DEVRY PROJ 410 Week 6 DQ 2

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DEVRY PROJ 410 Week 6 DQ 2

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• There are several ways to benchmark. The two most
  common benchmarking tools are performance
  benchmarking and best-practice benchmarking.
  Consider a nationwide bank that has contracted
  with a seller to assess its current staffing and
  facility locations. The goal of the contract is
  for the seller to produce a strategic plan that
  creates cost efficiencies for the bank by
  recommending (and implementing) areas to
  consolidate among staff and facilities. (One
  recommendation may be to close down a bank branch
  that is located within three miles of another
  bank branch.) This is a long-term contract
  stretched out over five years. If you were the
  project manager in the bank, to what benchmarks
  would you compare your seller? Are they
  performance benchmarks or best-practice
  benchmarks?
• Benchmarking is a term that has often been used
  to represent "the best of the class" performance.
  Your text implies a slightly less "perfectionist"
  performance threshold, whereby you assess the
  performance measures for other similar vendors or
  services relative to your BPO services, and use
  these samplings to define performance measures
  for your project/contract. Which of these two
  inferences do you feel is more appropriate for
  supporting the development of performance
  measures? State your arguments in support of your
  selection.

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• Is it realistic to use a "perfectionistic" metric
  for benchmarking?  Is there a human factor
  involved in project implementation there?
• Here is a different way to view the discussions
  we are undertaking here Do you want to benchmark
  using a perfectionistic metric that may not be
  achievable, or do you want to work with a best in
  the class metric that, by definition, will be
  continuously changing (in other words, the bar
  will always be subject to be raised)?
• Would it not be difficult to set the "perfection"
  bar, since, in theory, no one has achieved that
  level of performance?
• It has often been said that a problem with
  benchmarking is that too little time is spent
  ensuring that the entity or practices being
  benchmarked are appropriate, applicable, or
  directly comparable.  Do you believe this is
  indeed the case?
• Do you think most people lack this motivation for
  ongoing improvement? If yes, why? If no, why not?
• What are some of the repercussions that can arise
  from choosing benchmarking practices or entities
  that are not appropriate or applicable?
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