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Link - KEYWORD SEARCH RESULTS
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4 - SECONDARY Keyword matches for PERFORMANCE MANAGEMENT
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Click on any Primary Key to search by that keyword
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CareerMap is like a Swiss Army Knife for learning. It puts a full set of carefully crafted tools at your fingertips, logically arranged to make them easy to use.
* Real time information about each student's progress and performance
* Compare participation and performance between different departments or geographic areas of the enterprise
* Strong security infrastructure with system access regulated by user role
* Tracking data across multiple locations and multiple disciplines
CareerMap manages individual and group learning events. CareerMap uses Internet Browser technology and Relational Database Technology that allow users to interface with the application. CareerMap integrates any web-enabled training course and features separate testing within the data server, allowing greater flexibility and random test generation. The uniquely defined relationships between the software system, business organization, individual student, and the course material allow for highly efficient statistical reporting at all levels.
nteroperability Standards & Technologies:
* Relation Database Management System (RDBMS)
* Web-based LMS portal for students, instructors, and administrators
* Portal development using .NET, XML, SOAP and web services
* Ability to interface with external systems
* SCORM . Conformant
LMS Functionality:
* Blended Learning
* Web-Based Instruction
* Instruction Event Management
* Registration, Scheduling, and Tracking
* Skills and Competency Management
* Curriculum and Certification Management
* Collaboration Features, including customizable system messages and an Information System Center for announcements
* Instruction via assignments and Public Catalog
* Public Enrollment with Automated Process or Approval Process
Management Reporting:
* Track students' time-on-task
* Historical Documentation, including retention management for test history and retention of detailed instruction information
* Electronic notification and document transfer
* Performance and progress results
* On-Site Certificate delivery
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Putting It All Together - The KPI Wheel
In order to help with this requirements interview process, BrightPoint Consulting has created a tool called the KPI Wheel. The interview process is very rarely a structured linear conversation, and more often is an organic free-flowing exchange of ideas and questions. The KPI Wheel allows us to have a naturally flowing conversation with the end-user while at the same time keeping us focused on the goal of gathering specific requirements.
The KPI Wheel is tool that can be used to collect all the specific information that will go into defining and visualizing a metric or KPI. We will use this tool to collect the following information:
1. The business question that we are trying to help the user answer.
2. Which business users this question would apply to.
3. Why the question is important.
4. Where data resides to answer this question.
5. What further questions this metric or KPI could raise.
6. What actions or decisions could be taken with this information.
7. The specific measure, dimension, grain and target of the metric or KPI.
See http://www.brightpointinc.com/KPIWheel.asp (Requires Active X)
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Show me a company that thinks it is using KPIs, which are measured monthly and quarterly, and I will show you measures that do not create change, alignment and growth and have never been KPIs.
Many companies are working with the wrong measures, many of which are incorrectly termed "key performance indicators" (KPIs). Companies with 20 or more KPIs lack both focus and alignment, and are underachieving. From my research, very few organisations really monitor their true KPIs. The reason is very few organisations, business leaders, writers, accountants, and consultants have explored what a KPI actually is. This article is part of a series that will shed some light into this important area, help reveal what a KPI is, and point to where to look for KPIs in your organisation.
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The six characteristics of KPIs
Key Performance Indicators represent a set of measures focusing on those aspects of organisational performance that are the most critical for the current and future success of the organisation. They have certain characteristics.
KPI characteristics include
* Measured frequently e.g. daily or 24/7 (KPIs are not measured monthly)
* Acted upon by the CEO and the senior management team on a daily or 24/7 basis
* All staff understand the measure and what corrective action is required
* Responsibility can be tied down to the individual or team
* The KPI has a significant impact on the organisation e.g. it impacts most of the core critical success factors and balanced scorecard perspectives
* Positive movement affects all other performance measures in a positive way
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Key Result Indicators (KRIs)
The measures commonly mislabelled as KPIs are return on capital employed, customer satisfaction and employee satisfaction. These measures have never been KPIs. They are something different, called "key result indicators."
KRIs (measures that have often been mistaken for KPIs) include:
* Customer satisfaction
* Net profit before tax
* Profitability of customers
* Employee satisfaction
* Return on capital employed
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Performance Indicators (PIs)
In between key result indicators and true KPIs are numerous performance indicators. These complement the KPIs and are shown with them on the organisation’s, divisions’, departments’ and teams’ scorecards.
PIs could include:
* profitability of the top 10% of customers
* net profit on key product lines
* % increase in sales with top 10% of customers
* # of employees participating in the suggestion scheme
* duration of the cash to cash cycle
The common characteristic of these measures is that they are the result of many actions. They give a clear picture of whether you are travelling in the right direction. They do not, however, tell you what you need to do to improve these results.
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Another important consideration in the development of KPIs is the selection of the appropriate measurement family to capture operational performance over time and then relate these KPIs to internal business and external industry benchmarks. Although the following list reflects common measurement families, different industries will have their own specific business drivers and related measures.
Productivity: Measures employee output (units/ transactions/dollars), the uptime levels and how employees use their time (sales-to-assets ratio, dollar revenue from new customers, sales pipeline).
Quality: Measures the ability to meet and/or exceed the requirements and expectations of the customer (customer complaints, percent returns, DPMO -- defects per million opportunities).
Profitability: Measures the overall effectiveness of the management organization in generating profits (profit contribution by segment/customer, margin spreads).
Timeliness: Measures the point in time (day/week/ month) when management and employee tasks are completed (on-time delivery, percent of late orders).
Process Efficiency: Measures how effectively the management organization incorporates quality control, Six Sigma and best practices to streamline operational processes (yield percentage, process uptime, capacity utilization).
Cycle Time: Measures the duration of time (hours/days/months) required by employees to complete tasks (processing time, time to service customer).
Resource Utilization: Measures how effectively the management organization leverages existing business resources such as assets, bricks and mortar, investments (sales per total assets, sales per channel, win rate).
Cost Savings: Measures how successfully the management organization achieves economies of scale and scope of work with its people, staff and practices to control operational and overhead costs (cost per unit, inventory turns, cost of goods).
Growth: Measures the ability of the management organization to maintain competitive economic position in the growth of the economy and industry (market share, customer acquisition/retention, account penetration).
Innovation: Measures the capability of the organization to develop new products, processes and services to penetrate new markets and customer segments (new patents, new product rollouts, R&D spend).
Technology: Measures how effectively the IT organization develops, implements and maintains information management infrastructure and applications (IT capital spending, CRM technologies implemented, Web-enabled access).
The perspectives and measurement families can now be combined to develop a KPI profile matrix (see Figure 1), which provides a construct for balancing the number and types of KPIs that are developed. The profile matrix also ensures the proper mix of financial and non-financial measures - typically a shortfall of most performance management implementations.
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