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Objectives and key results (OKR, alternatively OKRs) is a goal-setting framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to Andrew Grove who introduced the approach to Intel in the 1970s [ 1 ] and documented the framework in his 1983 book ...
Outcome indicators measure the impact, such as laws changed due to trained advocates. Both the "numbers of people trained" and "laws changed" are, however, just inputs or intermediate inputs and do not measure actual improvements in "performance" in terms of measurable outcomes of public agencies that are the definition of capacity building.
S.M.A.R.T. (or SMART) is an acronym used as a mnemonic device to establish criteria for effective goal-setting and objective development. This framework is commonly applied in various fields, including project management, employee performance management, and personal development.
Logic Models have 5 major components: Resources or Inputs, Activities, Outputs, Short-term outcomes, and Long-term outcomes [15] Creating a logic model helps articulate the problem, the resources and capacity that are currently being used to address the problem, and the measurable outcomes from the program. Looking at the different components ...
Goal setting may have the drawback of inhibiting implicit learning if the required knowledge and strategic awareness are not in place: goal setting may encourage simple focus on an outcome without openness to exploration, understanding, or growth and result in lower performance than simply encouraging people to "do their best".
Many of the Hindi and Urdu equivalents have originated from Sanskrit; see List of English words of Sanskrit origin. Many loanwords are of Persian origin; see List of English words of Persian origin, with some of the latter being in turn of Arabic or Turkic origin. In some cases words have entered the English language by multiple routes ...
This means the measure has a Specific purpose for the business, it is Measurable to really get a value of the KPI, the defined norms have to be Achievable, the improvement of a KPI has to be Relevant to the success of the organization, and finally it must be Time phased, which means the value or outcomes are shown for a predefined and relevant ...
Under BRM, outcomes are changes identified as important by stakeholders and can be strategic or non-strategic. A benefit is a measurable positive impact of change. A dis-benefit is a measurable negative impact of change. [8] Successful BRM requires accountable people, relevant measures and proactive management.