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


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Product Details

  • Hardcover: 320 pages
  • Publisher: Wiley; 2 edition (February 8, 2010)
  • Language: English
  • ISBN-10: 0470545151
  • ISBN-13: 978-0470545157
  • Product Dimensions: 2.4 x 3.6 x 0.5 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (29 customer reviews)
  • Amazon Best Sellers Rank: #124,259 in Books (See Top 100 in Books)

Editorial Reviews

Review

"The book makes an important distinction that separates performance indicators from results indicators (like profits, market share percentages, or customer satisfaction numbers), and gives an intriguing list of characteristics for identifying a KPI in the wild. All in all, it's a very handy reference for making sense of something people think they already know - but don't." (Accounting Today, Aug 16-Sept 12, 2010)

"(Parmenter)...draws on his previous research and experience to compile a series of 'how-to' guide-lines for performance improvement implementation for senior managers." (Accountancy Ireland, August 2010)

From the Inside Flap

Key Performance Indicators Developing, Implementing, and Using Winning KPIs Second Edition

Key performance indicators (KPIs), while used commonly around the world, have never until now been clearly defined. Management personnel have identified measures as KPIs though these measures have never been KPIs. The lack of understanding of performance measures has led most monitoring and reporting of measures to fail. The casualty has often been the balanced scorecard, a brilliant tool that can only work if the appropriate measures are in it.

Fully revised and updated, Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition represents a significant shift in the way KPIs are developed and used, with an abundance of implementation tools. This Second Edition includes new features to assist you with their implementation:

  • A letter to the CEO

  • A 12-step model for developing and using KPIs with revised guidelines

  • Implementation guidelines for small to medium enterprises and not-for-profit organizations

  • How to brainstorm performance measures

  • A kit to help you find your organization's critical success factors

  • New examples and illustrations

  • Worksheets, workshop programs, and questionnaires

  • Over 300 performance measures

  • Updated templates for reporting performance measures

  • A facilitator's (consultant) resource kit

  • References to "free" and "for fee" electronic media to help save you time

By exploring measures that have transformed businesses, this proactive guide has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. Written by KPI expert David Parmenter, it has been said that this book is the missing link between the balanced scorecard work of Robert Kaplan and David Norton and the reality of implementing performance measurement in an organization.


More About the Author

DAVID PARMENTER is a writer, facilitator and an international presenter who is known for his thought provoking and lively sessions that 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 and leadership 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, Kuala Lumpur, Singapore, Tehran, Riyadh, Muscat, Johannesburg, Rome, Dublin, London, Manchester, Edinburgh, and Prague through professional bodies, event management companies and to organisations who want to implement his work.

His stated vision is to "change how leading organisations, around the world, measure and manage performance - by 2030″. John Wiley &sons Inc. have published his four books, "Key Performance Indicators - developing, implementing and using winning KPIs"Âť in January 2007, and the 2nd Edition in March 2010; "Pareto's 80/20 Rule for Corporate Accountants" in April 2007; "Winning CFOs: Implementing and Applying Better Practices", in April 2011; and "The Leading-edge Manager's guide to success - Strategies and Better Practices", in April 2011. David has published a series of whitepapers that contain his latest thinking and these along with electronic templates are available from his website

His work on KPIs has received international recognition in both private and public sectors. Agencies within the Australian, Singapore and Malaysian Governments have commenced implementations. His in-house workshops have covered a wide variety of entities including the European Space Agency, Insurance, Banking, Manufacturing, Property development, Agriculture, Construction and Professional bodies.

David has worked for waymark solutions (his benchmark and better Practice Company) Ernst & Young, BP Oil, Arthur Andersen, and Price Waterhouse Coopers. He is a Fellow of the Institute of Chartered Accountants in England and Wales. He is a regular writer for professional and business journals and his articles have received international awards.

If you have purchased David's books you can get some additional free material from his website http://davidparmenter.com

Related Media


Customer Reviews

Very useful, illuminating book!
Nari Kannan
And, five, he places performance measurement within the overall context of organizational development.
Dennis DeWilde
This really gives the reader a bad feeling.
Michael Ballack

Most Helpful Customer Reviews

85 of 100 people found the following review helpful By Michael Ballack on June 1, 2009
Format: Hardcover Verified Purchase
I'm a finance professional working for one of the Fortune 500 companies. Recently I was tasked with coming out with KPIs for my company. This book turned out to be really useless for implementation. It is one of those books based upon a "Bait and Switch" tactic. Throughout the book, the author keeps promoting his website and for extra fees, ( in the region of only USD$400!!!) you can get the required extra materials. This really gives the reader a bad feeling. C'mon, I've already paid the full price for the book. Why sell me something that's half-baked and incomplete? As one other reviewer mentioned, the so-called downloads from his website are non-existent, apart from those which require a whopping USD400! STAY AWAY FROM THIS BOOK! In fact, I've decided to stay far away from any other works by this author in the future too!
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31 of 35 people found the following review helpful By Jose Ernesto Passos on July 2, 2007
Format: Hardcover Verified Purchase
The main purpose of this book is to be a practical methodology to implement KPIs, and it does this reasonably well.

I would say that many recommendations throughout the book will be of good use, although there are several concepts that are applicable in a cultural environment that is more common to multinational companies or very large local companies.

The best chapter of this book is the first, where David Parmenter discusses the concept of a KPI, from a practical point of view. He divides indicators in three basic types, that makes sense and help understand them :
. KRI - Key Results Indicator
. PI - Performance Indicator
. KPI - Key Performance Indicator

In this chapter, he emphasizes the fact that KPIs are just the few main indicators that management of a business must identify, so that they focus on the right things... Something to remember all the time when you are implementing BSCs, Dashboards and the like.

The proposed approach behind this methodology is a practical one. It is for those that want faster results. The final phrase of the book could be: "roll up your sleeves and put KPIs to work as fast as you can".
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24 of 29 people found the following review helpful By Dennis DeWilde on February 23, 2008
Format: Hardcover
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.
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13 of 15 people found the following review helpful By Nari Kannan on April 27, 2010
Format: Hardcover
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.
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