Performance Management Framework Research Articles

스리랑카의 기후변화 대응을 위한 개발협력 방안 연구 (Climate Change in Sri Lanka: Issues and Prospects for Korea’s Development Cooperation)

Korean Abstract: 2017년은 한국과 스리랑카 수교 40주년이 되는 해이다. 스리랑카는 인도양에 위치한 인구 약 2천만 명의 작은 섬나라로, 30여 년간의 내전이 종식된 2009년 이후 높은 경제성장률 및 빈곤 감소율을 나타내고 있다. 2015년 당선된 시리세나 대통령 신정부는 경제성장과 지속가능발전에 초점을 맞춘 국가개발전략을 추진하며, 그 이행에 있어 기후변화를 주요 도전과제로 인식하고 있다. 특히 최근 3년 사이 스리랑카에는 이상 강우현상이 심화되어 농업생산성과 수력발전, 물과 관련된 보건 분야에 피해를 가져오고 있다. 우리나라는 스리랑카와 1977년 수교를 맺고 인적ㆍ물적 교류를 지속적으로 이어왔으며 스리랑카를 ODA 중점협력국으로 선정하고 별도의 지원전략을 마련하였다. 스리랑카는 우리나라의 상위 10위권 수혜국이며, 우리나라는 스리랑카의 2위 공여국이다. 수교 40주년을 기념하여 2017년 11월 열린 정상회담에서 우리나라는 2019년까지 EDCF 지원과 KOICA를 통한 무상원조 협력을 지속적으로 확대하기로 약속하였다. 이 같은 배경하에 본 연구는 우리나라 ODA 중점협력국인 스리랑카의 기후변화 대응 수요와 개발 우선순위, 우리나라의 스리랑카 지원전략을 바탕으로 스리랑카의 지속가능발전에 기여하기 위한 협력방안을 도출하고자 수행되었다. 이를 위해 분석 대상국의 국가개발전략 및 기후변화 관련 정책, 국제사회의 지원 동향 및 전략에 관한 문헌 및 통계 분석, 현지 관계자 및 전문가 면담 등의 방법론을 사용하였다. 특히 주요 공여기관 및 국제기구 사례 분석을 통하여 우리나라에 부재한 기후변화 지원전략 수립과 성과관리틀 도출에 기여하고자 하였다. English Abstract: The year 2017 marks the 40th anniversary of diplomatic relations between Korea and Sri Lanka. Located in the Indian Ocean, Sri Lanka is a small island nation with a population of about 20 million. The country has seen high economic growth and poverty reduction since 2009, when the civil war ended after 30 years. Elected in 2015, President Sirisena of Sri Lanka is pursuing national development that focuses on sustainable growth. In this regard, President Sirisena recognizes climate change as a major challenge in the implementation of national development initiatives. In particular, atypical rainfall patterns have intensified over the last three years, causing damage to agricultural productivity, hydro power generation, and water-related health sectors. Since the opening of diplomatic relations in 1977, Korea and Sri Lanka have continued active human and material exchanges. Sri Lanka is also one of Korea’s ODA priority partnership countries. Thus, the Korean government has formulated a detailed strategy on cooperation with Sri Lanka. Sri Lanka is one of the top 10 ODA recipients for Korea. Likewise, Korea is the second largest bilateral donor for Sri Lanka. At the summit held in commemoration of the 40th anniversary of relations between the two nations, Korea pledged to expand its bilateral cooperation, in the form of EDCF assistance and grant activities through KOICA, with Sri Lanka by 2019. Under such circumstances, this study was conducted to guide further cooperation with Sri Lanka, mitigating the adverse impact of climate change and promoting sustainable development. The study focuses on Sri Lanka’s climate change policies and related needs, as well as its national development priorities. We also conducted a thorough review on major donors’ cooperation activities and policies, including those of Korea. Most importantly, detailed on-site interviews with major stakeholders were carried out. Through in-depth case analyses of major bilateral and multilateral donor organizations, we attempted to seek the policy direction for climate change assistance and formulate a performance management framework for Korea.

The 21st century public servant - what roles and skills do we need from public servants to deliver better outcomes for citizens?

