Results Goal
2021年5月30日Register here: http://gg.gg/us83x
*Too Focused On Results Goal Cast
*Tips For Goal Setting
The definition of “OKRs” is “Objectives and Key Results.” It is a collaborative goal-setting tool used by teams and individuals to set challenging, ambitious goals with measurable results. OKRs are how you track progress, create alignment, and encourage engagement around measurable goals.
Sample of a Professional S.M.A.R.T. Overall Goal: I want to run my own consulting business. Goal: Within one month, I will land my first client after organizing a sensible plan for sending out pitches. Specific: Using my network, I will seek out companies in need of my consulting services. Get the latest live soccer scores, results & fixtures from across the world, including Premier League, powered by Goal.com.
Whether talking about office operations, software engineering, nonprofits or more, OKRs work the same for setting goals throughout many company levels. They can also work for personal goals and can even be used by individuals to get things done at places where senior leadership doesn’t use them.
An Objective is simply what is to be achieved, no more and no less. By definition, objectives are significant, concrete, action-oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. Aktionscode ladbrokes.
Key Results benchmark and monitor how we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt. At the end of the designated period, typically a quarter, we do a regular check and grade the key results as fulfilled or not.
Where an objective can be long-lived, rolled over for a year or longer, key results evolve as the work progresses. Once they are all completed, the objective is necessarily achieved.Who created OKRs?
OKRs were created by Andy Grove at Intel and taught to John Doerr by him. Since then, many companies have adopted them, including Allbirds, Apartment Therapy, Netflix, and inspiring nonprofits like Code for America.
Early on in “Measure What Matters”, Doerr writes about “MBOs,” or “Management by Objectives.” MBOs were the brainchild of Peter Drucker and provided Andy Grove a basis for his eventual theory of OKRs. In fact, Grove’s name for them originally was “iMBOs,” for Intel Management by Objectives. However, despite the original reverential name, Grove created some key differences between the two which he passed along to Doerr.
Grove rarely mentioned objectives without tying them to “key results,” a term he seems to have coined himself. Other key differences between MBOs and OKRs are that the latter are quarterly, not annual, and they are divorced from compensation.
Doerr was the one who crafted the name “OKRs,” which he assembled from Grove’s lexicon.
The most famous story about OKRs is that of Doerr introducing the philosophy to Google’s founders in 1999. Gathered around a ping-pong table which doubled as a boardroom table, Doerr presented a PowerPoint to the young founding team, which included Larry Page, Sergey Brin, Marissa Mayer, Susan Wojcicki, and Salar Kamangar.
Doerr’s Objective and Key Results for the PowerPoint presentation were this:Build a planning model for their company, as measured by three key results:I would finish my presentation on time.We’d create a sample set of quarterly Google OKRs.I’d gain management agreement for a three-month OKR trial.
Google then set its company strategy with this management framework and the rest is history.OKR examples
But what are some other high-level examples?
The city of Syracuse, New York recently set this objective: to “achieve fiscal sustainability.” Fiscal sustainability is a great goal for any government, local or otherwise, but it has to be measurable. That’s why Syracuse is using Objectives and Key Results.
When written out, along with their Key Results, Syracuse’s OKR looks like this:Achieve fiscal sustainability.Reduce the general fund budget variance from 11% to 5%.Spend 95% of authorized capital project dollars by the end of the fiscal year.Spend 95% of grant dollars for grants from prior fiscal years.
As discussed earlier, OKRs can work for all industries and even personal goals.Personal goal OKR
Doerr was asked about his personal OKR in an interview on Recode Decode. He answered, “You know, my daughters have both left home, but I had read and I believe that having family dinners together was a good thing. So, I set an OKR, shared it with my team to be home for dinner by 6:00 p.m. 20 nights a month and be present, turning off the phone. I put a switch on the router. We shut down the internet to the whole house.”
“It’s not only the quantity but the quality,” he added.
This personal goal would be written out like this:Have more quality family time, as measured by:Getting home for dinner by 6 pm, 20 nights a month.Being present by turning off the internet router to eliminate distractions.
And while it is a “personal” OKR, Doerr was transparent from the onset. Not only did he share it with his colleagues and family, but he also shared it in an interview.Industry OKRs
For other examples of industry-specific company OKRs, click here.Too Focused On Results Goal CastAre there different kinds of OKRs?
