Difference between revisions of "Benchmarking"
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== Summary== | == Summary== | ||
== Description 1 == | == Description 1 == | ||
| + | The following axioms should be considered in benchmarking: | ||
| + | -What works well for a given organization in one situation may not work well in another | ||
| + | organization under different circumstances. | ||
| + | -There are lessons to be learned from undesirable situations as well as from best | ||
| + | practices – things that have been proven to work well and produce good results. | ||
| + | -Examining the practices of organizations with fundamentally different aims can produce | ||
| + | surprisingly useful insight about another organization. | ||
| + | |||
| + | '''Source: [[Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations]]''' | ||
== Description 2 == | == Description 2 == | ||
== References == | == References == | ||
Revision as of 12:04, 5 July 2013
Definition
Benchmarking is/are The practice of comparing features and performance of an organization, department or function with those of other organizations and standards.
Source: Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation
Source: Process oriented knowledge management
Summary
Description 1
The following axioms should be considered in benchmarking: -What works well for a given organization in one situation may not work well in another organization under different circumstances. -There are lessons to be learned from undesirable situations as well as from best practices – things that have been proven to work well and produce good results. -Examining the practices of organizations with fundamentally different aims can produce surprisingly useful insight about another organization.
Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Description 2
References
[1]
