1. Issue: Identify an organizational issue that, if addressed, could positively impact organizational effectiveness or outcomes. Your organizational issue should reflect a performance gap or potential problem of practice that you will describe as your area of interest in the assignment. Identify the organizational issue by completing a description of the issue just as done in the Examples of Gaps section that follows the blank gap analysis worksheet below.
2. Process or Activity Title: Identify each process, factor, or activity associated with the organizational issue or performance gap identified in the issue statement. List those processes or associated activities related to the issue that are not performing as desired or expected. Each process or activity needs to be analyzed to determine its related performance gaps and its impact on the organization.
3. Expected Performance (A): Regarding each process or activity, describe performance expectations based on established goals, performance standards (for example, state testing), or organizational intent/vision. In the Examples of Gaps section below, the expected performance for the discipline tickets report was anticipated to be at a low level because the system was designed for exceptions. The gap analysis revealed other issues and gaps in expected instructor performance. Note: If the expected performance level or number or percent is known, provide it, or if possible, provide a reasonable estimate and label it as an estimate only. Another approach is to qualitatively describe the expected performance.
4. Current Performance (B): Describe the current performance. In the Examples of Gaps section below, a high number of ticket reports were identified as consistently submitted across semesters. Note: provide the most accurate performance indicators possible. In the Examples of Gaps, the exact number such as total number of tickets for the previous term or the average of tickets per week for the past term would have been a more precise measurement. Be as precise as you can in describing the current performance.
5. Performance Gap (A minus B): Describe the difference between expected performance and the current performance: what should be and what is. Note that the comparison between expected performance and the current performance could involve additional gaps. In the Examples of Gaps table, the ticket report analysis showed additional problems. As with describing the expected and current performance use the most precise numbers, data, or language that you can.
6. Effect of Gap on Organization: Describe in detail how each performance gap affects the organization. Describe both known effects and potential effects. Within the Examples of Gaps table for the ticket reports, the obvious overtaxed system was an effect and ethical issues and their implications were identified as potential effects. Carefully think through and identify the effects and potential effects of the gaps on the organization.
Gap Analysis Worksheet
Using the template below, do your own gap analysis. Complete each cell clearly and completely. Add rows for additional processes and activities that need to be analyzed. Use number/percentage data to support your statements only when the numbers are known. Otherwise, use descriptive words where no actual numbers are available. Gaps are often qualitative. If there are no established numbers (or reasonable estimates) to support a quantification of a gap, explain it in qualitative terms.
Use a separate row for each process and activity and include the specific information requested for each column. Cells will expand as needed.
