David Parmenter

Government and Non Profit Agen

• Gebundenes Buch

Produktbeschreibung

Winning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicators

By 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 KPIs are 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 organizations
How to brainstorm performance measures
Templates for reporting performance measures
A resource kit for a consultant who is acting as a coach / facilitator to the in-house project team
Also by David Parmenter: Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition

Filled 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.

Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 336
• Erscheinungstermin: 9. April 2012
• Englisch
• Abmessung: 235mm x 157mm x 22mm
• Gewicht: 580g
• ISBN-13: 9780470944547
• ISBN-10: 0470944544
• Artikelnr.: 34547357

Autorenporträt

DAVID PARMENTER is an international presenter who is known for his entertaining and thought-provoking sessions, which 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 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, Hong Kong, Kuala Lumpur, Singapore, Tehran, Jeddah, Muscat, Johannesburg, Prague, Rome, Dublin, London, Manchester, Edinburgh, and Toronto. He has worked for Ernst & Young, BP Oil Ltd, and Arthur Andersen, and is a Fellow of the Institute of Chartered Accountants in England and Wales. David is a regular writer for professional and business journals. He is also the author of Winning CFOs: Implementing and Applying Better Practices and The Leading-Edge Manager's Guide to Success (both from Wiley). David can be contacted via [e-mail] or [phone]. His website, davidparmenter.com, contains many white papers, articles, and freeware that will be useful to readers.