Introduction: The session will report findings from research on the 21st century public servant, funded by the Economic and Social Research Council. The project built on the 2011 University of Birmingham Policy Commission into the 'Future of Local Public Services' which identified the need to pay attention to the changing roles undertaken by public servants and the associated support and development needs. The research is now influencing the development of policy and practice within local public services including social care, health, police and fire services in the UK. Theory/Methods: The research comprised a review of the international literature followed by 40 semi-structured interviews with people working in a purposive sample of public services in the West Midlands region of England. National figures working in public services were also interviewed. A survey of a cohort of recent graduates on the National Graduate Development Programme for local government was conducted. Interviewees were drawn from organisations in the public, private and third sectors, reflecting the mixed market of providers of public services. Results: The research identified 10 themes which exemplify the emerging expectations and challenges for people working in local public services. These included: a new set of roles for the workforce (such as municipal entrepreneur, storyteller and resource weaver), the need for a new way of working with citizens (‘being human’), a combination of softer skills alongside professional, technical skills the need to combine public service ethos with a sense of commerciality new collaborative leadership skills, moving away from ‘hero’ leaders Discussions: The research suggests that there is a need to recruit, develop and support public servants in different ways in future. The new roles and skills that are needed to work in collaborative, integrated ways with a range of organisations, and with residents, are currently lacking. Conclusions (comprising key findings): 21st century public servants are often working in 19th century style organisations where incentives, development opportunities and performance management frameworks do not support the development of new skills and roles that are needed to work in collaborative ways, both across organisations and with citizens. The research is of direct relevance to those organisations seeking to develop a workforce that is able to deliver integrated, collaborative services to achieve improved outcomes for citizens. Lessons learned: Although the research was carried out across a wide range of public services the workforce challenges are similar for all organisations. Limitations: The interviews were carried out with 40 people in the West Midlands, so the findings may only be applicable within this region. However, the researchers have spoken to over 100 organisations about the research and the response suggests that the findings are relevant across all regions and across a range of public services. Suggestions for future research: The research has been extended to study the roles and skills of elected members. The missing part of the ‘triangle’ is to study the role of the citizen in terms of working in a collaborative way with public services to achieve improved outcomes.

Cloud‐based performance management of community care services

AbstractTriple Aim for connected care is about improving patient experience, improving population health, and lowering cost of care. One of the key challenges to operationalizing Triple Aim is our ability to measure improvements at all levels of the health care ecosystem especially with respect to connected care. With a lack of interoperability between stakeholders in the health care system, our ability to measure quality of care goals is limited. Cloud computing offers the potential to improve data sharing and interoperability, thereby providing a good framework for operationalizing Triple Aim. In this paper, we evaluate our systematic framework for performance management of community care services based on a successful implementation for a large urban health region in support of Triple Aim. Three critical roadblocks to interoperability in a cloud computing context are identified (infrastructure, common data model, and a compliance framework), and alternative approaches to addressing them are evaluated and discussed.

Integrasi Rencana Strategis dan Pengukuran Kinerja Menggunakan Kerangka Teori Strategic Performance Management dengan Pendekatan Soft Systems Methodology

This paper examines integration process of strategic plan and performance measurement in Research Development and Training Agency, Ministry of Religion Affairs using Strategic Performance Management theoretical framework with Soft Systems Methodology. Based on the comparison between the conceptual models with problem situations in the real world, the problem solving interest generated some recommendations regarding the structure, processes and attitudes. Meanwhile, for research interest, it is concluded that the theoretical framework of Strategic Performance Management can be used to integrate the strategic plan and performance measurement in the public sector, because it can answering problem complexity, supporting the integration of long-term strategy process, and operational objectives, ensuring the performance measurement support thestrategic and organization learning achievement, as well as improving theintegration and data analysis and facilitating cooperation and collaboration.

