As a model becomes more complex and includes features like process maps, resource definitions and objectives, it is possible to examine the nature of the relationships between model elements.

In principle, model elements are mutually dependent, for example, if an objective has no resources allocated to it, then it is unlikely that the objective will be achieved. Equally, in determining whether or not achievement of an objective is "on track", there is a requirement to have in place a monitoring mechanism to provide the means to check on progress.

If attempts are made to identify the kind of interdependencies described above are made, then what will probably emerge is a route, or cause and effect diagram illustrating dependencies using some form of symbol set with interconnecting lines. Very often, the kind of models that emerge cross process and organizational boundaries. The Performance Organiser provides the means for organization planner to identify the kind of links described here by means of its Strategy Mapping Module.

With the Strategy Mapping Module (an integral part of the full product), it is possible to trace a route from (say) resource, to process, to objective and to branch off on any part of the route to organization element or KPI definitions. Once understanding is gained of interdependencies, it is possible to more accurately channel resources to achieve organizational goals.

We believe that the strategy mapping facilities offered by the Performance Organiser are an exciting, and possibly unique feature of the product set, certainly at the price.

Further Reading