Key Performance Indicators (KPI), Third Edition, Developing, Implementing, and Using Winning KPIs by Parmenter, David -- Read -- Imperial Library of Trantor

Index

Cover 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 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

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 Principles Create 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)

Obtaining Senior Management Team Commitment Agree on Timing, Resources, and Approach Benefits of This Stage Templates and Checklists Notes

Chapter 9: Up-Skill In-House Resources to Manage the KPI Project (Stage 2)

Establish a Winning KPI Team Working Full Time on the Project Establish a Just-Do-It Culture and Process Benefits of This Stage Templates and Checklists Notes

Chapter 10: Leading and Selling the Change (Stage 3)

Leading Change by John Kotter Learn to Sell by Appreciating the Emotional Drivers of the Buyer Sales Pitches You Will Need to Make to Get the Go-Ahead Selling the Winning KPIs to the Organization's Staff Benefits of This Stage Templates and Checklists Notes

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)

How to Derive Measures: An Overview Ascertain the Team Performance Measures Recording Performance Measures in a Database Sorting the Wheat from the Chaff Find the KRIs That Need to Be Reported to the Board Find the Winning KPIs Measures Gallery Benefits of This Stage Templates and Checklists Notes

Chapter 13: Get the Measures to Drive Performance (Stage 6)

Develop the Reporting Framework at All Levels Facilitate the Use of Winning KPIs Refine KPIs to Maintain Their Relevance Benefits of This Stage Templates and Checklists Notes

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

The CMO Needs a Cluster of Mentors Guidelines for the External KPI Facilitator Remember the Fundamentals Resources Running Workshops Implementation Lessons Templates and Checklists Notes

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

Main Differences Between the Balanced-Scorecard and Winning-KPIs Methodologies Stacey Barr's PuMP Paul Niven's Balanced Scorecard Work Notes

Chapter 19: CEO Toolkit

Letter to You, the Chief Executive Officer Measurement Leadership Has to Come from the Chief Executive Officer Note

Appendix A: Foundation Stones of Performance-Related Pay Schemes

The Billion-Dollar Giveaway The Foundation Stones Notes

Appendix B: Draft Job Description for the Chief Measurement Officer

Outline Duties/Responsibilities of the Chief Measurement Officer Skills and Experience

Appendix C: Delivering Bulletproof Presentations Appendix D: Presentation Templates Appendix E: Performance Measures Database Index End User License Agreement

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