СИСТЕМА УПРАВЛЕНИЯ ЭФФЕКТИВНОСТЬЮ БИЗНЕС-ПРОЦЕССОВ

Business process management and performance management merge with each other as business process management evolves. Efficiency is a characteristic of the system in terms of the ratio of costs and results of its functioning, ability to lead to given results. Efficiency in the concept of process management is the measurement of predefined operational characteristics of the process: qualitative and / or quantitative indicators that characterize the process. The main indicators of process efficiency are the process efficiency indices. In addition, in the theory of performance management key performance indicators are emitted. Although they have much in common (relatively constant, measurable, assess progress, etc.), the main difference between these indicators is that process performance indicators measure operational efficiency, while key performance indicators represent the business objectives that the company wants to achieve at a strategic level. There are different types of the process performance indicators: productivity and effectiveness, temporary, costly, high-quality; early and late. Process performance indicators are assigned to each process to monitor its effectiveness and to correlate the achievement of the process goal and the costs to achieve this goal. The establishment of key performance indicators depends on the organization's strategy and is implemented using methodologies developed and tested in practice, the most popular of which is the Balanced Scorecard. With the purpose of forming a control loop for the efficiency of business processes, the principles of managing the efficiency of processes are singled out: the level of development of performance management directly depends on the level of process maturity of the organization; when analyzing the process, performance indicators are primary, and then productivity; understanding customer motivation when evaluating the process; evolutionary measurement of effectiveness. The performance management framework of business processes consists of planning, execution (which also consists of performance monitoring processes for each selected process), verification and updating.

CBR-based network performance management with multi-agent approach

Nowadays, with the growth of heterogeneity of network equipment and software, and involved a variety of advanced network technology, the complexity of computer network have rapidly increased. Especially demands for high-performance network service in advanced data-intensive scientific research are dramatically increased. In order to cope with the network performance issue, this paper proposes the end-to-end (ETE) network performance management framework based on case-based reasoning with the case library and multi-agent integrated with perfSONAR as well as large-scale network flow monitoring. It provides a sophisticated framework for both network operator and user to systemically identify ETE network performance issues that are detected, diagnosed and recovered. The real cases are modeled and implemented into the casebase in the real experimental environment, a national research network of Korea. To verify the proposed framework, validation of the cases in the casebase is demonstrated.

Applying a Dynamic Performance Management Framework to Wicked Issues: How Coproduction Helps to Transform Young People’s Services in Surrey County Council, UK

ABSTRACTThis article explores how a dynamic performance management (DPM) approach can give policy makers a more integrated, time-related understanding of how to address wicked problems successfully. The article highlights how an outcome-based approach to solving wicked policy problems has to balance three very contrasting objectives of stakeholders in the policy making process – improving service quality, improving quality of life outcomes and improving conformity to the principles of public governance. Simultaneous achievement of these three objectives may not be feasible, as they may form an interactive dynamic system. However the balancing act between them may be achieved by the use of DPM. Policy insights from this novel approach are illustrated through a case study of a highly successful co-production intervention to help young people with multiple disadvantages in Surrey, UK. The implications of DPM are that policy development needs to accept the important roles of emergent strategy and learning mechanisms, rather than attempting ‘blueprint’ strategic planning and control mechanisms. Some expectations about the results may indeed be justifiable in particular policy systems, as clustering of quality of life outcomes and outcomes in the achievement of governance principles is likely, because behaviours are strongly inter-related. However, this clustering can never be taken for granted but must be tested in each specific policy context. Undertaking simulations with the model and recalibrating it through time, as experience builds up, may allow learning in relation to overcoming barriers to achieving outcomes in the system.

The trinity of resilient organisation: aligning performance management with organisational culture and strategy formation

In this work, we argue that resilience, as the fundamental quality needed to prosper from significant change that disrupts an organisation's expected patterns of events, depends on the organisation's culture, strategy content and formation and performance management systems. Thus, it is thought-provoking that research in the field of performance management is largely disconnected from the adjoining fields of culture, strategy formation and safety management. By discussing features of and connections between organisational culture and strategy formation for resilient organisation, we provide a platform on which a performance management framework is developed. Vital in this respect is an organisation's ability to address the factual, potential, actual and critical. On the one hand, our work aspires to shed light on and bring research attention to the trinity of organisational culture, strategy formation and performance management. On the other, our suggested resilient performance management framework contributes to make the concept of resilience operational.

The trinity of resilient organisation: aligning performance management with organisational culture and strategy formation

In this work, we argue that resilience, as the fundamental quality needed to prosper from significant change that disrupts an organisation's expected patterns of events, depends on the organisation's culture, strategy content and formation and performance management systems. Thus, it is thought-provoking that research in the field of performance management is largely disconnected from the adjoining fields of culture, strategy formation and safety management. By discussing features of and connections between organisational culture and strategy formation for resilient organisation, we provide a platform on which a performance management framework is developed. Vital in this respect is an organisation's ability to address the factual, potential, actual and critical. On the one hand, our work aspires to shed light on and bring research attention to the trinity of organisational culture, strategy formation and performance management. On the other, our suggested resilient performance management framework contributes to make the concept of resilience operational.