Inhaltsangabe

Preface xiii Acknowledgments xxi PART I SETTING THE SCENE CHAPTER 1
Background 3 Are Agencies Really Non Profit Agencies? 3 Measurement in
Government and Non Profit Agencies 3 Unintended Behavior: The Dark Side of
Measures 4 Balanced Scorecards within Government and Non Profit Agencies 6
Checklist: Where Are You in Your Journey with Performance Measures? 6 Major
Benefits of Performance Measures 8 Notes 10 CHAPTER 2 Myths of Performance
Measurement 13 Myth 1: Measuring Performance Is Relatively Simple and the
Appropriate Measures Are Very Obvious 13 Myth 2: You Can Delegate a
Performance Management Project to a Consulting Firm 14 Myth 3: Your
In-House Project Team Can Achieve Success while Continuing with Their Other
Duties 14 Myth 4: By Tying KPIs to Pay You Will Increase Performance 14
Myth 5: Most Measures Lead to Better Performance 15 Myth 6: Performance
Measures Are Mainly Used to Help Manage Implementation of Strategic
Initiatives 16 Myth 7: The Balanced Scorecard Was First Off the Blocks 17
Myth 8: Measures Fit Neatly into One Balanced-Scorecard Perspective 18 Myth
9: The Balanced Scorecard Can Report Progress to Both Management and the
Board 18 Myth 10: There Are Only Four Balanced-Scorecard Perspectives 18
Myth 11: Strategy Mapping Is a Vital Requirement 20 Myth 12: All
Performance Measures Are KPIs 22 Myth 13: Monitoring Monthly Performance
Measures Will Improve Performance 23 Myth 14: KPIs Are Financial and
Nonfinancial Indicators 23 Myth 15: The More Measures the Better 23 Myth
16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome)
Indicators 24 Myth 17: We Know What Good Performance Will Look Like Before
the Year Starts and, thus, Can Set Relevant Year-End Targets 24 Notes 25
CHAPTER 3 Revitalizing Performance Management 27 Foundation Stone 1:
Understanding Human Behavior 27 Foundation Stone 2: Knowledge of the
Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters, Waterman, and
Others) 29 Foundation Stone 3: Using an Appropriate Strategy 44 Foundation
Stone 4: Critical Success Factors Known by All Staff 45 Foundation Stone 5:
Abandon Processes That Do Not Work 45 Rejuvenating Human Resources 46
Performance-Related Pay: Correcting the Errors 47 Reviewing an Individual's
Performance 48 Getting the Right People on the Bus 48 Jack Welch's 20/70/10
Differentiation Rule 49 Secrets from High-Performing Teams 49 Toyota's 14
Principles 50 Role of Performance Measures: Implementing Winning KPIs 51
Quarterly Rolling Planning: The Setting of Targets 51 Reporting Performance
52 Outside-In View 53 Adopting Kaizen 53 Working Smarter Not Harder 54
Getting Technology to Deliver 54 Moving from Management to Leadership 55
Notes 55 CHAPTER 4 Measurement Leadership Has to Come from the Chief
Executive Officer 57 Barriers to Measurement Leadership 57 The Way Forward
for the Chief Executive Officer 58 Appoint a Chief Measurement Officer 60
Notes 60 CHAPTER 5 Strategy and Its Relevance to Performance Measures 61
Define Your Organization's Mission, Vision, Values 61 Create a Strategy
That Is Understood by Staff 63 Ensure That Your Strategy Is Balanced 64
Monitor Implementation of Your Strategy 66 Creating the Future 66 Replace
the Annual Planning Process with Rolling Planning 67 Notes 67 PART II
WINNING KPIs METHODOLOGY CHAPTER 6 The Great KPI Misunderstanding 71 Key
Result Indicators 71 Performance and Result Indicators 73 Key Performance
Indicators 74 Seven Characteristics of KPIs 76 Difference between Key
Results Indicators and KPIs 78 Lead and Lag Confusion 79 10/80/10 Rule 81
Importance of Timely Measurement 82 Note 83 CHAPTER 7 Finding Your
Organization's Critical Success Factors 85 The Missing Link 85 Importance
of Knowing Your Organization's Critical Success Factors 86 Four Tasks For
Identifying Organization-Wide Critical Success Factors 91 Strategy Mapping
100 Notes 103 CHAPTER 8 Foundation Stones for Implementing Key Performance
Indicators 105 "Partnership with the Staff, Unions, and Third Parties"
Foundation Stone 105 "Transfer of Power to the Front Line" Foundation Stone
107 "Measure and Report Only What Matters" Foundation Stone 108 "Source
KPIs from the Critical Success Factors" Foundation Stone 110 "Abandon
Processes That Do Not Deliver" Foundation Stone 111 "Understand Human
Behavior" Foundation Stone 112 "Organization-Wide Understanding of Winning
KPIs Definition" Foundation Stone 113 Notes 113 CHAPTER 9 Implementing the
12-Step Process 115 How the 12-Step Model and the Seven Foundation Stones
Fit Together 115 Step One: Senior Management Team Commitment 115 Step Two:
Establish a Winning KPI Team Working Full Time on the Project 120 Step
Three: Establish a Just-Do-It Culture and Process 124 Step Four: Set Up a
Holistic KPI Development Strategy 127 Step Five: Market the KPI System to
All Employees 131 Step Six: Identify Organization-Wide Critical Success
Factors 134 Step Seven: Record Performance Measures in a Database 134 Step
Eight: Select Team-Level Performance Measures 137 Step Nine: Select
Organizational Winning KPIs 143 Step Ten: Develop the Reporting Framework
at All Levels 145 Step Eleven: Facilitate the Use of Winning KPIs 148 Step
Twelve: Refine KPIs to Maintain Their Relevance 151 Notes 152 CHAPTER 10
Determining the Measures 155 How to Derive Measures 156 Brainstorming
Measures 156 Stacey Barr's PuMP 157 Checking KPIs for Behavioral Alignment
159 CHAPTER 11 Case Studies 161 Golf Club (Non Profit Membership
Organization) 161 Surf Life Saving (Non Profit Membership Organization) 166
Government Department 169 Professional Accounting Body 170 CHAPTER 12
Selling Change 173 Selling by Emotional Drivers 173 Selling the Move to
Winning KPIs 174 CHAPTER 13 Common Critical Success Factors and Their
Likely Measures for Government and Non Profit Agencies 177 CHAPTER 14
Reporting Performance Measures 185 The Work of Stephen Few in Data
Visualization 185 Reporting the KPIs to Management and Staff 186 Reporting
Performance Measures to Management 191 Reporting Performance Measures to
Staff 195 Reporting Performance Measures to the Board 195 Reporting Team
Performance Measures 201 How the Reporting of Performance Measures Fits
Together 204 Notes 204 Epilogue: Resources 205 Appendix A: Foundation
Stones of Performance-Related Pay Schemes 211 Appendix B: Effective
Recruiting--Getting the Right People on the Bus 223 Appendix C: The Public
Sector Can Abandon the Flawed Budget Process 229 Appendix D: Jack Welch's
Strategy Slides 241 Appendix E: Suggested Success Factors for Government
and Non Profit Agencies 243 Appendix F: List of Performance Measures
Suitable for Government and Non Profit Agencies 273 Appendix G: Presenting
the Critical Success Factors to the Board/Government Official 293 Appendix
H: Main Differences between the Balanced-Scorecard and Winning-KPIs
Methodologies 301 Index 305