Performance-Based Management for Public Organizations: Lessons Learned from the U.S. Army’s Velocity Management

Sungho Lee

International Review of Public Administration, 2004, vol. 8, issue 2, 91-98

Abstract: This paper surveys the lessons learned from the U.S. Army’s Velocity Management for reform in pubic organizations toward a new paradigm of strategic performance-based management. The Velocity Management has adopted the multidimensional metrics of time, cost, and quality. This led to changes from the view of provider by function to customer by process. Shifts of management focus occurred from compliance and budget execution toward customer satisfaction and performance improvement. Velocity Management has used the “Define-Measure-Improve” (D-M-I) methodology analogous to systematic methodologies of leading commercial firms. This paper examines how this simple and iterative tool has lead continuous improvements efforts, and built consensus in reforming Army logistics as well as how these lessons can be applied to other non-defense public organizations.

Date: 2004
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DOI: 10.1080/12294659.2004.10805031

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