The Three Stages of A KPI Project
Source: Extracted from
Key Performance Indicators – developing, implementing and using winning KPIs (4th Edition)
|Getting the enterprise committed to the change and up-skilling the in-house KPI team||All major project implementations are deeply affected by the success or failure in leading and selling the change. Chapter 4, which outlines John Kotter’s model of leading change, emphasizes the importance of selling by emotional drivers of the intended audience, and sets out the steps required in this stage.
The senior management team must be committed to developing and driving through the organization KPIs and any balanced scorecard that includes them. In addition, timing is everything. This project must find a suitable window where the senior management team will have time to commit to the change process. Chapter 5 outlines the steps required in this stage.
The success of a KPI project rests with trained home-grown staff who have been reassigned so that they are full time on the project. Chapter 6 covers the importance of selecting an in-house person to lead the KPI team and explains the reasons why an external recruitment to run the KPI team is doomed to fail.
|Ascertaining your organization’s operational critical success factors||Critical success factors (CSFs) are operational issues or aspects that need to be done well day-in and day-out by the staff in the organization. Chapter 7 looks at the differences between CSFs and external outcomes, highlights the importance of the CSF by indicating that it is a missing link in management theory, explains that an organization has typically five to eight CSFs, shows how CSFs are the origin of all performance measures and explains how an organization goes about ascertaining them. Chapter 12 covers case studies on CSF workshops and some common critical success factors and their likely measures.
|Determining Measures and Getting the measures to drive performance
|Many performance measures are created from a flawed process. Chapter 8 examines common reasons why organizations get their measures radically wrong and how to design appropriate measures. Chapter 9 outlines all the tasks that need to be performed during a performance measures workshop. Chapter 9 also outlines the tidy-up process on the performance measure database, and how to select the KPIs and KPIs.
Chapter 10 looks at the reporting framework that needs to be developed at all levels within the organization and shows how KPIs are refined to maintain their relevance and a variety of reporting templates.