Companies are what they measure and the selection of good performance indicators is not an easy process. This monograph suggests how to identify indicators that achieve a balance in these effects and enhance long-term profitability. It focuses on the designing of a Performance Measurement System (PMS).

Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.

Performance Measurement and Management for Engineers introduces key concepts in finance, accounting, and management to project managers who have engineering backgrounds. It focuses these basic concepts on issues of measuring and managing enterprise value. Thus, after defining enterprise value, the book begins by explaining the ways and means of measurement. It then takes up financial measurement, describing and analyzing the typologies of financial indicators while illustrating their advantages and disadvantages. After focusing on measuring enterprise value, the second section takes up managing that value. Like the first, it pursues a double view: using indicators for internal control while employing them to analyze other companies. If engineering project managers possess a source of quantitative and qualitative information about business management, Performance Measurement and Management for Engineers will help them increase their contributions to the business. - Explains how main performance indicators are related to the value of the company - Reveals how to assess the financial needs of companies in relation to their financial goals and mechanisms (e.g., equity, debt, and hybrid) - Describes key information and indicators for assessing the ability of enterprises to create value across time - Indicates the profitability sources of different business units

Measuring and managing the performance of a business is one of the most genuine desires of management. Balanced scorecard, the performance prism and activity-based management are the most popular frameworks in this setting. Based on the findings of R.G. Eccles’ acclaimed "Performance Measurement Manifesto (1991)" this book introduces new contexts and themes of application and presents emerging research areas related to business performance measurement and management, e.g. SMEs and sustainability. As a result of the 1st International Summer School Piero Lunghi on "Perspectives of Business Performance Management" this book is written both for students and academics, as well as for practitioners looking for new, yet proven ways to measure and manage business performance.

This is the digital version of the printed book (Copyright © 1996). Based on an award-winning doctoral thesis at Carnegie Mellon University, Measuring and Managing Performance in Organizations presents a captivating analysis of the perils of performance measurement systems. In the book’s foreword, Peopleware authors Tom DeMarco and Timothy Lister rave, “We believe this is a book that needs to be on the desk of just about anyone who manages anything.” Because people often react with unanticipated sophistication when they are being measured, measurement-based management systems can become dysfunctional, interfering with achievement of intended results. Fortunately, as the author shows, measurement dysfunction follows a pattern that can be identified and avoided. The author’s findings are bolstered by interviews with eight recognized experts in the use of measurement to manage computer software development: David N. Card, of Software Productivity Solutions; Tom DeMarco, of the Atlantic Systems Guild; Capers Jones, of Software Productivity Research; John Musa, of AT&T Bell Laboratories; Daniel J. Paulish, of Siemens Corporate Research; Lawrence H. Putnam, of Quantitative Software Management; E. O. Tilford, Sr., of Fissure; plus the anonymous Expert X. A practical model for analyzing measurement projects solidifies the text–don’t start without it!

This sourcebook provides complete, up-to-date coverage of all aspects of performance management -- communication, coaching, measuring, rating, reviewing, and developing. It is a collection of articles from today's most authoritative sources which have been pre-selected and organized by experts to make it easy for you to get the best information on current trends in the field. This is an invaluable resource for those who are designing, managing, and evaluating performance management systems. It links performance management to strategy, and discusses it as an organizational culture change mechanism. The articles and other resources have been carefully selected to emphasize application, which makes this a practical how to sourcebook on all aspects of performance. Also included are ready-to-use, fully reproducible handouts, questionnaires, transparency masters, and other materials to use in presentations and training.

This is a new and extensively updated edition of one of leading and authoritive books on the subject of IT costs and benefits. Since it was first published in the early 1990s, this book has established itself as the most comprehensive and complete approach to understanding the economics of how information is used to boost the efficiency or effectiveness of companies. The ideas in this book are used extensively in business, and the book is widely adopted and recommended at leading business schools around the world.This book will show you:How to use cost benefits analysis or business case accountingHow to use user satisfaction surveys and value for money studiesHow to integrate IT benefit delivery into IT project managementThis book covers a wide spectrum of IT cost and benefit solutions, ranging from business case accounting and user satisfaction studies right through to the business processes which need to be in place in order to ensure the effective measurement and management of IT costs and benefits. This book takes you through a basic understanding of the issues involved and onto the detail of how to perform the techniques required to measure and thus mange IT costs and benefits.The rapidly increasing level of expenditure on information technology in most organisations is one reason why IT benefits management has become an important business concern. Top management have begun to insist that much more attention be paid to the economic aspects of information systems. put the difficulties with IT benefits behind youmeasure IT benefits and manage their deliveryknow what measurement tools are available for the taskNew to the third edition: The evolution of thinking in ICT costs and benefits; management instinct; the chapter on Identification and Treatment of ICT costs is replaced with a more thorough treatment of the subject; the chapter on Risk Analysis is expanded by 50% with new and latest thinking on the subject; new chapters on: ICT evaluation as a political act, and the evaluation of an outsourcing contract. Extensive revisions of the material through out bring the book up-to-date with the latest thinking and evaluation techniques complete with a number of suggested websites through out the book where more information about the subject may be found.Covers all the practical aspects of business case accounting, ranking techniques and user information system surveys in connection with the effective measurement and management of IT costs and benefitsIdentifies a basic framework to help you understand the economic and financial issues of information technology investmentGives you evaluation concepts as well as several approaches to cost and benefit measurement Provides you with an IT Assessment Metric (ITAM) - which allows you to measure your firms progress towards obtaining maximum value from information technology procured* Gives you a basic framework to help you understand the economic and financial issues of IT investment* Covers all practical aspects of business case accounting, ranking techniques, user information system surveys IT costs and benefits analysis* Provides you with an IT Assessment Metric - allows you to measure your firms progress towards obtaining maximum value from information technology procured