This is the second article in a three-part series on corporate performance management (CPM). In Part 1 (see the December 2003 issue of DM Review), we discussed the definition of corporate performance management as the "methodologies, metrics, processes and systems that monitor and manage the performance of an enterprise."1 We reviewed the business and technology drivers for CPM as companies seek to develop and practice more effective responses to increasingly challenging economic environments. Part 1 of this series also discussed critical success factors for CPM initiatives and the benefits that can be realized from such initiatives.
This article will review the components of CPM, present a framework for understanding how these components fit with each other, offer a road map that establishes the proper foundation for extending CPM throughout the enterprise and discuss next steps companies can take to move further along the path to a meaningful and powerful CPM environment.
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