OKRs can be two things, committed or aspirational.
Committed ones are like their name suggests—commitments. When graded at the end of a cycle, a committed OKR is expected to have a passing grade.
Aspirational ones, on-the-other-hand, are sometimes called stretch goals or “moonshots.” The pathway to an aspirational OKR is expected to be forged since no one else has gotten there before. They also may be long-term and live beyond an OKR cycle or even be transferred between team members to stretch employee engagement.
To learn more about the committed and aspirational versions of Objectives and Key Results, click here.What OKR tools are available?
If you’re looking for some OKR tools to help you set ambitious goals, look at these OKR-tracking tools for personal goals and smaller teams and these tools for larger enterprises. How do you grade OKRs?
The Andy Grove method of grading OKRs is a simple “yes” or “no” approach. However, there are ways to grade them, too—namely “the Google method.”
8 rototiller. Tiller Includes a 1-3/8’, 6 Spline 540RPM, Shear Bolt Protected PTO Shaft! Sample Video is NOT the ’H’ Series Tiller, but the ’U’ Series Tiller w/Roller. SPECIFICATIONS: Clevis Style, Category 2, 3-Point is Quick Hitch Compatible! 540RPM Gearbox is Suitable for 65 to 100HP, PTO.
To learn more, click here.Are OKRs tied to compensation?
Unlike other performance management frameworks, like balanced scorecard (BSC), OKRs are divorced from compensation like salary and bonuses.
To learn why, click here. Where can I get more information?
This system is deceptively simple, but when used properly, good OKRs will equip your organization with superpowers to create things like high output management in all your business goals. Learn more by reading “Measure What Matters” or exploring more FAQs, Resources, and Stories right here on WhatMatters.com.
Or, if you’re looking for an OKR coach, check this out.
If you’re interested in starting our OKRs 101 course, click here.
Ryan Panchadsaram (@rypan) is the co-founder of WhatMatters.com and is the technical advisor to John Doerr at Kleiner Perkins.
Sam Prince (samprince.com) is a journalist, storyteller, and the digital strategist of WhatMatters.com.
The Government Performance and Results Act of 1993 (GPRA) (Pub.L.103–62) is a United Stateslaw enacted in 1993,[1] one of a series of laws designed to improve government performance management. The GPRA requires agencies to engage in performance management tasks such as setting goals, measuring results, and reporting their progress. In order to comply with the GPRA, agencies produce strategic plans, performance plans, and conduct gap analyses of projects. The GPRA of 1993 established project planning, strategic planning, and set up a framework of reporting for agencies to show the progress they make towards achieving their goals.
The GPRA Modernization Act of 2010 took the existing requirements of the 1993 act and developed a more efficient and modern system for government agencies to report their progress.[2]History[edit]
The Government Performance Act was signed by President Clinton on August 3, 1993 [1] but not implemented until the year 1999. From the time it was signed the Government focused on data collection and preparation for the following fiscal year. The fiscal year for the federal budget always starts October 1 and ends September 30 the following year. Before the GPRA was enacted, there was an attempted legislation in the 1960s trying to fulfill the task the GPRA now achieves; it was called the Program Planning and Budgeting System. Similar legislation also attempted to approach performance management such as Zero-Based Budgeting, Total Quality Management, and a few other minor programs. These were some of the many unsuccessful programs that tried to establish Federal Performance Budgeting. Where these other bills failed to receive enough legislative approval to be made into law, the GPRA was successfully approved by both Congress and the President. To ensure the GPRA continued to have a lasting impact, President Obama signed the Government Performance and Results Modernization Act of 2010 into law on January 4, 2011.[2][3] The GPRA has fully served its intended purpose of agency goal reporting and achieving for twenty three years.[4]Purposes of the 1993 Act[edit]
This act was established to gain trust of the American people. The government will be held accountable for all programs results to be achieved.[1]
*Establish goal setting for all government agencies.
*Aid Congressional Committees in their ability to amend, suspend, or establish programs based on performance for each fiscal year.
*Improve the performance of all federal agencies and measure their effectiveness.
*Compare current results to previous years as a measure of effectiveness.
