Key Performance Indicators
Developing, Implementing, and Using Winning KPIs
4th Edition
Published on 25. November 2019
Book
Hardback
384 pages
978-1-119-62077-8 (ISBN)
Description
The new edition of the bestselling guide on creating and using key performance indicators-offers significant new and revised content
Key Performance Indicators (KPIs) help define and measure the organizational goals which are fundamental to an organization's current and future success. Having solid KPIs is crucial for companies that are implementing performance management systems, such as balanced scorecards, six sigma, or activity-based management. In many organizations, KPIs are often too numerous, randomly assembled, and overly complex-essentially rendering them ineffectual, or at worse, counterproductive. Key Performance Indicators provides a model for simplifying the complex areas of KPIs while helping organizations avoid common mistakes and hazards.
Now in its fourth edition, this bestselling guide has been extensively revised and updated to incorporate practical lessons drawn from major implementations. Fresh content includes a more concise KPI methodology with clear implementation guidance, original insights on how other areas of performance management can be corrected, and new in-depth case studies. A revised starter kit is included to identify critical success factors, and the KPI resource kit contains updated worksheets, workshop programs, and questionnaires. Helping readers to better define and measure progress toward goals, this important guide:
Dispels the myths of performance measurement and explains a simple, yet powerful KPI methodology
Explains the 12-step model for developing and using KPIs with guidelines
Helps readers brainstorm performance measures, sell KPI projects to the Board and senior management, and accurately report performance
Features the "KPI Project Leaders Corner" which provides readers with essential information and useful exercises
Includes an array of practical tools-templates, checklists, performance measures-and a companion website (www.davidparmenter.com)
Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 4th Edition is important resource for C-suite executives, senior management, project teams, external project facilitators, and team coordinators involved in all aspects of performance management systems.
Key Performance Indicators (KPIs) help define and measure the organizational goals which are fundamental to an organization's current and future success. Having solid KPIs is crucial for companies that are implementing performance management systems, such as balanced scorecards, six sigma, or activity-based management. In many organizations, KPIs are often too numerous, randomly assembled, and overly complex-essentially rendering them ineffectual, or at worse, counterproductive. Key Performance Indicators provides a model for simplifying the complex areas of KPIs while helping organizations avoid common mistakes and hazards.
Now in its fourth edition, this bestselling guide has been extensively revised and updated to incorporate practical lessons drawn from major implementations. Fresh content includes a more concise KPI methodology with clear implementation guidance, original insights on how other areas of performance management can be corrected, and new in-depth case studies. A revised starter kit is included to identify critical success factors, and the KPI resource kit contains updated worksheets, workshop programs, and questionnaires. Helping readers to better define and measure progress toward goals, this important guide:
Dispels the myths of performance measurement and explains a simple, yet powerful KPI methodology
Explains the 12-step model for developing and using KPIs with guidelines
Helps readers brainstorm performance measures, sell KPI projects to the Board and senior management, and accurately report performance
Features the "KPI Project Leaders Corner" which provides readers with essential information and useful exercises
Includes an array of practical tools-templates, checklists, performance measures-and a companion website (www.davidparmenter.com)
Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, 4th Edition is important resource for C-suite executives, senior management, project teams, external project facilitators, and team coordinators involved in all aspects of performance management systems.
More details
Edition
4th edition
Language
English
Place of publication
New York
United States
Dimensions
Height: 235 mm
Width: 157 mm
Thickness: 25 mm
Weight
705 gr
ISBN-13
978-1-119-62077-8 (9781119620778)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
E-Book
10/2019
4th Edition
Polity
€33.99
Available for download
E-Book
10/2019
4th Edition
Wiley
€33.99
Available for download
Previous edition
Book
05/2015
3rd Edition
Wiley
€57.90
Article exhausted; check for reprint
Person
DAVID PARMENTER has spent the last twenty years of his working life leading organizations, that will listen, to remove the shackles of broken bureaucratic management practices. He has written more books and published papers on KPIs than any other author and is driven by his vision "To change how leading organizations, around the world, measure and manage performance ? by 2030". He has delivered workshops to thousands of attendees in 32 countries. He has worked for Ernst & Young, BP Oil Ltd, Arthur Andersen, and PricewaterhouseCoopers, and is a fellow of the Institute of Chartered Accountants in England and Wales.