The Use of Financial and Nonfinancial Measures within Innovation Management Control: Experience and Research

Introduction - Why to Measure?Innovation contributes to the winning of competitive advantages (Kozubikova & Zoubkova, 2016; Lahovnik & Breznik, 2014). Substantial evidence exists that innovation process and resulting innovation outputs are the important determinants of company performance, indicating that innovators outperform non-innovating companies (Baldwin & Gellatly, 2003; Calabrese et al., 2013; Gronum et al., 2012; Guo et al., 2005; Klomp & van Leeuwen, 2001; Li & Atuahene-Gima, 2001; Mansury & Love, 2008; Pittaway et al., 2004; Rosenbusch et al., 2011; van Wijk et al., 2008; Zhou, 2006).Innovations are not separate activities in the company, but they proceed in the form of processes that encourage change and have to be successfully terminated (Cooper, 1998; Greve, 2003; Tidd et al., 2005). Successful innovations are the result of management, marketing, scientific, technological, organisational, financial, business and other types of activity. Market participants act together with employees, technologies and environmental influences, all of them being dynamic and relatively independent.For business success company's management has to regularly evaluate the performance of their innovations. This evaluation must be carried out comprehensively. In each phase of the innovation process (see Figure 1) the question must be asked as to whether it makes sense to continue with the task and not just from a technical perspective but also in marketing terms. It is essential to ascertain whether the set of technical parameters can be achieved and whether innovation has any prospects of success at some market. In addition, it is necessary to analyse deviations from the expected costs, term changes and their causes, and to assign responsibility for what has caused them. The aim is to learn how to better cope with the innovation process and thus build knowledge upon experience gained. If the company does not use this approach, then there is a risk that it will repeat the same mistakes in the future.Therefore, the cognitive aim of this study is to present knowledge and findings in the field of innovation performance and management control as these areas are currently being dealt with in Czech as well as foreign expert literature and in the practice of Czech manufacturing industry. There are many indicators for assessing company's success in a wider sense but if we refer to innovations it can be difficult to choose the right ones.Then, the creative aim is to contribute to the study of innovation management with a proposal of a conceptual performance measurement and management framework for innovation processes suitable for Czech business environment. The framework is based specifically on project management, the input-process-output-outcomes model (Brown, 1996), the Stage Gate approach (Cooper, 1998) and the Balanced Scorecard (Kaplan & Norton, 1996).The study begins with theory and definition of the essential terms. The theoretical part is followed by an empirical analysis investigating the current state of affaird in Czech manufacturing. On the basis of desk-based research and empirical study, a management control system approach to innovation performance measurement suitable for Czech business environment called the Innovation Scorecard is proposed in the discussion section.The research presented in this study is valuable for several reasons. Firstly, it is one of the few comprehensive studies to address the question of what methods of innovation performance measurement are implemented in innovative Czech manufacturing companies. Secondly, the research takes into account the specifics of the investigated issue, such as measurement in soft systems, the core microlevel of measurement, and the specifics of Czech business environment after the financial crisis. Thirdly, only a few recent studies provide an attempt to develop a Balanced Scorecard framework for innovations. …

Australian indigenous social enterprise: measuring performance

Purpose Using an integrated framework for performance management of nonprofit organizations, this paper aims to present an analysis of the activities of an Indigenous social enterprise in the town of Yirrkala in northeast Arnhem Land in the Northern Territory of Australia. The evaluation focuses on the social effectiveness of the organization and its ability to help generate income and employment and drive social capital creation. Design/methodology/approach The analysis is informed by data derived from “yarns” with social enterprise staff and semi-structured interviews conducted with key informants who were selected using snowball sampling. Data were transcribed and analyzed thematically. Findings The analysis reveals that the organization provides a successful community-based pathway for increasing Indigenous economic participation on local terms at a time of regional economic decline and high levels of Indigenous unemployment nationally. Practical implications The measured effectiveness of Nuwul highlights the need for targeted policy support for Indigenous enterprises and that social entrepreneurship is far more likely to be successful in a supportive government policy environment, a critical need for government-initiated policies to encourage the formation of Indigenous social enterprises that are entrepreneurial and innovative in their solutions to poverty and marginalization. Such policies should not only aid the establishment of Indigenous ventures but also facilitate their long-term growth and sustainability. Originality/value Although Indigenous entrepreneurial activities have been found to be effective in addressing Indigenous disadvantage in Australia, little is known about their community impact. The article provides original empirically grounded research on the measurement of Indigenous entrepreneurial activities and their wider community impact. The data show, against the backdrop of mixed results of government efforts to drive Indigenous economic mainstreaming, that the entrepreneurial activities analyzed in this paper are an example of more flexible and culturally appropriate pathways for achieving Indigenous equality in rural and remote regions of Australia.