*Highlights the operational processes, skills, technology, human, capital information, or any other resources that are required to meet new goals for that specific year.The Three GPRA Elements[edit]
*Agencies are required to develop five-year strategic plans that must contain a mission statement for the agency as well as long-term, results-oriented goals covering each of its major functions.[5]
*Agencies are required to prepare annual performance plans that establish the performance goals for the applicable fiscal year, a brief description of how these goals are to be met, and a description of how these performance goals can be verified.
*Agencies must prepare annual performance reports that review the agency’s success or failure in meeting its targeted performance goals. The performance goals must cover each program activity made in the agency budget.[1]Tips For Goal Setting
The Office of Management and Budget (OMB) is tasked pursuant to the GPRA with producing an annual report on agency performance. This is produced with the President’s annual budget request.[6][7]
The Executive branch oversees the implementation of the GPRA. The key component of the GPRA is for agencies to establish their goals and performance needed to achieve success in the particular agency or program.[8] It also calls for agencies to clearly state their operational process, budgeting strategies, technology and skill positions, as well as, other resources necessary to meeting goals. Providing a strategy to compare the actual achievements of an agency to those performance goals they set out to achieve is also key.[6]GPRA Modernization Act of 2010[edit]
On January 4, 2011, President Obama signed H.R. 2142, the GPRA Modernization Act of 2010 (GPRAMA), into law as Pub.L.111–352 (text)(pdf). Section 10 requires agencies to publish their strategic and performance plans and reports in machine-readable formats. StratML is such a format. Agencies are required to identify ’key factors external to the agency and beyond its control that could significantly affect the achievement of the general goals and objectives’.[2]Performance Plans and Reports[edit]
Each report includes a list of performance goals for each program. This includes indicators that help measure the outcome for each goal. The performance achieved with a comparison with the performance levels and the goals they had set for the year. If the performance goal was not met for that fiscal year, an explanation had to be given of why the goals that were initially met were not. Following up the explanation they have to give a written plan of what they will do to meet their goals the following fiscal year. They have to give a description of how each goal was useful and how effective it was to the final result. These results will be sent to the President and to Congress. The results can be accessed by the public once they are published.[1]See also[edit]
*Information Technology Management Reform Act (Clinger-Cohen Act)References[edit]
*^ abcdeCongress, U. S., and An Act. ’Government Performance and Results Act of 1993.’ In 103rd Congress. Congressional Record. 1993.
*^ abc’U.S. Congress, GPRA Modernization Act of 2010, P.L. 111-352’(PDF). Archived(PDF) from the original on 2012-03-24. Retrieved 2012-03-24.
*^Kamensky, John M. ’GPRA Modernization Act of 2010 Explained.’ IBM Center for the Business of Government blog. January 6 (2011)
*^Brass, Clinton T. ’Changes to the Government Performance and Results Act (GPRA): Overview of the New Framework of Products and Processes.’Congressional Research Service 29 (2012).
*^Kravchuk, Robert S., and Ronald W. Schack. ’Designing effective performance-measurement systems under the Government Performance and Results Act of 1993.’ Public administration review (1996): 348-358.
*^ ab’Office of Management and Budget’. www.whitehouse.gov. Retrieved Oct 25, 2016.
*^Berman, Larry. The Office of Management and Budget and the presidency, 1921-1979. Princeton University Press, 2015.
*^Bryson, John M. ’Strategic Planning and.’ The SAGE Handbook of Public Administration (2012): 50.External links[edit]
*Government Performance Results Act of 1993 - at WhiteHouse.gov
*OMB, Implementation of the Government Performance and Results Act of 1993
*Government Performance and Results Act - at GAO Reports
*GPRA Modernization Act (GPRAMA)
*Strategy Markup Language (StratML)
*Hanks, C.H.,’Should the Federal Government Continue Its Pursuit of Proprietary Financial Statements?’ Journal of Government Financial Management, Spring 2014, Vol. 63, No. 1., pgs.12-18.
*Kravchuk, Robert S., and Ronald W. Schack. Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993. 4th ed. Vol. 56. N.p.: American Society for Public Administration, 1996. Print. Pgs. 348-358
*Office of the Chief Information Officer [1][permanent dead link]Retrieved from ’https://en.wikipedia.org/w/index.php?title=Government_Performance_and_Results_Act&oldid=980342728’
Register here: http://gg.gg/us83x
https://diarynote.indered.space
*Too Focused On Results Goal Cast
*Tips For Goal Setting
The definition of “OKRs” is “Objectives and Key Results.” It is a collaborative goal-setting tool used by teams and individuals to set challenging, ambitious goals with measurable results. OKRs are how you track progress, create alignment, and encourage engagement around measurable goals.
