000			02099nam a2200241Ia 4500
003			NULRC
005			20250520103007.0
008			250520s9999 xx 000 0 und d
020			_a9781119620778
040			_cNULRC
050			_aHF 5549.5.P37 .P37 2020
100			_aParmenter, David _eauthor
245		0	_aKey performance indicators : _bdeveloping, implementing, and using winning KPIs / _cDavid Parmenter
250			_aFOURTH EDITION
260			_aHoboken, New Jersey : _bJohn Wiley & Son, Inc., _cc2020
300			_axlix, 330 pages ; _c24 cm.
365			_bUSD24
504			_aIncludes index.
505			_aAbout the Author xiii -- Acknowledgments xv -- Introduction xvii -- Chapter 1 The Great KPI Misunderstanding -- Chapter 2 The Myths of Performance Measurement -- Chapter 3 Background to the Winning KPI Methodology -- Chapter 4 Leading and Selling the Change -- Chapter 5 Getting the CEO and Senior Management Committed to the Change -- Chapter 6 Up-Skill In-House Resources to Manage the KPI Project 97 Establishing a Winning KPI Project Team -- Chapter 7 Finding Your Organization's Critical Success Factors -- Chapter 8 Characteristics of Meaningful Measures -- Chapter 9 Designing and Refining Measures -- Chapter 10 Reporting Performance Measures -- Chapter 11 Ongoing Support and Refinement of KPIs and CSFs -- Chapter 12 Implementation Case Studies and Lessons.
520			_aKey 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.
650			_aPERFORMANCE STANDARDS
942			_2lcc _cBK
999			_c20836 _d20836