By Dr. Bob Frost
This publication used to be written particularly to equip humans in firms, useful components, and workgroups in all kinds of organisations to appreciate and increase functionality measures. Designing Metrics organizes and clarifies the paintings of designing metrics, with sections that concentrate on desire and merits of balanced metrics, the main precious frameworks for designing metrics, the way to use the frameworks, and the way to get the paintings performed on your association or workgroup. Designing Metrics includes crucial fabric on the right way to advance balanced metrics. it really is short and written for simple examining, to assist all people get accustomed to the instruments and strategies for designing and constructing metrics.
desk of Contents
Part I. advent 1. the hot Metrics
2. a number of views
three. A Balancing Act
four. helpful swap
Part II. size Frameworks five. creation
6. Balanced Scorecard
7. procedure Maps
eight. Stakeholder Framework
nine. application common sense version
10. company functionality Framework
eleven. Cascading Framework
Part III. utilizing the Frameworks 12. Which Framework?
thirteen. serious good fortune components
14. Translating to Measures
15. what percentage Measures?
Part IV. Staying on Track sixteen. indicators of luck
17. symptoms of difficulty
Part V. Doing the Work 18. beginning correct
19. Telling the tale
References and Notes
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For example, if our measures of efficiency are driving behaviors that bring unacceptable results in customer service, we obviously have a problem. And vice versa.
Human Resources may realize that new high caliber staff members must be onboard at a certain point in time, and so forth. These requirements become critical success factors for the various major functional areas in the business and help define their performance measures for the coming time periods. 44 Designing Metrics Furthermore, as the various departments within Facilities, the R&D Library, and HR set their strategic objectives, they must likewise look to see what part of these next-higher-level objectives they must fulfill.
2) Second, there is complexity. Modern organizations are large and complex. You need a comprehensive picture of performance to guide understanding and decisions. Managing with a keyhole view can lead to disaster. Ever look into the cockpit as you are boarding a flight? You probably saw that the pilot and copilot face a hundred or more dials and gauges. Would you want to limit them to 815? Actually, only a few gauges are important to a pilot at any one time. The airspeed indicator is not important while the plane sits at the gate, for example.
Designing Metrics - Crafting Balanced Measures for Managing Performance by Dr. Bob Frost