Sample of a Professional S.M.A.R.T. Overall Goal: I want to run my own consulting business. Goal: Within one month, I will land my first client after organizing a sensible plan for sending out pitches. Specific: Using my network, I will seek out companies in need of my consulting services. Get the latest live soccer scores, results & fixtures from across the world, including Premier League, powered by Goal.com.
Whether talking about office operations, software engineering, nonprofits or more, OKRs work the same for setting goals throughout many company levels. They can also work for personal goals and can even be used by individuals to get things done at places where senior leadership doesn’t use them.
An Objective is simply what is to be achieved, no more and no less. By definition, objectives are significant, concrete, action-oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. Aktionscode ladbrokes.
Key Results benchmark and monitor how we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt. At the end of the designated period, typically a quarter, we do a regular check and grade the key results as fulfilled or not.
Where an objective can be long-lived, rolled over for a year or longer, key results evolve as the work progresses. Once they are all completed, the objective is necessarily achieved.Who created OKRs?
OKRs were created by Andy Grove at Intel and taught to John Doerr by him. Since then, many companies have adopted them, including Allbirds, Apartment Therapy, Netflix, and inspiring nonprofits like Code for America.
Early on in “Measure What Matters”, Doerr writes about “MBOs,” or “Management by Objectives.” MBOs were the brainchild of Peter Drucker and provided Andy Grove a basis for his eventual theory of OKRs. In fact, Grove’s name for them originally was “iMBOs,” for Intel Management by Objectives. However, despite the original reverential name, Grove created some key differences between the two which he passed along to Doerr.
Grove rarely mentioned objectives without tying them to “key results,” a term he seems to have coined himself. Other key differences between MBOs and OKRs are that the latter are quarterly, not annual, and they are divorced from compensation.
Doerr was the one who crafted the name “OKRs,” which he assembled from Grove’s lexicon.
The most famous story about OKRs is that of Doerr introducing the philosophy to Google’s founders in 1999. Gathered around a ping-pong table which doubled as a boardroom table, Doerr presented a PowerPoint to the young founding team, which included Larry Page, Sergey Brin, Marissa Mayer, Susan Wojcicki, and Salar Kamangar.
Doerr’s Objective and Key Results for the PowerPoint presentation were this:Build a planning model for their company, as measured by three key results:I would finish my presentation on time.We’d create a sample set of quarterly Google OKRs.I’d gain management agreement for a three-month OKR trial.
Google then set its company strategy with this management framework and the rest is history.OKR examples
But what are some other high-level examples?
The city of Syracuse, New York recently set this objective: to “achieve fiscal sustainability.” Fiscal sustainability is a great goal for any government, local or otherwise, but it has to be measurable. That’s why Syracuse is using Objectives and Key Results.
When written out, along with their Key Results, Syracuse’s OKR looks like this:Achieve fiscal sustainability.Reduce the general fund budget variance from 11% to 5%.Spend 95% of authorized capital project dollars by the end of the fiscal year.Spend 95% of grant dollars for grants from prior fiscal years.
As discussed earlier, OKRs can work for all industries and even personal goals.Personal goal OKR
Doerr was asked about his personal OKR in an interview on Recode Decode. He answered, “You know, my daughters have both left home, but I had read and I believe that having family dinners together was a good thing. So, I set an OKR, shared it with my team to be home for dinner by 6:00 p.m. 20 nights a month and be present, turning off the phone. I put a switch on the router. We shut down the internet to the whole house.”
“It’s not only the quantity but the quality,” he added.
This personal goal would be written out like this:Have more quality family time, as measured by:Getting home for dinner by 6 pm, 20 nights a month.Being present by turning off the internet router to eliminate distractions.
And while it is a “personal” OKR, Doerr was transparent from the onset. Not only did he share it with his colleagues and family, but he also shared it in an interview.Industry OKRs
For other examples of industry-specific company OKRs, click here.Too Focused On Results Goal CastAre there different kinds of OKRs?
OKRs can be two things, committed or aspirational.
