ABSTRACT
The concept of improving performance requires that organizations understand their current performance, and then develop a vision about future performance levels. In many respects, this requires that managers approach each project as a component of the strategic planning process. Strategy and operations are mutually reinforcing. Performance management is a key to long-term change. The performance of healthcare organizations is typically measured by the extent to which it achieved or contributed toward the mission and vision of the organization. The performance measures that organizations are generally held to are often "means" objectives, as opposed to the mission "ends." Performance analysts should get to a deeper understanding of potential performance impacts prior to project kickoff, so that the project can be mapped out with this in mind. Quality management and performance improvement analysts are often tasked with leading projects, and a critical step is to carefully define the performance criteria to be impacted before undertaking the project.