He is a regular writer for professional and business journals. He is also the author of The Financial Controller and CFO's Toolkit, Third Edition, Key Performance Indicators for Government and Non-Profit Agencies, and The Leading-Edge Manager's Guide to Success (all from Wiley).
He can be contacted via parmenter@waymark.co.nz or +64 4 499 0007. His website, www.davidparmenter.com, contains many toolkits, articles, and freeware that will be useful to readers.
Front cover illustration: The origin of all measures should be the critical success factors.
He is a regular writer for professional and business journals. He is also the author of The Financial Controller and CFO's Toolkit, Third Edition, Key Performance Indicators for Government and Non-Profit Agencies, and The Leading-Edge Manager's Guide to Success (all from Wiley).
He can be contacted via parmenter@waymark.co.nz or +64 4 499 0007. His website, www.davidparmenter.com, contains many toolkits, articles, and freeware that will be useful to readers.
Front cover illustration: The origin of all measures should be the critical success factors.
Content
About the Author xiii
Acknowledgments xv
Introduction xvii
Chapter 1 The Great KPI Misunderstanding 3
The Four Types of Performance Measures 3
Number of Measures Required: The 10/80/10 Rule 13
Difference between KRIs and KPIs and RIs and PIs 15
The Lead and Lag Confusion 16
Have a Mix of 60 Percent Past, 20 Percent Current, and 20 Percent Future-Oriented Measures 17
Importance of Timely Measurement 20
Where Are You in Your Journey with Performance Measures? 21
Chapter 2 The Myths of Performance Measurement 25
The Myths Surrounding Performance Measures 25
The Myths around the Balanced Scorecard 30
Chapter 3 Background to the Winning KPI Methodology 41
Winning KPI Methodology 41
Seven Foundation Stones of the Winning KPIs Process 46
Implementation Variations and Shortcuts for Small to Medium-Sized Enterprises 56
Chapter 4 Leading and Selling the Change 63
Steve Zaffron and Dave Logan: Why So Many Initiatives Fail 63
Harry Mills: The Importance of Self-Persuasion 64
John Kotter: How to Lead Change Successfully 65
Learn to Sell by Appreciating the Emotional Drivers of the Buyer 67
Selling the KPI Project 70
Selling the Winning KPIs to the Organization's Staff 75
Delivering Bulletproof PowerPoint Presentations 79
PDF Download 83
Chapter 5 Getting the CEO and Senior Management Committed to the Change 85
CEO and Senior Management Commitment 85
Guidelines for the External KPI Facilitator 91
PDF Download 94
Chapter 6 Up-Skill In-House Resources to Manage the KPI Project 97
Establishing a Winning KPI Project Team 97
PDF Download 111
Chapter 7 Finding Your Organization's Critical Success Factors 115
Why Critical Success Factors Are So Important 118
Relationship between CSFs and KPIs 123
Common Misunderstandings 124
Task 1: Wording the Success Factors and the External Outcomes 127
Task 2: Determining the Critical Success Factors in a Two-Day Workshop 130
Task 3: Presenting the Critical Success Factors to the Staff 141
Task 4: Get the CSFs on the Wall in Every Workplace 143
PDF Download 144
Chapter 8 Characteristics of Meaningful Measures 149
Common Measurement Traps 149
Wisdom on Measures from Other Authors 149
Rules for Designing Measures 154
Suggested Exercises to Improve Measure Design 156
PDF Download 165
Chapter 9 Designing and Refining Measures 167
Running the Two-Day Performance Measures Workshop 169
Refining Performance Measures after the Workshops 181
Teams Select Their Relevant Performance Measures 185
Finding the KRIs That Need to Be Reported to the Board 187
The KPI Team Ascertaining the Winning KPIs 190
PDF Download 191
Chapter 10 Reporting Performance Measures 195
Develop the Reporting Framework at All Levels 195
The Common Faults with Reporting 196
Designing an Appropriate Reporting Regime 197
Reporting the KPIs to Management and Staff 206
Reporting RIs and PIs to Management 210