Committed ones are like their name suggests—commitments. When graded at the end of a cycle, a committed OKR is expected to have a passing grade.
Aspirational ones, on-the-other-hand, are sometimes called stretch goals or “moonshots.” The pathway to an aspirational OKR is expected to be forged since no one else has gotten there before. They also may be long-term and live beyond an OKR cycle or even be transferred between team members to stretch employee engagement.
To learn more about the committed and aspirational versions of Objectives and Key Results, click here.What OKR tools are available?
If you’re looking for some OKR tools to help you set ambitious goals, look at these OKR-tracking tools for personal goals and smaller teams and these tools for larger enterprises. How do you grade OKRs?
The Andy Grove method of grading OKRs is a simple “yes” or “no” approach. However, there are ways to grade them, too—namely “the Google method.”
8 rototiller. Tiller Includes a 1-3/8’, 6 Spline 540RPM, Shear Bolt Protected PTO Shaft! Sample Video is NOT the ’H’ Series Tiller, but the ’U’ Series Tiller w/Roller. SPECIFICATIONS: Clevis Style, Category 2, 3-Point is Quick Hitch Compatible! 540RPM Gearbox is Suitable for 65 to 100HP, PTO.
To learn more, click here.Are OKRs tied to compensation?
Unlike other performance management frameworks, like balanced scorecard (BSC), OKRs are divorced from compensation like salary and bonuses.
To learn why, click here. Where can I get more information?
This system is deceptively simple, but when used properly, good OKRs will equip your organization with superpowers to create things like high output management in all your business goals. Learn more by reading “Measure What Matters” or exploring more FAQs, Resources, and Stories right here on WhatMatters.com.
Or, if you’re looking for an OKR coach, check this out.
If you’re interested in starting our OKRs 101 course, click here.
Ryan Panchadsaram (@rypan) is the co-founder of WhatMatters.com and is the technical advisor to John Doerr at Kleiner Perkins.
Sam Prince (samprince.com) is a journalist, storyteller, and the digital strategist of WhatMatters.com.
The Government Performance and Results Act of 1993 (GPRA) (Pub.L.103–62) is a United Stateslaw enacted in 1993,[1] one of a series of laws designed to improve government performance management. The GPRA requires agencies to engage in performance management tasks such as setting goals, measuring results, and reporting their progress. In order to comply with the GPRA, agencies produce strategic plans, performance plans, and conduct gap analyses of projects. The GPRA of 1993 established project planning, strategic planning, and set up a framework of reporting for agencies to show the progress they make towards achieving their goals.
The GPRA Modernization Act of 2010 took the existing requirements of the 1993 act and developed a more efficient and modern system for government agencies to report their progress.[2]History[edit]
The Government Performance Act was signed by President Clinton on August 3, 1993 [1] but not implemented until the year 1999. From the time it was signed the Government focused on data collection and preparation for the following fiscal year. The fiscal year for the federal budget always starts October 1 and ends September 30 the following year. Before the GPRA was enacted, there was an attempted legislation in the 1960s trying to fulfill the task the GPRA now achieves; it was called the Program Planning and Budgeting System. Similar legislation also attempted to approach performance management such as Zero-Based Budgeting, Total Quality Management, and a few other minor programs. These were some of the many unsuccessful programs that tried to establish Federal Performance Budgeting. Where these other bills failed to receive enough legislative approval to be made into law, the GPRA was successfully approved by both Congress and the President. To ensure the GPRA continued to have a lasting impact, President Obama signed the Government Performance and Results Modernization Act of 2010 into law on January 4, 2011.[2][3] The GPRA has fully served its intended purpose of agency goal reporting and achieving for twenty three years.[4]Purposes of the 1993 Act[edit]
This act was established to gain trust of the American people. The government will be held accountable for all programs results to be achieved.[1]
*Establish goal setting for all government agencies.
*Aid Congressional Committees in their ability to amend, suspend, or establish programs based on performance for each fiscal year.
*Improve the performance of all federal agencies and measure their effectiveness.
*Compare current results to previous years as a measure of effectiveness.
