Book description
Streamline KPIs to craft a simpler, more effective system of performance measurement
Key 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 for simplifying KPIs and avoiding the pitfalls ready to trap the unprepared organization. New information includes guidance toward defining critical success factors, project leader essentials, new tools including worksheets and questionnaires, and real-world case studies that illustrate the practical application of the strategies presented. The book includes a variety of templates, checklists, and performance measures to help streamline processes, and is fully supported by the author's website to provide even more in-depth information.
Key Performance Indicators are a set of measures that focus on the factors most critical to an organization's success. Most companies have too many, rendering the strategy ineffective due to overwhelming complexity. Key Performance Indicators guides readers toward simplification, paring down to the most fundamental issues to better define and measure progress toward goals. Readers will learn to:
separate out performance measures between those that can be tied to a team and result in a follow-up phone call (performance measures) and those that are a summation of a number of teams working together (result indicators)
look for and eradicate those measures that have a damaging unintended consequence, a major darkside
Sell a KPI project to the Board, the CEO, and the senior management team using best practice leading change techniques
Develop and use KPIs effectively with a simple five stage model
Ascertain essential performance measures, and develop a reporting strategy
Learn the things that a KPI project leader needs to know
A KPI project is a chance at a legacy - the project leader, facilitator, or coordinator savvy enough to craft a winning strategy can affect the organization for years to come. KPI projects entail some risk, but this book works to minimize that risk by arming stakeholders with the tools and information they need up front. Key Performance Indicators helps leaders shape a performance measurement initiative that works.
Table of contents
- Title Page
- Copyright
- About the Author
- Preface
- 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 Measurement
- Where 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 Firm
- The Myths Around the Balanced Scorecard
- Notes
- Chapter 3: Unintended Consequence: The Dark Side of Measures
- Chapter 4: Revitalizing Performance
- Chapter 5: Strategy and Its Relevance to Performance Measures
-
Chapter 1: The Great KPI Misunderstanding
-
Part II: Winning KPI Methodology
- Chapter 6: Background to the Winning KPI Methodology and Its Migration
-
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)
- Chapter 9: Up-Skill In-House Resources to Manage the KPI Project (Stage 2)
- Chapter 10: Leading and Selling the Change (Stage 3)
-
Chapter 11: Finding Your Organization's Operational Critical Success Factors (Stage 4)
- Operational Critical Success Factors versus External Outcomes
- Operational Critical Success Factors—The Missing Link
- Rules For Ascertaining the Operational Critical Success Factors
- Characteristics of Critical Success Factors
- Four Tasks for Identifying Operational Critical Success Factors
- Alternative Methodologies
- Benefits of This Stage
- Templates and Checklists
- Notes
- Chapter 12: Determining Measures That Will Work in Your Organization (Stage 5)
- Chapter 13: Get the Measures to Drive Performance (Stage 6)
-
Chapter 14: Reporting Performance Measures
- The Work of Stephen Few in Data Visualization
- Reporting the KPIs to Management and Staff
- Reporting Performance Measures to Management
- Reporting Performance Measures to Staff
- Reporting Performance Measures to the Board
- Reporting Team Performance Measures
- How the Reporting of Performance Measures Fits Together
- Designing Reports Around Current Technology
- Notes
-
Part III: Chief Measurement Officer's Toolkit
- Chapter 15: Resources for the Chief Measurement Officer
-
Chapter 16: Case Studies on the Critical Success Factor Workshops
- Private Sector Case Study #1: An Asian Conglomerate
- Private Sector Case Study #2: Medical Company
- Private Sector Case Study #3: Forestry Company
- Private Sector Case Study #4: Car Manufacturer
- Private Sector Case Study #5: Timber Merchant
- Private Sector Case Study #6: Investment Bank
- Nonprofit Membership Organization Case Study #1: Golf Club
- Nonprofit Membership Organization Case Study #2: Surf Life Saving
- Government Department Case Study #1
- Government Department Case Study #2
- Professional Accounting Body Case Study
- Charity Case Study
- Chapter 17: Common Critical Success Factors and Their Likely Measures
- Chapter 18: Comparison to Other Methodologies
- Chapter 19: CEO Toolkit
- Appendix A: Foundation Stones of Performance-Related Pay Schemes
- Appendix B: Draft Job Description for the Chief Measurement Officer
- Appendix C: Delivering Bulletproof Presentations
- Appendix D: Presentation Templates
- Appendix E: Performance Measures Database
- Index
- End User License Agreement
Product information
- Title: Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 3rd Edition
- Author(s):
- Release date: April 2015
- Publisher(s): Wiley
- ISBN: 9781118925102
You might also like
book
Key Performance Indicators: Developing, Implementing, and Using Winning KPIs
Breathtaking in its simplicity and profound in its impact, Key Performance Indicators (KPI) distills the balanced …
book
Key Performance Indicators For Dummies
A complete guide to using KPIs to drive organisational performance Is your business on track to …
audiobook
Key Performance Indicators
Streamline KPIs to craft a simpler, more effective system of performance measurement Key Performance Indicators provides …
book
Measuring the Success of Coaching: A Step-by-Step Guide for Measuring Impact and Calculating ROI
With two dedicated sections, Measuring the Success of Coaching discusses both the principles behind measuring ROI …