Th i s article continues w here w e left of f discussing th e e ight performance management b est practices i n t h e defining phase o f t he Lifecycle Performance Management Model. T h e Lifecycle Performance Management Model i s a n enterprise framework th a t i s centered o n 35 b e st practices. T h ese b est practices span ac r oss th e fiv e phases o f t he performance life-cycle: defining, planning, executing, monitoring a nd reporting. Th i s article i s t he s econd o f a series o f fiv e discussing th e performance management b est practices w ithin Lifecycle Performance Management, a n d w ill focus o n th e planning phase.

Th e focus o f th e planning phase i s t o start t h e buzz a nd ge t you r organization prepared fo r t he cultural cha n ges t hat w i ll ta k e plac e d uring y o ur successful performance initiative. B est practices i n t he planning phase enable yo u t o g ain employee acceptance in t o t h e performance initiative a n d put employees i n to a high performance mindset. T h ey a lso include base-lining c urrent performance an d setting future goals, breaking d own functional barriers, identifying key processes t hat drive business success, a n d ensuring a successful performance management implementation th r ough training.

1. Employee Acceptance Management

Employee Acceptance Management i s th e process o f gaining employee buy-in b y emphasizing performance expectations fr o m th e top level down. Employee Acceptance Management involves transforming employees i nto a high performance mindset, communicating employee Pregnancy expectations a n d enabling th e m t o understand t h e impact t h at thei r specific role ha s o n th e success o f t h e organization.

2. Performance Management Planning

Performance Management Planning i s th e practice o f defining t h e performance strategy a n dprioritizing activities ac c ording t o t h at strategy-to ensure operational alignment wit h organizational goals. Performance Management Planning involves planning, budgeting, forecasting an d allocating resources t o support strategy an d achieve optimal execution. T he Performance Management Plan includes consolidating, monitoring ABS Software, a n d reporting o n performance outcomes f or management, regulatory, a nd statutory purposes. T he ultimate goal o f Performance Management Planning i s t he ability t o plan a n d budget i n real-time w i th dynamic plans tha t provi d e real-time feedback t o ev e ryone w ho i s par t o f t he process.

3. Tim e Management (Planning versus Implementing)

Planning i s a n essential item o n t h e critical path o f ev e ry project. O ur studies ha v e shown t h at cutting corners o n planning c a n triple t he cost a n d t i me t o implement enterprise level projects. Planning requires adequate information abo u t t h e cu r rent an d target states an d accurate estimates o f th e ti m e an d financial investments required t o perform al l th e steps necessa r y fo r change.

Planning a lso involves putting to g ether a team o f committed an d motivated individuals wi t h defined team roles, outlining a ll tasks, assigning responsibilities, a n d proactively managing an d mitigating risks. T he planning process Acne sho u ld include th e development o f a vision/scope document s o t hat eac h team member understands t he project vision, goals, objectives, schedule, a n d risks. T he planning team sho u ld allo w adequate ti m e f or team members t o understand, investigate, document, a n d communicate prior t o design a n d implementation.

4. Leadership Development

Leadership Development i s t he strategic investment in, an d utilization o f th e human capital w ithin t h e organization. T he practice o f Leadership Development focuses o n t h e development o f leadership a s a process. W ith th e rapid rate o f chang e i n o u r global economy, leadership h a s t aken o n t h e critical role o f adaptation an d innovation i n t h e workplace. A s companies restructure th e ir business processes an d employees, t h ey n e ed solid leadership training t o communicate effectively, influence others, maximize creativity, a n d analyze y o ur business. Ho w leadership i s demonstrated with i n a n organization wil l determine ho w successful tha t organization wi l l b e a n d h ow successful tho s e w ho fol l ow w ill become.

5. Employee Training

Employee training i s o ne o f t he mo s t powerful cost reduction drivers. O u r research shows t h at t h e under-trained employee consumes tw o t o s i x t imes th e amount o f technical support (including peer support) th a n a n adequately trained user. Employee training shoul d b e performed o n systems an d applications, b eing careful t o match th e training th a t i s delivered i n relation t o th e employee's job. Training shou l d include a mix o f instructor-led classroom training, computer-based training, a nd just-in-time training t o he l p increase user productivity a n d reduce support costs.

6. Staff Motivation

A motivated staff i s o ne th a t wil l operate a s a team a n d wi l l pitch i n wh e n needed t o solve an y problem o r challenge a t hand. T h ey w ill oft e n exceed expectations a nd p rovide critical back u p fo r ea c h other. A motivated staff works harder t o meet th e goals set b y th e organization.

7. Automated Asset Management

Electronically supported life-cycle driven asset process. Automated asset management consists o f electronically supported procurement, automated inventory, an d centralized data repository th a t a re availab l e t o financial, administrative, technical planners, system administrators, an d th e service desk. Managed data with i n t he asset management system consists o f contract terms, hardware inventory, software inventory, accounting, maintenance records, c h ange history, support history, a nd ot h er technical a n d financial information.

8. Systems Scalability

Systems Scalability i s a technology infrastructure th a t c a n logically a n d physically increase i n performance an d capacity w ith continuity t o meet reasonable growth a n d ch a nge o v er time. A scalable architecture co n tains a strategic migration plan f o r continuous growth an d progress. Commitment t o scalable architectures enables t h e roll-out o f homogeneous hardware a nd application platforms acros s users an d departments w ith di f ferent processing requirements, whil e providing technical staff w ith a common platform t o support.

9. Capacity Planning

Capacity planning i s a process b y whi c h t he capacity o f th e network a nd assets i s measured, compared agains t requirements, an d adjusted a s appropriate. Th e process o f capacity planning involves mapping ne w initiatives t o existing infrastructure, understanding th e cost dynamics o f network bandwidth an d storage, memory, an d ot h er system resources.

10. Enterprise Policy Management

Enterprise policy management i s a managed user environment i n whi c h a network o r desktop administrator c a n control, wit h rules-based logic, w h ich applications, settings, network resources, databases, a nd o t her I T assets a user c a n use. Thi s environment i s defined b y user I D an d i s no t necessarily  machine specific. I t i s typically implemented b y user profiles maintained a t t h e server a n d synchronized w ith t he client device t hat a user i s logged onto.

Enterprise policy management precludes th e user fr o m making ch a nges t o t he system; s uch a s introducing unauthorized software o r changing settings t hat m a y cau s e conflict w i th oth e r system resources. A s well, a managed environment controls t h e e ase o f u se o f th e desktop, providing a common set o f applications a n d access fo r groups o f users o r individuals. I n t his manner, t h e user i s presented on l y w ith th e tools t h ey ha v e bee n trained o n a n d ne e d fo r t he job, a nd assures th a t chang e s a r e managed. Th i s process, integrated w ith a system management an d ch a nge management policy, ca n reduce service desk calls a nd unplanned downtime, a s wel l a s create a m o re predictable platform f or system upgrades.

11. I S Training

I S professional training i s critical i n preparing th e I S staff tha t a r e delivering support a n d service t o users t o confidently plan an d implement initiatives a n d solutions, an d resolve user issues quickly a nd effectively. I S professional training shoul d b e obtained f o r al l staff members o n th e systems, tools, an d applications tha t a re utilized i n t heir daily jobs. Training shoul d include instructor-led training classes,certification courses, seminars, a n d computer-based training