Capturing & Leveraging Content Centric KPI's With Technology - Articulating, an Effective Strategy for Leveraging Key Performance Indicators

1998 ◽  
Author(s):  
David A. Frederick
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators ◽  
Effective Strategy

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

SYSTEM OF INDICATORS FOR MANAGEMENT OF PURCHASING ACTIVITY OF THE FUEL AND ENERGY COMPLEX ENTERPRISE

2020 ◽  
Vol 1 (10) ◽  
pp. 69-75
Author(s):  
I. V. BRATKO ◽  
Keyword(s):  
Corporate Governance ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Energy Sector ◽  
Strategic Orientation ◽  
Energy Complex ◽  
Production And Consumption ◽  
Energy Companies ◽  
Fuel And Energy Sector

In modern realities, the number of fuel and energy companies managed on corporate principles is increasing every year. Accordingly, we are talking about the transition of state command management of the fuel and energy sector to private, competition-based and corporate governance. The study proposed a system of "balanced key performance indicators procurement", aimed at optimization of performance to meet the principles of the classic system of Kaplan-Norton and focused on the strategic orientation reflects the characteristics of the processes of production and consumption of services of energy companies. It is concluded that in a balanced system, it is necessary to distinguish between indicators that measure the results achieved and indicators that reflect the processes that contribute to the achievement of these results.

Computable metrics of personal performance in software development teams

2019 ◽  
Author(s):  
Andriy Lishchytovych ◽  
Volodymyr Pavlenko
Keyword(s):  
Life Cycle ◽  
Software Development ◽  
Product Quality ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Project Manager ◽  
Development Life Cycle ◽  
Software Product ◽  
Software Development Life Cycle

The present article describes setup, configuration and usage of the key performance indicators (KPIs) of members of project teams involved into the software development life cycle. Key performance indicators are described for the full software development life cycle and imply the deep integration with both task tracking systems and project code management systems, as well as a software product quality testing system. To illustrate, we used the extremely popular products - Atlassian Jira (tracking development tasks and bugs tracking system) and git (code management system). The calculation of key performance indicators is given for a team of three developers, two testing engineers responsible for product quality, one designer, one system administrator, one product manager (responsible for setting business requirements) and one project manager. For the key members of the team, it is suggested to use one integral key performance indicator per the role / team member, which reflects the quality of the fulfillment of the corresponding role of the tasks. The model of performance indicators is inverse positive - the initial value of each of the indicators is zero and increases in the case of certain deviations from the standard performance of official duties inherent in a particular role. The calculation of the proposed key performance indicators can be fully automated (in particular, using Atlassian Jira and Atlassian Bitbucket (git) or any other systems, like Redmine, GitLab or TestLink), which eliminates the human factor and, after the automation, does not require any additional effort to calculate. Using such a tool as the key performance indicators allows project managers to completely eliminate bias, reduce the emotional component and provide objective data for the project manager. The described key performance indicators can be used to reduce the time required to resolve conflicts in the team, increase productivity and improve the quality of the software product.

KEY PERFORMANCE INDICATORS OF THE DEPARTMENT OF ORAL AND MAXILLOFACIAL SURGERY OF THE MINISTRY OF HEALTH OF THE KRASNODAR REGION IN 2017-2019

2020 ◽  
Author(s):  
Иван Александрович Землин ◽  
Марина Николаевна Митропанова ◽  
Владимир Викторович Волобуев ◽  
Елена Олеговна Любомирская ◽  
Спартак Шаликоевич Антониадис
Keyword(s):  
Performance Indicators ◽  
Congenital Malformations ◽  
Inflammatory Diseases ◽  
Maxillofacial Surgery ◽  
Key Performance Indicators ◽  
Oral And Maxillofacial Surgery ◽  
Ministry Of Health ◽  
Krasnodar Region

Анализ трехлетней деятельности отделения челюстно-лицевой хирургии выявил положительную динамику основных показателей работы подразделения. В структуре патологии челюстно-лицевой области преобладают опухоли (39,4%), воспалительные заболевания (33,0%), врожденные пороки развития (11,3%), травмы (11,0%). The analysis of the three-year activity of the Department of maxillofacial surgery revealed a positive dynamics of the main indicators of the division. The structure of maxillofacial pathology is dominated by tumors (39.4%), inflammatory diseases (33.0%), congenital malformations (11.3%) and injuries (11.0%).

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