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Business performance management is a set of management and analytic processes that enables the management of an organization's performance to achieve one or more pre-selected goals. Synonyms for "business performance management" include "corporate performance management (CPM)"〔"Introducing the CPM Suites Magic Quadrant", Lee Geishecker and Frank Buytendijk, 2 October 2002, www.gartner.com, M-17-4718〕 and "enterprise performance management".〔 〕〔 〕 Business performance management is contained within approaches to business process management.〔vom Brocke, J. & Rosemann, M. (2010), (Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture ) (International Handbooks on Information Systems). Berlin: Springer〕 Business performance management has three main activities: # selection of goals, # consolidation of measurement information relevant to an organization’s progress against these goals, and # interventions made by managers in light of this information with a view to improving future performance against these goals. Although presented here sequentially, typically all three activities will run concurrently, with interventions by managers affecting the choice of goals, the measurement information monitored, and the activities being undertaken by the organization. Because business performance management activities in large organizations often involve the collation and reporting of large volumes of data, many software vendors, particularly those offering business intelligence tools, market products intended to assist in this process. As a result of this marketing effort, business performance management is often incorrectly understood as an activity that necessarily relies on software systems to work, and many definitions of business performance management explicitly suggest software as being a definitive component of the approach.〔(BPM Mag, What is BPM? ) 〕 This interest in business performance management from the software community is sales-driven - "The biggest growth area in operational BI analysis is in the area of business performance management."〔 (The Next Generation of Business Intelligence: Operational BI ) 〕 Since 1992, business performance management has been strongly influenced by the rise of the balanced scorecard framework. It is common for managers to use the balanced scorecard framework to clarify the goals of an organization, to identify how to track them, and to structure the mechanisms by which interventions will be triggered. These steps are the same as those that are found in BPM, and as a result balanced scorecard is often used as the basis for business performance management activity with organizations. , owners have sought to drive strategy down and across their organizations, transform these strategies into actionable metrics and use analytics to expose the cause-and-effect relationships that, if understood, could give insight into decision-making. == History == Reference to non-business performance management occurs in Sun Tzu's ''The Art of War''. Sun Tzu claims that to succeed in war, one should have full knowledge of one's own strengths and weaknesses as well as those of one's enemies. Lack of either set of knowledge might result in defeat.〔http://ctext.org/art-of-war/attack-by-stratagem/zh?en=on#n20929 paragraph 6.〕 Parallels between the challenges in business and those of war include: * collecting data - both internal and external * discerning patterns and meaning in the data (analyzing) * responding to the resultant information Prior to the start of the Information Age in the late 20th century, businesses sometimes took the trouble to laboriously collect data from non-automated sources. As they lacked computing resources to properly analyze the data, they often made commercial decisions primarily on the basis of intuition. As businesses started automating more and more systems, more and more data became available. However, collection often remained a challenge due to a lack of infrastructure for data exchange or due to incompatibilities between systems. Reports on the data gathered sometimes took months to generate. Such reports allowed informed long-term strategic decision-making. However, short-term tactical decision-making often continued to rely on intuition. In 1989 Howard Dresner, a research analyst at Gartner, popularized "business intelligence" (BI) as an umbrella term to describe a set of concepts and methods to improve business decision-making by using fact-based support systems. Performance management builds on a foundation of BI, but marries it to the planning-and-control cycle of the enterprise - with enterprise planning, consolidation and modeling capabilities. Increasing standards, automation, and technologies have led to vast amounts of data becoming available. Data warehouse technologies have allowed the building of repositories to store this data. Improved ETL and enterprise application integration tools have increased the timely collecting of data. OLAP reporting technologies have allowed faster generation of new reports which analyze the data. , business intelligence has become the art of sieving through large amounts of data, extracting useful information and turning that information into actionable knowledge. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Business performance management」の詳細全文を読む スポンサード リンク
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