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Performance Measurement and Management for Engineers

Book Description

Performance Measurement and Management for Engineers introduces key concepts in finance, accounting, and management to project managers who have engineering backgrounds. It focuses these basic concepts on issues of measuring and managing enterprise value. Thus, after defining enterprise value, the book begins by explaining the ways and means of measurement. It then takes up financial measurement, describing and analyzing the typologies of financial indicators while illustrating their advantages and disadvantages. After focusing on measuring enterprise value, the second section takes up managing that value. Like the first, it pursues a double view: using indicators for internal control while employing them to analyze other companies. If engineering project managers possess a source of quantitative and qualitative information about business management, Performance Measurement and Management for Engineers will help them increase their contributions to the business.

Table of Contents

  1. Cover image
  2. Title page
  3. Copyright
  4. Acknowledgments
  5. Chapter 1. Introduction
    1. 1.1 What is Enterprise Value?
    2. 1.2 How to Manage Enterprise Value: Enlarging the Performance Measurement Toolkit
    3. 1.3 Why to Manage Enterprise Value: A Multistakeholder Perspective
    4. 1.4 Concluding Remarks
  6. Chapter 2. Value-Based Management Indicators
    1. 2.1 Value-Based Indicators
  7. Chapter 3. Accounting-Based Measures
    1. 3.1 Traditional Accounting Ratios: ROE and ROI
    2. 3.2 Residual Income and EVA
  8. Chapter 4. Value Drivers
    1. 4.1 Nonfinancial Performance Indicators
    2. 4.2 Nonfinancial Resource State Indicators
    3. 4.3 Characteristics of Nonfinancial Performance and Resource Indicators
    4. 4.4 Risk Drivers: Key Risk Indicators
  9. Chapter 5. Scorecards
    1. 5.1 Balanced Scorecard
  10. Chapter 6. Target Setting: Budgeting and Risk Management
    1. 6.1 Budgeting
    2. 6.2 Enterprise-Wide Risk Management
    3. 6.3 Budgeting and ERM: Organizational Configurations
  11. Chapter 7. Long- and Short-Term Decision Making
    1. 7.1 Investment Appraisal: Long-Term Decisions
    2. 7.2 Short-Term Decision Making
  12. Chapter 8. Performance Control for Organizational Units
    1. 8.1 Boundaries and Level of Analysis
    2. 8.2 Measuring Performances at BU Level
    3. 8.3 Measuring Performances of Responsibility Centers
    4. 8.4 Measuring Performance Beyond Organizational Boundaries: Supply Chain and Network Accounting
  13. Chapter 9. Performance Control for Projects
    1. 9.1 Earned Value Management
    2. 9.2 Synthetic Performance Indicators for Project Advancement
    3. 9.3 Percentage of Completeness and the Calculation of the Earned Value (BCWP)
    4. 9.4 Estimate at Completion
    5. 9.5 Completing Cost/Schedule Performance Indexes (TCPI/TSPI)
  14. Chapter 10. Forms and Techniques for Financing
    1. 10.1 Markets and Financial Needs Coverage
    2. 10.2 Forms and Techniques for Short-Term Financing
    3. 10.3 Forms and Techniques for Long-Term Financing
  15. Annexure 1: Consolidated Financial Statement
    1. A1.1 The Concept of a “Group”
    2. A1.2 Theories of Consolidation
    3. A1.3 Methods of Consolidation
  16. References