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Management and responsibility |

Management and responsibility

Management and responsibility component in Brief

Management and responsibility received a lot of attention when the enablers or inhibitors for performance management were studied in the case companies. In the literature1,2, the management of processes, people, and tools has been recognized as a critical success factor for performance management. Management is often found from existing maturity models2 as well as accountability3. David Axson4 suggests that quite often the root cause for problems with performance management is a lack of clarity with regard to ownership or responsibility. Sometimes these two factors are in conflict, so that the people who are responsible for a particular issue have little or no ownership of it4. The converse, i.e. a situation where people have ownership for a certain matter but no accountability, can create even more problems. Michael Coveney5 also highlights the value of responsibility because targets and objectives are more often achieved if someone is responsible for them. For example, every performance indicator should have a person who is responsible for it.

Geishecker and others6 claim that no single person can own performance management. This is somewhat in contradiction with today’s concept of owner-type roles. The authors6 suggest that different parties should work together so that they can define the requirements for performance management, and produce an appropriate solution.

Key capabilities and management practices

  • Create a operations and development plan
  • Start a proper performance management project or program
  • Stress the importance of responsibility and accountability
  • Held performance owners responsible
  • Define management principles and follow them
  • Assign top management to use performance management
  • Build a formal performance management organization

See also other components

Maturity levels for Management and responsibility component

Level 1 Level 2 Level 3 Level 4 Level 5
No shared resources or management; proper PM program not started; no formal operations and development plan; lack of responsibility Project planning and management is based on previous experience; costs, schedules and functionalities are monitored Metrics are defined for owners; program manager; management roles and structures becomes more formal; data ownership and responsibilities are defined The importance of responsibility is stressed; all performance owners are held responsible; management principles are defined and followed Top management is assigned to use PM; the PM organization is formal and coordinates operations across the organization


  1. Ylimäki, 2006;
  2. Packova & Karacsony, 2010
  3. Luftman & Kempaiah, 2007
  4. Dresner, 2010
  5. Axson, 2007
  6. Coveney, 2003
  7. Geishecker et al., 2001

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