A New Quantitative‐Based Performance Management Framework for Service Operations

Performance measurement system for individuals and teams is still qualitative and compliance oriented in many organizations. Therefore, most performance evaluations are considered overstated and unreliable by senior management. A new performance management method, discussed in this study, has been designed and developed in a service operation environment to measure and enhance the efficiency and effectiveness of employees and teams based on a new quantitative approach. In this data‐driven approach, all work efforts are evaluated and converted to a comprehensive credit system, allowing aggregation of individual outcomes using a few metrics. All employees need to pass a minimum threshold to start earning benefits. Other key metrics, including quality and risk, can be added to the system to ensure that employees follow standards, restrictions, and other expectations. This model directly aligns performance‐based payouts and rewards to performance outcomes, and therefore improves employees' efficiency and effectiveness. The model has been tested and implemented in several operational units of a large financial institution in North America with outstanding impacts and outcomes. Copyright © 2016 John Wiley & Sons, Ltd.

Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.

Managing golf greens: Aligning golf green quality with resource inputs

Golf course managers need to manage their facilities efficiently for both economic and qualitative reasons. Golf greens are the most significant area on the golf course for play, intensity of maintenance practice, and player judgement of quality. The gap in knowledge lies between measurement of golf green performance and operations efficiency. Performance measurement is the process of controlling management operations to achieve optimum resource input efficacy but in considering existing performance management systems it was found that none provided a definitive tool that could be used to monitor operations for golf green management. This research aims to determine whether a performance management system can be developed for golf green management. Four golf courses were selected to collect management data for operations practices and qualitative tests of golf green performance. Interviews provided operations data for the core practices, identified from literature, including material inputs. The comparison of maintenance inputs and their costs against playing quality allow objective comparison and determination of management efficacy. A survey of golf course managers and review of industry operations practice also informed the key parameters in the development of a performance management framework. Research data for maintenance intensity, cost, and quality have been plotted onto analysis framework graphs which indicate the quality golf course managers are achieving within golf green culture with known levels of resource input. This research proposes a performance management framework for golf course managers to enable them to better manage their golf greens. The adopted research methodology and methods have produced a performance based management framework for golf green management. Mapping key parameters of quality, costs, and inputs in a benchmarking radar chart reflects the efficacy of golf green management in a way that allows stakeholders to identify and adjust operation variables. In a survey of Golf Course Managers in the UK, 73% of respondents stated that they would find a performance management framework beneficial for their work.

YOUTH DEVELOPMENT PERFORMANCE MANAGEMENT IN MUNICIPALITIES: A NKANGALA DISTRICT MUNICIPALITY CASE STUDY

Municipalities by design are at the grassroots and the gateway for providing direct development interventions to the masses of the people of South Africa. There is, however, evidence that success in implementing youth development programmes is limited, owing mainly to the lack of performance management application at the local government level. Nkangala District Municipality (NDM) was used as a case to explore the extent to which municipalities apply the prescripts and principles of performance management to the youth development programmes. The study sought to establish whether municipalities have performance management frameworks and systems, and whether youth development matters are included in the same. Evidence from the study shows that there are still gaps to be addressed in NDM. Finally, the study suggests a Youth Development Performance Management Framework, which will also integrate youth participation, monitoring and evaluation.

Performance management of the public healthcare services in Ireland: a review.

