Key performance indicators for government and nonprofit agencies: implementing winning kpis

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 KPIsare 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 organizationsHow to brainstorm performance measuresTemplates for reporting performance measuresA resource kit for a consultant who is acting as a coach / facilitator to the in-house project teamAlso 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. INDICE: PrefaceAcknowledgmentsPart I Setting the SceneChapter 1 BackgroundAre Agencies Really Nonprofit AgenciesMeasurement in Government and Non ProfitAgenciesUnintended Behavior: The Dark Side of MeasuresBalance Scorecards within Government and Non Profit AgenciesChecklist: Where Are You in Your Journey with Performance Measures?Major Benefits of Performance MeasuresNotesChapter 2Myths of Performance MeasurementMyth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very ObviousMyth 2: You Can Delegate a Performance Management Project to a Consulting FirmMyth 3: Your In-House Project Team Can Achieve Success while Continuing on with Their Other DutiesMyth 4:By Tying KPIs to Pay You Will Increase PerformanceMyth 5: Most Measures Lead to Better PerformanceMyth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic InitiativesMyth 7: The Balanced Scorecard Was First Off the BlocksMyth 8: Measures Fit Neatly into One Balance Scorecard PerspectiveMyth 9: Balance Scorecard Can Report Progress to Both Management and the BoardMyth 10: There Are Only Four Balanced Scorecard PerspectivesMyth 11: Strategy Mapping Is a Vital RequirementMyth 12: All Performance Measures Are KPIsMyth 13: Monitoring Monthly Performance Measures Will Improve PerformanceMyth14: KPIs Are Financial and Nonfinancial IndicatorsMyth 15: The More Measures the BetterMyth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) IndicatorsMyth 17: We Know What Good Performance Will Look Like Before the Year Starts and thus Can Set Relevant Year-End TargetsNotesChapter 3 Revitalizing Performance ManagementFoundation Stone 1: Understanding of Human BehaviorFoundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters and Waterman, and Others)Foundation Stone 3: Using an Appropriate StrategyFoundation Stone 4: Critical Success Factors Known by AllFoundation Stone 5: Abandonment of Processes That Do Not WorkRejuvenating Human ResourcesPerformance Related Pay: Correcting the ErrorsReviewing an Individual’s PerformanceGetting the Right People on the BusJack Welch's 20/70/10 Differentiation RuleSecrets from High Performing TeamsToyotas 14 PrinciplesRole of Performance Measures: Implementing Winning KPIsQuarterly Rolling Planning: The Setting of TargetsReporting PerformanceOutside-in ViewAdopting KaizenWorking Smarter Not HarderGetting Technology to DeliverMoving from Management to LeadershipNotesChapter 4 Measurement Leadership has to Come from the Chief Executive OfficerBarriers to Measurement LeadershipThe Way Forward for the Chief Executive OfficerAppoint a Chief Measurement OfficerNotesChapter 5 Strategy and Its Relevance to Performance MeasuresDefine Your Organization's Mission, Vision, ValuesCreate a Strategy that Is Understood by StaffEnsure that Your Strategy Is BalancedMonitor Implementation of Your StrategyCreating the FutureReplace the Annual Planning Process with Rolling PlanningNotesPart II Winning KPIs MethodologyChapter 6 The Great KPI MisunderstandingKey Result IndicatorsPerformance and Result IndicatorsKey Performance IndicatorsSeven Characteristics of KPIsDifference between Key Results Indicators and KPIsLead and Lag Confusion10/80/10 RuleImportance of Timely MeasurementNoteChapter 7 Finding Your Organization's Critical Success FactorsThe Missing LinkImportance of Knowing Your Organization's Critical Success FactorsTask 1: Documenting the Already Identified Success FactorsTask 2: Determining the Critical Success Factors in a WorkshopTask 3: Presenting the Critical Success Factors to the Senior Management TeamTask 4: Explaining the Critical Success Factors to EmployeesNotesChapter 8 Foundation Stones for Implementing Key Performance IndicatorsPartnership with the Staff, Unions, Key Suppliers, and Key Customers Foundation StoneTransfer of Power to the Front Line Foundation StoneMeasuring and Reporting Only What Matters FoundationStoneKPIs Are Sourced from the Critical Success Factors Foundation StoneAbandonment of Processes That Do Not Deliver Foundation StoneUnderstanding of HumanBehavior Foundation StoneOrganizational Wide Understanding of Winning KPIs Definition Foundation StoneNoteChapter 9 Implementing the 12-Step ProcessHow the12-Step Model and the Six Foundation Stones Fit TogetherNotesChapter 10 Determining the MeasuresHow to Derive Measures: Using the Winning KPI MethodologyBrainstorming MeasuresStacey Barr's PuMPChecking KPIs for Behavioral AlignmentChapter 11 Case StudiesGolf Club (Non Profit Membership Organization)Surf Life Saving (Non Profit Membership Organization)Government DepartmentProfessional Accounting BodyChapter 12 Selling ChangeSelling by Emotional DriversSelling a CarSelling the Move to Winning KPIsChapter 13 Common Success Factors and Their Likely Measures for Government and Non Profit AgenciesChapter 14 Reporting Performance MeasuresThe Work of Stephen Few in Data VisualizationReporting the KPIs to Management and StaffReporting Performance Measures to ManagementReportingPerformance Measures to StaffReporting Performance Measures to the BoardReporting Team Performance MeasuresHow the Reporting of Performance Measures Fits TogetherNotesEpilogue: ResourcesAppendix A Foundation Stones of Performance Related Pay SchemesAppendix B Getting the Right People on the BusAppendix C The Public Sector Can Abandon the Flawed Budget ProcessAppendix D Jack Welch's Strategy SlidesAppendix E Suggested Critical Success Factors for Government and Non Profit AgenciesAppendix F List of Performance MeasuresAppendix G Presenting the Critical Success Factors to the BoardAppendix H Main Differences between the Balanced Scorecard and Winning KPIs MethodologiesAbout the AuthorIndex

• ISBN: 978-0-470-94454-7
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 336
• Fecha Publicación: 16/05/2012
• Nº Volúmenes: 1
• Idioma: Inglés