Performance by Kevin McManus

Using statistics to be probabilistic
If you appreciate sound statistical analysis and cringe at hyperbole, the last several months have been challenging. Key decisions have been made using trends based on low integrity data. System differences have been ignored through attempts to “standardize” performance expectations. Too often, the gap between what we think is possible and what is actually possible from a probability perspective is greater than we expected. Think rule enforcement.

Management by Paul Engle

Monitoring progress toward objectives
Tracking a project involves factors such as schedule, budget and deliverables. Management monitors the project team’s progress through regular reports, including key indicators. While this type of reporting represents an important performance metric and cost control, improved outcomes may be more vital.

Health Systems by Tarun Mohan Lal

Crisis management to new normal
2020 was a year of testing times, with more than 2 million COVID-19 related deaths around the world and its emotional, behavioral and psychological impact on society. The world was focused on collectively addressing unique challenges presented by the pandemic: supply chain shortages, travel safety and more, affecting all industries.

Innovation by Nabil Nasr

Syncing climate policy with economic growth
Six years have passed since 195 nations joined the Paris Agreement at the 2015 United Nations Climate Change Conference. Yet global temperatures continue to rise, with 2020 tied with 2016 as the hottest year on record, according to the European Commission. This comes even as economic lockdowns due to the COVID-19 pandemic resulted in a brief drop in greenhouse gas emissions.

IISE Body of Knowledge by Dave Hampton and Laila Cure

Work Systems and the BoK
A work system involves humans interacting with other humans, machines and information to produce goods efficiently and effectively or provide services for customers. ISEs design work environments that create stakeholder value by minimizing nonvalue-added activities while maximizing worker well-being. This capability is made possible through the integration of knowledge areas, combined with the foundation of performance management.