Performance Management (PM) processes have become a potent part of strategic and service quality decisions in healthcare organisations. In 2005, the management of public healthcare in Ireland was amalgamated into a single integrated management body, named the Health Service Executive (HSE). Since then, the HSE has come up with a range of strategies for healthcare developments and reforms, and has developed a PM system as part of its strategic planning. The purpose of this paper is to review the application of PM in the Irish Healthcare system, with a particular focus on Irish Hospitals and Emergency Services. An extensive review of relevant HSE's publications from 2005 to 2013 is conducted. Studies of the relevant literature related to the application of PM and of international best practices in healthcare performance systems are also presented. PM and performance measurement systems used by the HSE include many performance reports designed to monitor performance trends and strategic goals. Issues in the current PM system include inconsistency of measures and performance reporting, unclear strategy alignment, and deficiencies in reporting (e.g. feedback and corrective actions). Furthermore, PM processes have not been linked adequately into Irish public hospitals' management systems. The HSE delivers several services such as mental health, social inclusion, etc. This study focuses on the HSE's PM framework, with a particular interest in acute hospitals and emergency services. This is the first comprehensive review of Irish healthcare PM since the introduction of the HSE. A critical analysis of the HSE reports identifies the shortcomings in its current PM system.

A conceptual framework for performance management of the entrepreneurship education policy in the Nigerian universities

A conceptual framework for performance management of the entrepreneurship education policy in the Nigerian universities

Effect of leadership styles on successful implementation of a performance management system

Although a well implemented performance management system (PMS) can have immense benefits, it has been reduced in many organisations to a mechanical, end of the year requirement for information. Consequently, in many organisations, PMSs are viewed with much trepidation and scepticism. It is therefore germane to understand factors that could cause PMS to be embraced and accepted by individuals in organisations. Effective leadership in the organisation could be critical in the successful implementation of performance management. However, empirical investigation of this relationship is lacking. The objectives of this study were: (1) To assess the effect of transactional and transformational leadership on the adoption of a performance management framework and (2) To assess the perceptions of various demographic groups in an organisation on the effects of leadership style on the implementation of a performance management system. The study was undertaken at Moi Teaching and Referral Hospital (MTRH), Kenya. An explanatory descriptive design was used. The target population for the study comprised all the 2,040 members of staff at the hospital. A stratified random sampling was used to select the 510 respondents. The study found that leadership style (transactional and transformational leadership) has a strong and positive influence on the implementation of performance management framework (B=0.677, SE = 0.027, p<0.0001; R 2 =0.72). Support for the relationship between leadership and PMS was found to be stronger amongst males, less educated and older employees. The study recommends that organisations should adopt more strategic leadership style if they are to successfully deliver the contiguous stages required in PMS. Keywords: Transactional Leadership, Transformational Leadership, performance management system

A review of sustainable facilities management knowledge and practice

Sustainability is seen as a far-reaching issue now, and one which the facilities management [FM] profession cannot overlook. This paper explores current sustainable facilities management [SFM] knowledge and practice with specific focus on performance as part of a research focus toward proposing a sustainable FM performance management framework for sustainable healthcare waste management in Malaysia. This paper utilized a review of extant literature on the subject of SFM, FM performance and FM development in Malaysia as source of information. Findings reflect the increasing recognition of the need for the strategic FM function, and how facilities managers are best positioned to drive organizations’ sustainability agendas. In Malaysian context, this recognition is barely evident as findings show FM practice is still immature and predominantly operational. Unlike developed FM markets, FM relevance in Malaysia is being driven by the public sector. Also findings show a disharmony between organizations’ sustainability priority areas and the responsibilities for facilities managers to execute them where the sustainability policy of organizations prioritize one FM service and the facilities managers’ responsibilities prioritize another. As most of SFM implementation is driven by legislation this seems to strengthen the position that, organizations continue to view support services as non-value-adding, as unavoidable liabilities. The implication of this is the pressure on the FM function to continually express its strategic relevance to organizations by tangible value-adding performance output. This creates a new perspective to measuring and managing facilities performance. This paper therefore elevates the importance of FM performance management in SFM context taking into account the peculiar position of the facilities manager. This is seen as a way forward for FM to better express its value to the organization

End-to-End Network Performance Management Framework Based on Case-Based Reasoning

In the high-throughput scientific applications or researches, the end-to-end high performance data transferring is a critical issue in network and end-systems. If the performance of data transfer were not guaranteed, their researches couldnt achieve successful results and even more the researches couldnt start to do. In order to cope with the complex fault of the end-to-end transmission performance, we proposed the end-to-end network performance management framework based on case-based reasoning with the case library and multi-agent integrated with perfSONAR. We validated the case retrieving process with similarity measure and the real case that results from the performance degradation in the campus backbone segment.