Key Performance Indicators (KPI): Developing, Implementing, and Using Winning KPIs pdf

大卫·帕门特 是一位作家、主持人和国际主持人，以其发人深省和生动活泼的会议而闻名，这些会议导致许多组织发生了重大变化。他是开发获胜 KPI 的领先专家，用季度滚动计划取代年度计划流程，以及将使您达到顶峰的管理和领导实践。 David 已通过专业机构、活动管理部门为悉尼、墨尔本、吉隆坡、新加坡、德黑兰、利雅得、马斯喀特、约翰内斯堡、罗马、都柏林、伦敦、曼彻斯特、爱丁堡和布拉格等全球许多城市的数千名与会者举办了研讨会公司和想要实施他的工作的组织。 他宣称的愿景是“到 2030 年改变全球领先组织衡量和管理绩效的方式”。John Wiley &sons Inc. 出版了他的四本书，“关键绩效指标——开发、实施和使用成功的 KPI”。 2007 年 1 月和 2010 年 3 月的第 2 版；2007 年 4 月的“企业会计师帕累托 80/20 规则”；2011 年 4 月的“赢得 CFO：实施和应用更好的实践”；以及“领先的经理人的成功指南” - Strategies and Better Practices”，2011 年 4 月。David 发布了一系列包含他最新想法的白皮书，这些白皮书以及电子模板可从他的网站上获得 他在 KPI 方面的工作在私营和公共部门都获得了国际认可。澳大利亚、新加坡和马来西亚政府内的机构已开始实施。他的内部讲习班涵盖了广泛的实体，包括欧洲航天局、保险、银行、制造、房地产开发、农业、建筑和专业机构。 David 曾为 Waymark 解决方案（他的基准和更好的实践公司）Ernst & Young、BP Oil、Arthur Andersen 和 Price Waterhouse Coopers 工作。他是英格兰和威尔士特许会计师协会的会员。他是专业和商业期刊的常客，他的文章获得了国际奖项。

Key Performance Indicators (KPI): Developing, Implementing, and Using Winning KPIs pdf 大卫·帕门特

Today I learned something. And that is worth the price of this book!David Parmenter opens the book showing how we often confuse results, with actions that we need to take to get those results. He shows an onion and Key Result Indicators (KRIs) being the outer most layer of that onion. This is what we see as the end result in a company - Customer Satisfaction, Financial Results in terms of Profits, etc. The next layers inside are the Result Indicators (RIs) and Performance Indicators (PIs). Performance Indicators are like % Increase in Sales with say top 10 Customers. Result Indicators are like Sales done Yesterday. David then makes the key distinction that only some are Key Performance Indicators that drive the whole company outwards from the core of the onion! These are the ones you need to monitor closely on a daily, weekly, monthly basis as appropriate but they cause the other indicators to have positive or negative values.The example he uses is that of a British Airways CEO who always called the relevant British Airways people at the airport EVERYTIME a flight left late. That kept the BA personnel on their toes making sure the planes left on time all the time! Now every Performance Indicator, Result Indicator and Key Results Indicator downstream like On Time Record, Sales Per Flight and Customer Satisfaction Index were all exemplary!David also talks about a very useful 10/80/10 rule that says KPIs should only be 10% of all the metrics. Result Indicators and Performance Indicators make up 80% and Key Result Indicators 10%. This enables management at different levels pay attention to those that are relevant and urgent on a daily basis (KPIs) so that all downstream results and indicators are on track.There is also an elaborate 12 step implementation process on how to plan for, implement and fine tune a KPI measurement regimen. The best illustration I liked was that of a Dial Chart on page 171 that provided at a glance a lot of information - Performance Indicator on a Speedometer where you can see current performance value, Best Performance so far as a dot on the meter, worst performance as a dot, acceptable, middle and unacceptable ranges of performance all in the same speedometer! In one glance you know where your current performance stands. That should be the goal of visualizations - all information in one place at the same time!I will never think about KPIs the same way again! Very useful, illuminating book!