Performance Management
Finding the Missing Pieces (to Close the Intelligence Gap)
Published on 15. March 2004
208 pages
978-0-471-65476-6 (ISBN)
Description
Praise for Performance Management
"We are witnessing a convergence among advanced managementconcepts and practices. Performance management is a means to pullit all together, to understand the strengths and limitations ofeach management practice and leverage it for competitive advantage.Cokins' book walks us through all this in a manner that makessomething confusing much less so.
There is no one right answer for any situation. The answer lies ina balance of concepts and the integration of them. PerformanceManagement is the glue that holds them all together.
This book helps the reader understand the breadth of PM. It's notjust about measuring!"
--John F. Morrow, CPA, AICPA Vice President, The NewFinance
"Gary Cokins has articulated the '411' of performancemanagement. His combination of personal anecdotes with fundamentalcost and performance management theories provides business leadersat all levels, in any industry or profession, a solid resource forpracticing their work.
This book is not only an invaluable resource for those new toperformance management but provides guidance, wisdom, support, andinsight to all industry leaders and managers. Cokins has organizedand simplified the many complex performance management theories,associated tools, and infrastructure for the reader.
Buy it, read it, and give it to your colleagues--thencelebrate your successes!"
--Sue Swertfeger, Senior Manager, Owens & Minor
Reviews / Votes
"...a discipline intended to maintain a larger picture and to show how an organisation works as a whole." (Long Range Planning, 2005)More details
Other editions
New editions
E-Book
03/2009
Wiley-Blackwell
€80.99
Available for download
Additional editions
Book
05/2004
Wiley
€70.00
Shipment within 10-20 days
Person
GARY COKINS is a strategist for SAS, the world's market leader in data management, business intelligence, and analytical software. He is an internationally recognizedexpert, speaker, and author on advanced cost management and performance improvement systems. Cokins has served on activity-based information committees with several organizations including: CAM-I, Institute of Management Accountants (IMA), American Production and Inventory Control Society (APICS), American Society for Quality (ASQ), Society of Manufacturing Engineers, American Institute of Certified Public Accountants (AICPA), Institute of Industrial Engineers, and Purchasing Management Association of Canada. He is the author of four previous books: An ABC Manager's Primer, Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive's Guide (Wiley), and Activity-Based Cost Management in Government.
Content
About the Author.
About the Web Site.
Preface.
1. Why the Need for Performance Management as a System?
PART ONE: Performance Management Process.
2. Integrating a Suite of Proven Methodologies.
3. Support from Fact-Based Data and Information Technology.
PART TWO: Strategy Maps and Balanced Scorecards: The Linkbetween Strategy and Successful Execution by Operations.
4. Measurement Problems and Solutions.
5. Strategy Maps and Scorecards as a Solution.
6. Strategic Objectives' Drive Gears: CascadingMeasures.
7. A Recipe for Implementation.
8. The Human Side of Collaboration.
9. Fact-Based Management Accounting Data.
10. Scorecards and Strategy Maps: Enablers for PerformanceManagement.
PART THREE: Leveraging Financial Analytical Facts andTruths.
11. If Activity-Based Management Is the Answer, What Is theQuestion?
12. Activity-Based Management Model Design and Principles: Keyto Success.
13. Operational (Local) Activity-Based Management for ContinuousImprovement.
14. Strategic Activity-Based Management for Customer and ChannelProfitability Analysis.
15. Predictive Costing, Predictive Accounting, andBudgeting.
16. Activity-Based Management Supports PerformanceManagement.
PART FOUR: Integrating Performance Management with CoreSolutions.
17. Customer Intelligence and Customer RelationshipManagement.
18. Supplier Intelligence: Managing Economic Profit across theValue Chain.
19. Process Intelligence with Six Sigma Quality and LeanThinking.
20. Shareholder Intelligence: Return on Whose Investment?
21. Employee Intelligence: Human Capital Management.
PART FIVE: Performance Management, Business Intelligence, andTechnology.
22. Data Management and Mining with Performance Management.
23. Final Thoughts: Linking Customers to Shareholders.
Index.
