The life cycle focus Evaluation & Monitoring is also abbreviated as E&M. The PPAM (Primary Process & Maintenance) operations of the work system are monitored and evaluated with respect to objectives, by using indicators. If one or more performance targets are not met, a performance alert is signalled to the Portfolio Management.

Activities include the expression of objectives for the object system, taking into consideration relevant constraints (natural, social, etc.) that exist for the capital assets in the work system's environment.

To explain this life cycle focus and its interface with system development the following five topics are dealt with: Worksystem and its Outcomes; Generalized Dashboard; Habitat and its Life Support Functions; Interface to System Development; Layout, Organization, Nested Structures

Worksystem and its Outcomes

The motives to sustain a worksystem are related to its capability to create outcomes (value) for its owners and other stakeholders. On the other hand, the system operations and maintenance also gives rise to costs and externalities.

For a general introduction on external reporting for organisations, the reader is referred to GRI & G3 reporting guidelines. GRI/G3 offers a sustainability reporting framework that can be used by any organization to report on its economic, environmental, and social performance:

• economic: The economic dimension of sustainability concerns an organisation’s direct and indirect impacts on the economic circumstances of its stakeholders and on economic systems at the local, national and global levels.
• environmental: The environmental dimension of sustainability concerns an organisation’s impacts on living and non-living natural systems, including ecosystems, land, air and water.
• social: The social dimension of sustainability concerns an organisation’s impacts on the social systems within which it operates. Social performance can be gauged through an analysis of the organisation’s impacts on stakeholders at the local, national, and global levels. In some cases, social indicators influence the organisation’s intangible assets, such as its human capital and reputation.

For indicators and reporting at the scale of countries (and society), the reader is referred to the Millenium Development Project, the the Millenium Development Goals Indicators Database with means for obtaining country profiles and progress charts for an overview.

Generalized Dashboard

Reporting frameworks such as those of G3, MDG, KAM contain a large number of indicators for the external stakeholders. In addition many inner-scale performance indicators must be added for the monitoring and evaluation of smaller-scale operations and maintenance. A technique to structure these indicators is the use of dashboards.

The balanced scorecard¹ is one much used device for capturing, structuring and communicating knowledge on organisation objectives. It supplements traditional financial measures with criteria that measure performance form the perspective of customers, internal business processes, and learning and growth. A diversified company such as Ingersoll-Rand, for instance, has business unit scorecards linked to the corporate scorecard². A balanced scorecard-based system provides both a template and a common language for idenifying and measuring sources of value, and for assembling and communicating about them in the perspectives customer, process, learning and growth, and financial (shareholders). Linked to the balanced scorecard, the personal scorecard has been introduced by some companies to enable and encourage individuals to set goals for themselves that were consistent with the organization's³

A Results-Based Monitoring and Evaluation approach⁴ enhances the decisional effectiveness in areas where competing interests complicate planning and execution, as is the case in dynamic networked organisations.

Scorecards exist both for enterprises and human actants, implicitly or explictly. For these actors, the scorecard is part of the organisational or individual knowledge. For acceptance by the stakeholders in a network, system functionality must have a demonstratable value. For each adopter the system must satisfy a useful purpose, at an affordable cost and for an acceptable period of time⁵. Scorecard articulation helps in identifying (value) chain re-engineering options. Retained solution options can then be analysed using the value-based requirements engineering techniques⁶.

In the Generalized Scorecard⁷ the perspectives of the Balanced Scorecard are generalized. The Generalized Scorecard is introduced as one of the building blocks of the Value and Risk Models in (aligned) repositories (rm-value-risk.

Interface to System Development

Performance Alert: In the case that the worksystem performance is (expected to become) insufficient, a performance alert is sent to the System Development stage where its scope is assessed, and where an initiative is started to address it. The alert should be sufficiently detailed and concrete to allow for a proper response.

Solution Acceptance: After system development has delivered and installed a solution, this solution must be accepted in the System Operation and Maintenance stage, and E&M must enact suitable performance measurement to evaluate the effectiveness of the solution.

Besides information on the facility or assets, the products, process and production plans, the worksystem information system must also keep information on the decision frame and the measured performances of the worksystem.

Layout, Organization, Nested Structures

Worksystems with a state-of-practice complexity have both:

• a complex layout, this is the location of equipment within departments, and the disposition of departments upon a site
• a complex organisation: the clustering of roles and responsibilities in organization units, and the allocation of these organization units to persons

The workspace subdivision can be repeated for any level of embodiment, from single machines and persons, to complex supply chains. In these cases, the concerted use of scorecards, the accumulation of performance and outcome data and their presentation in dashboards and reports are among the critical capabilities of result-oriented governance, managment and operations, as well as facts-based decision making.

In the case that a decision is required about a certain section of the organization, then it is of critical importance that the appropriate decision frames and their data-sources are established.

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