Reporting Performance Measures to Staff 215
Reporting Performance Measures to the Board 216
Reporting Team Performance Measures 221
The Performance Reporting Portfolio 223
PDF Download 224
Chapter 11 Ongoing Support and Refinement of KPIs and CSFs 227
Facilitate the Ongoing Support and Refinement of KPIs and CSFs 229
PDF Download 235
Chapter 12 Implementation Case Studies and Lessons 237
Recent Case Studies 237
Previously Reported Case Studies 243
Implementation Lessons 256
Comparison to Other KPI Methodologies 267
PDF Download 273
Appendix Performance Measures Database 275
Index 323
Acknowledgments xv
Introduction xvii
Chapter 1 The Great KPI Misunderstanding 3
The Four Types of Performance Measures 3
Number of Measures Required: The 10/80/10 Rule 13
Difference between KRIs and KPIs and RIs and PIs 15
The Lead and Lag Confusion 16
Have a Mix of 60 Percent Past, 20 Percent Current, and 20 Percent Future-Oriented Measures 17
Importance of Timely Measurement 20
Where Are You in Your Journey with Performance Measures? 21
Chapter 2 The Myths of Performance Measurement 25
The Myths Surrounding Performance Measures 25
The Myths around the Balanced Scorecard 30
Chapter 3 Background to the Winning KPI Methodology 41
Winning KPI Methodology 41
Seven Foundation Stones of the Winning KPIs Process 46
Implementation Variations and Shortcuts for Small to Medium-Sized Enterprises 56
Chapter 4 Leading and Selling the Change 63
Steve Zaffron and Dave Logan: Why So Many Initiatives Fail 63
Harry Mills: The Importance of Self-Persuasion 64
John Kotter: How to Lead Change Successfully 65
Learn to Sell by Appreciating the Emotional Drivers of the Buyer 67
Selling the KPI Project 70
Selling the Winning KPIs to the Organization's Staff 75
Delivering Bulletproof PowerPoint Presentations 79
PDF Download 83
Chapter 5 Getting the CEO and Senior Management Committed to the Change 85
CEO and Senior Management Commitment 85
Guidelines for the External KPI Facilitator 91
PDF Download 94
Chapter 6 Up-Skill In-House Resources to Manage the KPI Project 97
Establishing a Winning KPI Project Team 97
PDF Download 111
Chapter 7 Finding Your Organization's Critical Success Factors 115
Why Critical Success Factors Are So Important 118
Relationship between CSFs and KPIs 123
Common Misunderstandings 124
Task 1: Wording the Success Factors and the External Outcomes 127
Task 2: Determining the Critical Success Factors in a Two-Day Workshop 130
Task 3: Presenting the Critical Success Factors to the Staff 141
Task 4: Get the CSFs on the Wall in Every Workplace 143
PDF Download 144
Chapter 8 Characteristics of Meaningful Measures 149
Common Measurement Traps 149
Wisdom on Measures from Other Authors 149
Rules for Designing Measures 154
Suggested Exercises to Improve Measure Design 156
PDF Download 165
Chapter 9 Designing and Refining Measures 167
Running the Two-Day Performance Measures Workshop 169
Refining Performance Measures after the Workshops 181
Teams Select Their Relevant Performance Measures 185
Finding the KRIs That Need to Be Reported to the Board 187
The KPI Team Ascertaining the Winning KPIs 190
PDF Download 191
Chapter 10 Reporting Performance Measures 195
Develop the Reporting Framework at All Levels 195
The Common Faults with Reporting 196
Designing an Appropriate Reporting Regime 197
Reporting the KPIs to Management and Staff 206
Reporting RIs and PIs to Management 210
Reporting Performance Measures to Staff 215
Reporting Performance Measures to the Board 216
Reporting Team Performance Measures 221
The Performance Reporting Portfolio 223
PDF Download 224
Chapter 11 Ongoing Support and Refinement of KPIs and CSFs 227
Facilitate the Ongoing Support and Refinement of KPIs and CSFs 229
PDF Download 235
Chapter 12 Implementation Case Studies and Lessons 237
Recent Case Studies 237
Previously Reported Case Studies 243
Implementation Lessons 256
Comparison to Other KPI Methodologies 267
PDF Download 273
Appendix Performance Measures Database 275
Index 323