Includes index.

About the Author xiii -- Acknowledgments xv -- Introduction xvii -- Chapter 1 The Great KPI Misunderstanding -- Chapter 2 The Myths of Performance Measurement -- Chapter 3 Background to the Winning KPI Methodology -- Chapter 4 Leading and Selling the Change -- Chapter 5 Getting the CEO and Senior Management Committed to the Change -- Chapter 6 Up-Skill In-House Resources to Manage the KPI Project 97 Establishing a Winning KPI Project Team -- Chapter 7 Finding Your Organization's Critical Success Factors -- Chapter 8 Characteristics of Meaningful Measures -- Chapter 9 Designing and Refining Measures -- Chapter 10 Reporting Performance Measures -- Chapter 11 Ongoing Support and Refinement of KPIs and CSFs -- Chapter 12 Implementation Case Studies and Lessons.

Key Performance Indicators (KPIs) help define and measure the organizational goals which are fundamental to an organization’s current and future success. Having solid KPIs is crucial for companies that are implementing performance management systems, such as balanced scorecards, six sigma, or activity-based management. In many organizations, KPIs are often too numerous, randomly assembled, and overly complex—essentially rendering them ineffectual, or at worse, counterproductive. Key Performance Indicators provides a model for simplifying the complex areas of KPIs while helping organizations avoid common mistakes and hazards.