groupings align to the Sub-functions of the BRM.
• Measurement Indicators – The specific meas ures, e.g., number and/or percentage of customers satisfied, tailored for a specific BRM Line of Business or Sub-function, agency, program, or IT initiative.

The PRM structure is designed to provide a standardized measurement hierarchy and framework to be uniquely tailored by decision-makers for a specific environment. An agency’s strategic planning process establishes specific programs and objectives to meet the needs of its citizen stakeholders. These programs are implemented to deliver citizen services enabling agencies to achieve desired performance objectives. An agency’s EA is the management tool program managers can utilize to create views of their IT investments to be integrated into the performance and strategic planning management processes. Critical to the successful use of the PRM and the EA, performance management ensures an agency’s IT investments can be directly linked to the agency’s performance objectives.