Investments in Federal Facilities: Asset Management Strategies for the 21st Century stated that (NRC, 2004a, p. 69):

Continuous evaluation and feedback on processes and investments are essential to controlling and improving them. Feedback can be positive or negative, take many forms, and be used over various timescales. . . . In best-practice organizations, the performance of projects, processes, people, business units, physical assets, investments, and the organization as a whole are continuously monitored and evaluated over both the short and long term using performance measures and a variety of feedback processes.

In addition to a variety of feedback processes described in Chapter 4 of the 2004 report, the conduct of a year-end evaluation of budget performance was identifed during the course of the present study. This concept was used by at least one of the facility organizations at GM. The evaluation compared the “submitted budget” the “approved budget” and the “actual funding spent” by line item. Where there was a substantial variance (greater than 10 percent), the root cause was analyzed by using the same basic process as would be used for analyzing an equipment failure. The root cause of the deviation was shared with senior decision-makers throughout the organization. GM facilities managers found that this type of analysis improved their future budget submissions and increased their credibility with other decision-makers including those who approved the budget.

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