*Highlights the operational processes, skills, technology, human, capital information, or any other resources that are required to meet new goals for that specific year.The Three GPRA Elements[edit]
*Agencies are required to develop five-year strategic plans that must contain a mission statement for the agency as well as long-term, results-oriented goals covering each of its major functions.[5]
*Agencies are required to prepare annual performance plans that establish the performance goals for the applicable fiscal year, a brief description of how these goals are to be met, and a description of how these performance goals can be verified.
*Agencies must prepare annual performance reports that review the agency’s success or failure in meeting its targeted performance goals. The performance goals must cover each program activity made in the agency budget.[1]Tips For Goal Setting
The Office of Management and Budget (OMB) is tasked pursuant to the GPRA with producing an annual report on agency performance. This is produced with the President’s annual budget request.[6][7]
The Executive branch oversees the implementation of the GPRA. The key component of the GPRA is for agencies to establish their goals and performance needed to achieve success in the particular agency or program.[8] It also calls for agencies to clearly state their operational process, budgeting strategies, technology and skill positions, as well as, other resources necessary to meeting goals. Providing a strategy to compare the actual achievements of an agency to those performance goals they set out to achieve is also key.[6]GPRA Modernization Act of 2010[edit]
On January 4, 2011, President Obama signed H.R. 2142, the GPRA Modernization Act of 2010 (GPRAMA), into law as Pub.L.111–352 (text)(pdf). Section 10 requires agencies to publish their strategic and performance plans and reports in machine-readable formats. StratML is such a format. Agencies are required to identify ’key factors external to the agency and beyond its control that could significantly affect the achievement of the general goals and objectives’.[2]Performance Plans and Reports[edit]
Each report includes a list of performance goals for each program. This includes indicators that help measure the outcome for each goal. The performance achieved with a comparison with the performance levels and the goals they had set for the year. If the performance goal was not met for that fiscal year, an explanation had to be given of why the goals that were initially met were not. Following up the explanation they have to give a written plan of what they will do to meet their goals the following fiscal year. They have to give a description of how each goal was useful and how effective it was to the final result. These results will be sent to the President and to Congress. The results can be accessed by the public once they are published.[1]See also[edit]
*Information Technology Management Reform Act (Clinger-Cohen Act)References[edit]
*^ abcdeCongress, U. S., and An Act. ’Government Performance and Results Act of 1993.’ In 103rd Congress. Congressional Record. 1993.
*^ abc’U.S. Congress, GPRA Modernization Act of 2010, P.L. 111-352’(PDF). Archived(PDF) from the original on 2012-03-24. Retrieved 2012-03-24.
*^Kamensky, John M. ’GPRA Modernization Act of 2010 Explained.’ IBM Center for the Business of Government blog. January 6 (2011)
*^Brass, Clinton T. ’Changes to the Government Performance and Results Act (GPRA): Overview of the New Framework of Products and Processes.’Congressional Research Service 29 (2012).
*^Kravchuk, Robert S., and Ronald W. Schack. ’Designing effective performance-measurement systems under the Government Performance and Results Act of 1993.’ Public administration review (1996): 348-358.
*^ ab’Office of Management and Budget’. www.whitehouse.gov. Retrieved Oct 25, 2016.
*^Berman, Larry. The Office of Management and Budget and the presidency, 1921-1979. Princeton University Press, 2015.
*^Bryson, John M. ’Strategic Planning and.’ The SAGE Handbook of Public Administration (2012): 50.External links[edit]
*Government Performance Results Act of 1993 - at WhiteHouse.gov
*OMB, Implementation of the Government Performance and Results Act of 1993
*Government Performance and Results Act - at GAO Reports
*GPRA Modernization Act (GPRAMA)
*Strategy Markup Language (StratML)
*Hanks, C.H.,’Should the Federal Government Continue Its Pursuit of Proprietary Financial Statements?’ Journal of Government Financial Management, Spring 2014, Vol. 63, No. 1., pgs.12-18.
*Kravchuk, Robert S., and Ronald W. Schack. Designing Effective Performance-Measurement Systems under the Government Performance and Results Act of 1993. 4th ed. Vol. 56. N.p.: American Society for Public Administration, 1996. Print. Pgs. 348-358
*Office of the Chief Information Officer [1][permanent dead link]Retrieved from ’https://en.wikipedia.org/w/index.php?title=Government_Performance_and_Results_Act&oldid=980342728’
Register here: http://gg.gg/us83x
https://diarynote.indered.space
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