Key performance indicators : developing, implementing, and using winning KPIs /
"Streamline KPIs to craft a simpler, more effective system of performance measurementKey Performance Indicators provides an in-depth look at how KPIs can be most effectively used to assess and drive organizational performance. Now in its third edition, this bestselling guide provides a model fo...
| Κύριος συγγραφέας: | |
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| Μορφή: | Ηλ. βιβλίο |
| Γλώσσα: | English |
| Έκδοση: |
Hoboken :
Wiley,
2015.
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| Έκδοση: | Third edition. |
| Θέματα: | |
| Διαθέσιμο Online: | Full Text via HEAL-Link |
Πίνακας περιεχομένων:
- Title Page; Copyright; Table of Contents; About the Author; Preface; Why This Book Should Interest You; Barriers to KPIs Working Properly; Changes in Winning KPI Methodology; Chief Measurement Officer's Toolkit; Leading and Selling Change; Acknowledgments; Part I: Setting the Scene; Chapter 1: The Great KPI Misunderstanding; Key Result Indicators; Result Indicators; Performance Indicators; Key Performance Indicators; Seven Characteristics of KPIs; Difference between KRIs and KPIs and RIs and PIs; Lead and Lag Confusion; Number of Measures Required-The 10/80/10 Rule
- Importance of Timely MeasurementWhere Are You in Your Journey with Performance Measures?; Notes; Chapter 2: The Myths of Performance Measurement; Myth #1: Most Measures Lead to Better Performance; Myth #2: All Measures Can Work Successfully in Any Organization, At Any Time; Myth #3: All Performance Measures Are KPIs; Myth #4: By Tying KPIs to Remuneration You Will Increase Performance; Myth #5: We Can Set Relevant Year-End Targets; Myth #6: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Obvious; Myth #7: KPIs Are Financial and Nonfinancial Indicators
- Myth #8: You Can Delegate a Performance Management Project to a Consulting FirmThe Myths Around the Balanced Scorecard; Notes; Chapter 3: Unintended Consequence: The Dark Side of Measures; Example: City Train Service; Example: Accident and Emergency Department; Examples from Dean Spitzer's Book; Performance-Related Pay; Dysfunctional Performance Measures Checklist; Notes; Chapter 4: Revitalizing Performance; Five Foundation Stones; The Many Facets of Performance Management; Notes; Chapter 5: Strategy and Its Relevance to Performance Measures
- Articulate Your Organization's Mission, Vision, Values, and Lean Management PrinciplesCreate a Strategy That Is Understood by Staff; Ensure That Your Strategy Is Balanced; Monitor Implementation of Your Strategy; Creating the Future; Notes; Part II: Winning KPI Methodology; Chapter 6: Background to the Winning KPI Methodology and Its Migration; The Original 12-Step Process; The New Six-Stage Process; Winning KPI Methodology and Its Migration; An Overview of the Six Stages; Chapter 7: Foundation Stones for Implementing Key Performance Indicators
- "Partnership with the Staff, Unions, and Third Parties" Foundation Stone"Transfer of Power to the Front Line" Foundation Stone; "Measure and Report Only What Matters" Foundation Stone; "Source KPIs from the Critical Success Factors" Foundation Stone; "Abandon Processes That Do Not Deliver" Foundation Stone; "Appointment of a Home-Grown Chief Measurement Officer" Foundation Stone; "Organization-Wide Understanding of the Winning KPIs Definition" Foundation Stone; Notes; Chapter 8: Getting the CEO and Senior Management Committed to the Change (Stage 1)
