Confronta i metodi

	Zero-Based Budgeting	Government Performance Measurement
Campo	Public Administration	Public Administration
Famiglia	Process / pipeline	Process / pipeline
Anno di origine	1970	2003
Ideatore	Peter A. Pyhrr	Robert D. Behn & Harry P. Hatry
Tipo	Budgeting methodology	Performance management framework
Fonte seminale	Pyhrr, P. A. (1970). Zero-Base Budgeting. Harvard Business Review, 48(6), 111–121.	Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606.
Alias	ZBB, Zero-Base Budgeting, Decision-Package Budgeting, Build-From-Zero Budgeting	Public Sector Performance Measurement, Government Performance Management, Public Performance Metrics, Agency Performance Measurement
Correlati	4	4
Sintesi	Zero-based budgeting is a method of preparing a budget in which every activity must be justified from scratch each cycle rather than inheriting the previous year's allocation as a baseline. Developed by Peter Pyhrr at Texas Instruments and described in his 1970 Harvard Business Review article and 1973 book, it breaks the organisation into decision units, builds 'decision packages' that describe each activity at alternative funding levels, ranks all packages by priority, and funds them in order until the budget is exhausted. In government it was famously adopted by the State of Georgia under Governor Jimmy Carter and later promoted federally, as a counter to incremental budgeting's automatic perpetuation of past spending.	Government performance measurement is the systematic, ongoing collection of quantitative and qualitative indicators about what public agencies put in, do, and achieve. Rather than treating measurement as a single number that grades an agency, the discipline — crystallised by Robert Behn's argument that different managerial purposes require different measures — asks first what a measure is for: evaluating, controlling, budgeting, motivating, promoting, celebrating, learning or improving. It draws heavily on Harry Hatry's practical handbook tradition of distinguishing inputs, outputs and outcomes and building measurement into routine operations. The output is not a verdict but a feedback system that ties day-to-day activity to public results.