Lessons Learned Handbook:
A brief description of each of the process steps follows:
1. Identify the process. The first and perhaps most important step. Employees
must first agree on the process(es) being measured before they can effectively
develop measures or utilize the output of what they have measured.
2. Identify critical activity to be measured. The critical activity is the culminating
activity within a process where it makes the most sense to locate a sensor and
define an individual performance measure.
3. Establish performance goal(s) or standards. All performance measures should
be tied to a pre-defined goal or standard, even if the goal is at first somewhat
subjective. Goals and standards are necessary to meaningfully interpret the
results of your measurements and gauge the success of your management
4. Establish performance measure(s). In this step individual measures are
5. Identify responsible party(s). A specific entity (a team or an individual) needs
to be given responsibilities for each of the steps in the performance
6. Collect data. Data collection includes more than just writing down numbers; It
is suggested that data be pre-analyzed in a timely fashion to identify early
trends and confirm the adequacy of the data collection system.
7. Analyze/report actual performance. In this step, raw data are formally
converted into performance measures, displayed in an understandable form,
and disseminated in a report or other written format.
8. Compare actual performance to goal(s). Compare your performance to your
management's pre-determined goals or standards and determine the variance (if
9. Are corrective actions needed? Depending on the magnitude of the variance
between measurements and goals, some form of corrective action may be
10. Make changes to bring back in line with goal. This step only occurs if
corrective action is necessary. The actual determination of the corrective action
is part of the quality improvement process, not the performance measurement