Often I have been asked to choose or recommend KPI's that would portray the performance of a project, I have usually chosen metrics based upon the following characteristics
1. Aligned. KPIs are always aligned with corporate strategy and objectives.
2. Owned. Every KPI is “owned” by an individual or group on the business side who is accountable for its outcome.
3. Predictive. KPIs measure drivers of business value. Thus, they are “leading” indicators of performance desired by the organization.
4. Actionable. KPIs are populated with timely, actionable data so users can intervene to improve performance before it is too late.
5. Few in number. KPIs should focus users on a few high-value tasks, not scatter their attention and energy on too many things.
6. Easy to understand. KPIs should be straightforward and easy to understand, not based on complex indexes that users do not know how to influence directly.
7. Balanced and linked. KPIs should balance and reinforce each other, not undermine each other and suboptimize processes.
8. Trigger changes. The act of measuring a KPI should trigger a chain reaction of positive changes in the organization, especially when it is monitored by the CEO.
9. Standardized. KPIs are based on standard definitions, rules, and calculations so they can be integrated across dashboards throughout the organization.
10. Context driven. KPIs put performance in context by applying targets and thresholds to performance so users can gauge their progress over time.
11. Reinforced with incentives. Organizations can magnify the impact of KPIs by attaching compensation or incentives to them. However, they should do this cautiously, applying incentives only to well-understood and stable KPIs.
12. Relevant. KPIs gradually lose their impact over time, so they must be periodically reviewed and refreshed.
If you want some perspective on how you or your company needs to enhance their Sales/Client Management Capabilities, please email me at shubhanjan.saha@gmail.com
I recommend reading Wayne W. Eckerson's - Performance Dashboards: Measuring, Monitoring and Managing Your Business, Hoboken, NJ: John Wiley & Sons Publishers
1. Aligned. KPIs are always aligned with corporate strategy and objectives.
2. Owned. Every KPI is “owned” by an individual or group on the business side who is accountable for its outcome.
3. Predictive. KPIs measure drivers of business value. Thus, they are “leading” indicators of performance desired by the organization.
4. Actionable. KPIs are populated with timely, actionable data so users can intervene to improve performance before it is too late.
5. Few in number. KPIs should focus users on a few high-value tasks, not scatter their attention and energy on too many things.
6. Easy to understand. KPIs should be straightforward and easy to understand, not based on complex indexes that users do not know how to influence directly.
7. Balanced and linked. KPIs should balance and reinforce each other, not undermine each other and suboptimize processes.
8. Trigger changes. The act of measuring a KPI should trigger a chain reaction of positive changes in the organization, especially when it is monitored by the CEO.
9. Standardized. KPIs are based on standard definitions, rules, and calculations so they can be integrated across dashboards throughout the organization.
10. Context driven. KPIs put performance in context by applying targets and thresholds to performance so users can gauge their progress over time.
11. Reinforced with incentives. Organizations can magnify the impact of KPIs by attaching compensation or incentives to them. However, they should do this cautiously, applying incentives only to well-understood and stable KPIs.
12. Relevant. KPIs gradually lose their impact over time, so they must be periodically reviewed and refreshed.
If you want some perspective on how you or your company needs to enhance their Sales/Client Management Capabilities, please email me at shubhanjan.saha@gmail.com
I recommend reading Wayne W. Eckerson's - Performance Dashboards: Measuring, Monitoring and Managing Your Business, Hoboken, NJ: John Wiley & Sons Publishers
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