Key Performance Indicators for Government and Non Profit Agencies - Implementing Winning Kpis

Informationen zum Autor DAVID PARMENTER is an international presenter who is known for his entertaining and thought-provoking sessions, which have led to substantial change in many organizations. He is a leading expert in the development of winning KPIs, replacing the annual planning process with quarterly rolling planning and management practices that will get you to the top. David has delivered workshops to thousands of attendees in many cities around the world, including Sydney, Melbourne, Hong Kong, Kuala Lumpur, Singapore, Tehran, Jeddah, Muscat, Johannesburg, Prague, Rome, Dublin, London, Manchester, Edinburgh, and Toronto. He has worked for Ernst & Young, BP Oil Ltd, and Arthur Andersen, and is a Fellow of the Institute of Chartered Accountants in England and Wales. David is a regular writer for professional and business journals. He is also the author of Winning CFOs: Implementing and Applying Better Practices and The Leading-Edge Manager's Guide to Success (both from Wiley). David can be contacted via [e-mail] or [phone]. His website, davidparmenter.com, contains many white papers, articles, and freeware that will be useful to readers. Klappentext Winning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicatorsBy exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. Key Performance Indicators for Government and Nonprofit Agencies: Implementing Winning KPIs is a proactive guide representing a significant shift in the way KPIs are developed and used, with an abundance of implementation tools for government agencies and nonprofit groups.* Implementation variations and short cuts for government and not-for-profit organizations* How to brainstorm performance measures* Templates for reporting performance measures* A resource kit for a consultant who is acting as a coach / facilitator to the in-house project team* Also by David Parmenter: Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Second EditionFilled with numerous case studies and checklists to help readers develop their KPIs, this book shows government agencies and nonprofits how to select and implement winning key performance indicators to ensure that their performance management initiatives are successful. Zusammenfassung Winning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicators By exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. Inhaltsverzeichnis Preface xiii Acknowledgments xxi Part I Setting The Scene Chapter 1 Background 3 Are Agencies Really Non Profit Agencies? 3 Measurement in Government and Non Profit Agencies 3 Unintended Behavior: The Dark Side of Measures 4 Balanced Scorecards within Government and Non Profit Agencies 6 Checklist: Where Are You in Your Journey with Performance Measures? 6 Major Benefits of Performance Measures 8 Notes 10 Chapter 2 Myths of Performance Measurement 13 Myth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious 13 Myth 2: You Can Delegate a Performance Management Project to a Consulting Firm 14 Myth 3: Your In-House Project Team Can Achieve Success while Continuing with Their Other Duties 14 Myth 4: By Tying KPIs to Pay You Will Increase Performance 14 Myth 5: Most Measures Lead to Better Performance 15 Myth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives 16 Myth 7: The Bala...

List of contents

Preface xiii
 
Acknowledgments xxi
 
PART I SETTING THE SCENE
 
CHAPTER 1 Background 3
 
Are Agencies Really Non Profit Agencies? 3
 
Measurement in Government and Non Profit Agencies 3
 
Unintended Behavior: The Dark Side of Measures 4
 
Balanced Scorecards within Government and Non Profit Agencies 6
 
Checklist: Where Are You in Your Journey with Performance Measures? 6
 
Major Benefits of Performance Measures 8
 
Notes 10
 
CHAPTER 2 Myths of Performance Measurement 13
 
Myth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious 13
 
Myth 2: You Can Delegate a Performance Management Project to a Consulting Firm 14
 
Myth 3: Your In-House Project Team Can Achieve Success while Continuing with Their Other Duties 14
 
Myth 4: By Tying KPIs to Pay You Will Increase Performance 14
 
Myth 5: Most Measures Lead to Better Performance 15
 
Myth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives 16
 
Myth 7: The Balanced Scorecard Was First Off the Blocks 17
 
Myth 8: Measures Fit Neatly into One Balanced-Scorecard Perspective 18
 
Myth 9: The Balanced Scorecard Can Report Progress to Both Management and the Board 18
 
Myth 10: There Are Only Four Balanced-Scorecard Perspectives 18
 
Myth 11: Strategy Mapping Is a Vital Requirement 20
 
Myth 12: All Performance Measures Are KPIs 22
 
Myth 13: Monitoring Monthly Performance Measures Will Improve Performance 23
 
Myth 14: KPIs Are Financial and Nonfinancial Indicators 23
 
Myth 15: The More Measures the Better 23
 
Myth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) Indicators 24
 
Myth 17: We Know What Good Performance Will Look Like Before the Year Starts and, thus, Can Set Relevant Year-End Targets 24
 
Notes 25
 
CHAPTER 3 Revitalizing Performance Management 27
 
Foundation Stone 1: Understanding Human Behavior 27
 
Foundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters, Waterman, and Others) 29
 
Foundation Stone 3: Using an Appropriate Strategy 44
 
Foundation Stone 4: Critical Success Factors Known by All Staff 45
 
Foundation Stone 5: Abandon Processes That Do Not Work 45
 
Rejuvenating Human Resources 46
 
Performance-Related Pay: Correcting the Errors 47
 
Reviewing an Individual's Performance 48
 
Getting the Right People on the Bus 48
 
Jack Welch's 20/70/10 Differentiation Rule 49
 
Secrets from High-Performing Teams 49
 
Toyota's 14 Principles 50
 
Role of Performance Measures: Implementing Winning KPIs 51
 
Quarterly Rolling Planning: The Setting of Targets 51
 
Reporting Performance 52
 
Outside-In View 53
 
Adopting Kaizen 53
 
Working Smarter Not Harder 54
 
Getting Technology to Deliver 54
 
Moving from Management to Leadership 55
 
Notes 55
 
CHAPTER 4 Measurement Leadership Has to Come from the Chief Executive Officer 57
 
Barriers to Measurement Leadership 57
 
The Way Forward for the Chief Executive Officer 58
 
Appoint a Chief Measurement Officer 60
 
Notes 60
 
CHAPTER 5 Strategy and Its Relevance to Performance Measures 61
 
Define Your Organization's Mission, Vision, Values 61
 
Create a Strategy That Is Understood by Staff 63
 
Ensure That Your Strategy Is Balanced 64
 
Monitor Implementation of Your Strategy 66
 
Creating the Future 66
 

Product details

• Authors: David Parmenter, David (Waymark Solutions Parmenter, Parmenter David
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Hardback
• Released: 15.05.2012
• EAN: 9780470944547
• ISBN: 978-0-470-94454-7
• No. of pages: 336
• Subjects: Social sciences, law, business > Business > Management; Business & management, Wirtschaft u. Management, Gemeinnützige Einrichtung, Gemeinnützige Organisationen / Finanz- u. Rechnungswesen, Non-Profit Organizations / Finance & Accounting