Building Making It Happen
Establishing Making-it-Happen as ‘Formal & Measurable’ Business Discipline
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   Execution Management- Performance Review Performance Management Capabilities  

Execution-MiH ENCYCLOPEDIA  →   Execution Making-it-Happen →  SECTION - Execution Scorecard → 

CHAPTER -  KPIs & Metrics Management

The KPIs and Metrics are the building blocks of a performance management infrastructure. They have more to do with 'human Intelligence' than 'business intelligence'. This is purely a business subject.


Topics
Imperatives of good KPI/Metrics   
This page covers the features of KPI-Metrics, which lay the foundation of their sound management and application. Some of the imperatives of Kepis-Metrics are - Actionable, analyzable, balanced and aligned.
 
KPI Dictionary- Business and Technical specifications for KPI   
A KPI needs to be defined in fair degree of detail, so to ensure that there is a complete understanding and consistency on all possible aspects. This includes the categorization, calculation, exceptions, standards, etc.
 
Prioritizing & selecting KPIs-Metrics   
One needs to limit the number of KPIs in a given view of a scorecard and dashboard. The simplicity and number of KPIs-metrics are driven by the frequency of performance review. Dashboards have simpler and lesser KPIs in comparison to a scorecard.
 

   Execution Management- Performance Review Performance Management Capabilities  

All Chapters in "Execution Scorecard." Section
 Execution Management - An Overview →  Achieving Strategic Alignment →  Execution Management - Dashboards and Scorecards →  Execution Management- Performance Review →  KPIs & Metrics Management →  Performance Management Capabilities → 

 
 
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Execution Scorecard

Featured Pages
Sales Leads Generation through Point of Sale
Performance Metrics-Output and Input
Do periodic next to next level assessment
Annual Performance Review and Periodic Feedback

Make 'Executable' Strategy
Maximize Results
Maximize People
Manage Execution

Featured Pages
Sales force Training and Development
From managing surprises to avoiding surprises
Capability perception vs. reality
It should not take over15 minutes to tell 'what & why?'