Quantitative process examination
usThis essay focuses on Quantitative process examination. Benchmarking can be internal or external. When benchmarking internally, organizations benchmark against their own projects.
Quantitative process examination
decisions about which benchmarking data will be the best support Justifies decisions about which benchmarking data will be the best support but is inaccurate and/or lacks details Does not justify decisions about which benchmarking data will be the best support 30 Reflection Meets “Proficient” criteria and provides detailed examples as support Discusses any parts of benchmarking data that cause a struggle Discusses any parts of benchmarking data that cause a struggle but is inaccurate and/or lacks details Does not discuss any parts of benchmarking data that cause a struggle 30.
Articulation of Response Assignment is free of errors in organization. Grammar Assignment is mostly free of errors of organization. grammar; errors are marginal and rarely interrupt the flow Assignment contains errors of organization and grammar. But errors are limit enough so that assignment can be understand Assignment contains errors of organization and grammar making the assignment difficult to understand. Benchmarking can be internal or external. When benchmarking internally, organizations benchmark against their own projects. When benchmarking externally, organizations seek projects from other companies or perhaps, in the case of DOE, from separate program offices for comparative analysis.
External benchmarks are generally considered to provide the greater advantage; however, internal benchmarking can be useful where no external benchmarks are available. Internal benchmarks are often the starting point for quantitative process examination. Trends can be used to identify by examine these data over time, and the impact of performance-improving processes can be assess. External benchmarks provide the added advantage of comparing against competitors. Without external benchmarks, an organization and its managers may lack an understanding of what constitutes “good” performance.
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