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Performance Management (PM) is the process of managing anorganization’s strategy through a fully integrated system ofbusiness improvement methodologies supported by technology. PMencompasses the methodologies, metrics, processes, software tools,and systems that manage the performance of an organization. Writtenby a leading thinker and pioneer in cost and performancemanagement, Performance Management shows corporations how toimplement PM toolsor refine the ones they alreadyhaveto make better executive and operational decisions thatwill achieve greater results.
Describing the full vision of PM and how to reap the mostbenefits from it, Performance Management shows organizations how touse PM tools that have existed for decades or have become recentlypopularsuch as balanced scorecards, Six Sigma, andactivity-based managementto collect data, transform and modelthe data into information, and Web-report it to users. Author GaryCokins exposes PM as not just an integrated set of improvementmethodologies but also as a discipline intended to maintain a viewof the larger picture and to understand how an organization worksas a whole. PM can be successfully applied to managing anyorganization, including businesses, hospitals, universities,government agencies, military bodies, and every other entity thathas employees and partners with a purpose.
In Performance Management, CEOs, CFOs, vice presidents, andmanagers discover:
Performance Management shows senior managers how to use toolsalready in their grasp to navigate their organizations to the topof their game through better guidance, feedback, anddecision-making.
About the Author.
About the Web Site.
1. Why the Need for Performance Management as a System?
PART ONE: Performance Management Process.
2. Integrating a Suite of Proven Methodologies.
3. Support from Fact-Based Data and Information Technology.
PART TWO: Strategy Maps and Balanced Scorecards: The Linkbetween Strategy and Successful Execution by Operations.
4. Measurement Problems and Solutions.
5. Strategy Maps and Scorecards as a Solution.
6. Strategic Objectives’ Drive Gears: CascadingMeasures.
7. A Recipe for Implementation.
8. The Human Side of Collaboration.
9. Fact-Based Management Accounting Data.
10. Scorecards and Strategy Maps: Enablers for PerformanceManagement.
PART THREE: Leveraging Financial Analytical Facts andTruths.
11. If Activity-Based Management Is the Answer, What Is theQuestion?
12. Activity-Based Management Model Design and Principles: Keyto Success.
13. Operational (Local) Activity-Based Management for ContinuousImprovement.
14. Strategic Activity-Based Management for Customer and ChannelProfitability Analysis.
15. Predictive Costing, Predictive Accounting, andBudgeting.
16. Activity-Based Management Supports PerformanceManagement.
PART FOUR: Integrating Performance Management with CoreSolutions.
17. Customer Intelligence and Customer RelationshipManagement.
18. Supplier Intelligence: Managing Economic Profit across theValue Chain.
19. Process Intelligence with Six Sigma Quality and LeanThinking.
20. Shareholder Intelligence: Return on Whose Investment?
21. Employee Intelligence: Human Capital Management.
PART FIVE: Performance Management, Business Intelligence, andTechnology.
22. Data Management and Mining with Performance Management.
23. Final Thoughts: Linking Customers to Shareholders.