Key Performance Indicators: Developing, Implementing,and Using Winning KPIs
Key Performance Indicators: Developing, Implementing,and Using Winning KPIs
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Manufacturer: Wiley
Author: David Parmenter
Binding: Hardcover
Publication Date: 2007-01-16
Publisher: Wiley
Label: Wiley
Number Of Pages: 256 Features:
Editorial Review:
Breathtaking in its simplicity and profound in its impact, Key Performance Indicators (KPI) distills the balanced scorecard process into twelve logical steps, equipping users with an implementation resource kit that includes questionnaires, worksheets, workshop outlines, and a list of over 500 performance measures. Author David Parmenter provides you with everything you need to master and implement a KPI-driven strategy. Cached date: AWS Called=true You may also be interested in these products:
Filling in the Scorecard Gaps 2008-02-23 As we know from another business author, the 'Knowing - Doing Gap' can be difficult to close. For Balance Scorecard fans, KPI consultant David Parmenter fills that gap. Written as an instruction manual for implementing performance measurement in any organization, this easy to read guide provides both context and content for a 'just do it'' approach; implementing a successful performance measurement system this is, in any business sector.
Among the many things this book does well, the most important may be: Setting the context for key implementation steps. In addition to his 12 step process, Parmenter presents 5 critical aspects of a KPI system.
One, he open's the dialogue by providing all important distinctions between; Key Results Indicators (KRIs), team Performance Indicators (PIs), and leadership's Key Performance Indicators (KPIs). He says these should be balanced 10/80/10. This is foundational to successful implementation. Two, he links these to strategy thru a clear understanding of well thought out (and few in number) Critical Success Factors (CSFs) - one of the most critical and hardest parts of for making measurement effective at a working level. Three, he exposes the 'best practice' myth; rightly acknowledging that the goal is the continuous adaptation of 'better' practices and not a misguided belief in the redemptive qualities and often misapplication of someone else's "best practice". Four, he stresses the importance of understanding measurement as a constantly evolving process and not a one-time establishment of the "right" measures. And, five, he places performance measurement within the overall context of organizational development. A part of the whole, but not the whole.
The approach is pragmatic, the steps are clear and doable, the materials don't give the answer, but they provide a well-defined space in which to write your own business particulars. This book does not belong on any manager's book shelf; it belongs on their working table. This one is a winner for those who want doing and not just knowing.
Dennis DeWilde, author of "The Performance Connection"
No example templates on web site 2008-01-23 I am disappointed with this book. There are not enough steps to help show how to program KPIs, just pictures. The advertised templates on the author's web site are not yet available. He plans to charge for them also. This is not a good book to help develop KPIs,just talk and pictures.
Prepare to be converted 2007-08-14 This is a must for every accounts dept. It gives you a fresh and concise look at developing your accounts dept and company as a whole. Lots of ideas to think about, easy to read and understand. Even step by step lists that you can follow. I would recommend this book to anyone from a trainee accoutant to FCO's it throws out the old way of looking at things and brings in a new and exciting way of thinking about the bigger picture. As accountants we are very happy to plod along with our wonderful spreadsheets, this helps you look at better ways of working.
Everything it promised to be 2007-07-23 It promised key performance indicators and it actually provided them. Easy to read, good format.
KPI Usability Review 2007-07-05 I found this book to be reasonably helpful. There are lists and lists of key performance indicators in the back of the book. There was one story in particular (won't give it away for all of you who want the book) that was particularly good and I have started sharing that example in my work (Six Sigma). All in all, I think I am looking for more of the "how to do it," which I found this book to be a little light on. . . . . .
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