4.2 Is the entity tracking its Documented performance information which is • progression to clearly linked to planned outcomes and enables improved performance ready assessment of effectiveness, efficiency and and the flow of results service quality. through key milestones Core sets of performance information that meet • and the business multiple purposes, are consistent and planning complementary. Ongoing assessment of the appropriateness of • performance information. Responsibilities for performance management are • defined and understood by the entity and supplier. Direct links exist between planning and results. • Ongoing monitoring of performance and periodic • evaluation. Integration with corporate and business planning. • Consistency with the principles set out in the • operational strategies of the business. 4.3 Does the entity have Performance measures in relation to: • performance measures cost and value obtained; • to cover all aspects of performance and client satisfaction; the contract? • delivery improvement and value; • delivery capability; • benefits realised; and • relationship strength and responsiveness. • 4.4 Do the performance Performance measures chosen have the following • measures selected offer attributes: clear and demonstrable are meaningful and visible to an entity’s • evidence of the success management group; (or otherwise) of the properly reflect user and stakeholder perceptions; contract? • and can be used to identify the need for support or • remedial action as part of contract management activity. 4.5 Are performance A baseline has been established in the business • measures related to case for the contract. delivery or capability Performance measures are tracked against that • improvement tracked baseline. against an existing baseline? 4.6 Are there performance Service level agreement approaches and related • assessment measures measures. for: Investment appraisal and benefits management • ongoing service techniques are constructed on a case-by-case basis. • delivery Objectives are identified during project scoping and • the desired results of in preliminary business analysis activity; and should • individual programmes be rooted in the organisation’s long-term business of change or strategy. improvement, the For construction projects, confirmation that user • implementation of satisfaction has been or will be monitored as projects required. the overall results or • effect of the deal? What does the entity want to have achieved
4.2 Is the entity tracking its progression to improved performance and the flow of results through key milestones and the business planning • Documented performance information which is clearly linked to planned outcomes and enables ready assessment of effectiveness, efficiency and service quality. • Core sets of performance information that meet multiple purposes, are consistent and complementary. • Ongoing assessment of the appropriateness of performance information. • Responsibilities for performance management are defined and understood by the entity and supplier. • Direct links exist between planning and results. • Ongoing monitoring of performance and periodic evaluation. • Integration with corporate and business planning. • Consistency with the principles set out in the operational strategies of the business. 4.3 Does the entity have performance measures to cover all aspects of the contract? • Performance measures in relation to: • cost and value obtained; • performance and client satisfaction; • delivery improvement and value; • delivery capability; • benefits realised; and • relationship strength and responsiveness. 4.4 Do the performance measures selected offer clear and demonstrable evidence of the success (or otherwise) of the contract? • Performance measures chosen have the following attributes: • are meaningful and visible to an entity’s management group; • properly reflect user and stakeholder perceptions; and • can be used to identify the need for support or remedial action as part of contract management activity. 4.5 Are performance measures related to delivery or capability improvement tracked against an existing baseline? • A baseline has been established in the business case for the contract. • Performance measures are tracked against that baseline. 4.6 Are there performance assessment measures for: • ongoing service delivery • the desired results of individual programmes of change or improvement, the implementation of projects • the overall results or effect of the deal? What does the entity want to have achieved • Service level agreement approaches and related measures. • Investment appraisal and benefits management techniques are constructed on a case-by-case basis. • Objectives are identified during project scoping and in preliminary business analysis activity; and should be rooted in the organisation’s long-term business strategy. • For construction projects, confirmation that user satisfaction has been or will be monitored as required.
RMG-106-guidance-assurance-reviews-process.docx