Key Performance Indicators: Developing, Implementing, and Using Winning KPIs

When you are trying to implement a performance mesurements system in a non-profit it is extremely important to have tools that are clear, concise and useful.Parmenter's book Key Performance Indicators especially the second edition played a clear role in helping me design indicators that made the most sense. Further the info in the book played a key role in helping my office develop workshops to explain how to develop indicators and identify indicators for support as well as social service program areas that made the most sense. I highly recommend this book if this is the dierction you are moving in.

A really good introduction to KPIs. I've had this in my library since the 1st version came out a few years ago. I work with balanced scorecards and this book helped push me in the right direction when I was struggling to get started. A few people have complained that the templates in the book are only available in electronic format for a fee on his website but everything you need is in the book to get started. I recommend this book to anyone getting started with balanced scorecard or other measurement methods. I just bought the audiobook version and includes over 100 pages of templates and other materials in pdf format. Key Performance Indicators (KPI): Developing, Implementing, and Using Winning KPIs

If you have been asked to implement, think about, derive or identify potential KPIs for your company, this book is invaluable. This book contains a totally new way of considering how to define and present performance indicators. While some implementation strategies provided are 'idealistic' the main concepts and distinguishing between types of indicators makes this a book worth buying.

This books helps people to get acknowledged with KPI's. Though basic and somewhat repetitive, it is a good starting point,

I got the book on time, no issues on delivery, good conditions. I received the book as requested, the saller provided the product as it was published in the link. The content of the book is as described on the description of the book. There was no inconvenience with the bought of this book.

This book is a must for everyone who works with Balanced Scorecard. Despite some points of view, is an excelent complement to other books such as The strategy focused organizations and Strategic Maps.As a business consultant I strongly recommend to read these books.Mario Chávez

This book is useless. Parmenter's true identity is revealed through his example of the "used car sales man".An endless litaney of checklists, meeting agendas and templates ... And he sells these again on his website?

Though the book is written to satisfy the necessities of a large organization and my application was for a small firm (a "flat" organization with less than 35 employees), the information was sufficiently concise and complete, that I could readily modify the recommendations and net strong results. I recommend this book for anyone seeking to experience the rewards of properly using KPIs, PIs, RIs and KRIs to improve their corporate performance.

Like all products

Je recommande vivement cet ouvrage même pour des lecteurs dont l'anglais n'est pas la première langue. Les explications sont structurées, illustrées et accompagnées quasi d'un "mode d'emploi"

Best Book on KPI's. Must Read Those who have KRA's Ready with them. Easy Language to Understand with Good Examples.

David Parmenter is a Chartered Accountant (New Zealand as well as England and Wales) and a leading expert and presenter on performance measures. This book had been on my "to read" list for some time, and recently when considering the applicability of Kaplan and Norton's "Balanced Scorecard" (see, e.g.Balanced Scorecard, The: Translating Strategy into Action) approach for a particular organisation I decided to make the investment; luckily, my delay means I have purchased the recently published second edition (2010).This book stands out as different from the Preface; over just nine pages the author tells you exactly how to use the book to implement a successful KPI project, refers you to additional material on two other websites (most of which is free of charge), gives you a model letter to write to the CEO to explain his or her involvement if a project is to be successful, and provides an overview of each chapter and a table to specify who - e.g. CEO, KPI Project Team, User Team Co-ordinators - needs to read and apply which. It's pretty clear from this that this is not an academic discourse on performance metrics, rather it's a practical and prescriptive handbook about how to do it - or, indeed, not to do it: in several places, Parmenter tells you, in effect - if you haven't got that level of commitment, or preparation, or time - forget it! postpone or cancel the project.He doesn't just refer to the Balanced Scorecard, his methods are based squarely on Kaplan and Norton's work, and he takes the idea to new level. He proposes, for example, six "perspectives", adding Employee Satisfaction and Environment/Community to the original four (financial, customer focus, internal process and learning and growth). He makes definitions more rigorous, e.g. for Critical Success Factors and of the types of performance measure that help an organisation achieve them - Key Result Indicators, Result Indicators, Performance Indicators and finally Key Performance Indicators - the latter being those (relatively few, always less than 10)things that tell you what to do to "increase the performance of an organisation dramatically". He's critical of the imprecise use of KPI to describe less critical measures, and he illustrates what a real KPI should look like with a few examples. One that he uses throughout the book is that of a "senior BA official" (whom I think he eventually identifies as John King, later Lord King) who adopted "late planes" as the primary KPI for the airline and in so doing turned the airline around. By getting the planes to leave on time, everything else fell into place, and to get that to happen the CEO picked up the phone to the unfortunate manager responsible every time a plane was reported as late. Parmenter is also keen on the business dashboard concept, giving a number of examples.This book is a detailed and prescriptive action plan for deciding what an organisation's CSFs, KPIs and other performance measures should be and how such measures should be implemented. It's written primarily for large corporates, but he provides some additional guidance for those applying his approach in smaller companies and not-for-profit organisations. Occasionally the level of detail seems a little over the top - e.g. "pack power cable for laptop"!Applying Parmenter's methodology is "non-trivial" to say the least, and I suspect that he would be unapologetic - if you want it to work well, you have to invest the time and to get as many people in the organisation involved in the project as possible. There are other ways of implementing KPIs that are less onerous, and I know that these can work well in small organisations. Even if the full implementation methodology goes beyond what you feel you need for your organisation, however, you'll get a great many ideas from this book. There is a list of more than 300 performance measures in an Annex at the back of the book, to help you select what your KPIs and other measures should be. This book is highly recommended to anyone trying to manage an organisation better or trying to measure how well it's performing.

I knew little about PM, this book in combination with a few others, proved Very useful in implementing a PM framework in my organization.