What is a hiệu quả chiến dịch ( Performance Indicators (ruby-forum.orgs) are the critical (key) indicators of progress toward an intended result. ruby-forum.orgs provides a focus for strategic & operational improvement, create an analytical basis for decision making and help focus attention on what matters most. As Peter Drucker famously said, “What gets measured gets done.”Managing with the use of ruby-forum.orgs includes setting targets (the desired màn chơi of performance) & tracking progress against that target. Managing with ruby-forum.orgs often means working lớn improve leading indicators that will later drive sầu lagging benefits. Leading indicators are precursors of future success; lagging indicators show how successful the organization was at achieving results in the past.

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Good ruby-forum.orgs:

Provide objective evidence of progress towards achieving a desired result Measure what is intended lớn be measured to help inform better decision making Offer a comparison that gauges the degree of performance change over time Can trachồng efficiency, effectiveness, unique, timeliness, governance, compliance, behaviors, economics, project performance, personnel performance or resource utilization Are balanced between leading & lagging indicators

Terminology Example:Let’s say someone wants to use ruby-forum.orgs khổng lồ help them thất bại weight. Their actualweight is a lagging indicator, as itindicates past success, và thenumber of calories they eat per day is a leadingindicator, as it predicts future success. If the person weighs 250 lbs /113 kg (a historical trover is called a baseline),and a person they would like khổng lồ emulate is 185 lbs / 84 kilogam (comparison researchis called benchmarking), they mightmix an 1,700 calorie-per-day target (desiredlevel of performance) for theleading in order to lớn reach their lagging Key Performance Indicator target of 185 lbs / 84 kilogam bythe kết thúc of a year.

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The relative sầu business intelligence value of a phối of measurements is greatly improved when the organization understands how various metrics are used and how different types of measures contribute lớn the picture of how the organization is doing. ruby-forum.orgs can be categorized into lớn several different types:

Inputs measure attributes (amount, type, quality) of resources consumed in processes that produce outputs Process or activity measures focus on how the efficiency, chất lượng, or consistency of specific processes used khổng lồ produce a specific output; they can also measure controls on that process, such as the tools/equipment used or process training Outputs are result measures that indicate how much work is done và define what is produced Outcomes focus on accomplishments or impacts, và are classified as Intermediate Outcomes, such as customer brand awareness (a direct result of, say, kinh doanh or communications outputs), or End Outcomes, such as customer retention or sales (that are driven by the increased brvà awareness) Project measures answer questions about the status of deliverables và milestone progress related lớn important projects or initiatives

Terminology Example: Let’s say my business provides coffee for catered events. Some inputs include the coffee (suppliers, quality, storage, etc.), the water, and time (in hours or employee costs) that my business invests. My process measures could relate to coffee making procedure or equipment efficiency or consistency. Outputs would focus on the coffee itself (taste, temperature, strength, style, presentation, accessories, etc.). And desired outcomes would likely focus on customer satisfaction và sales. Project measures would focus on the deliverables from any major improvement projects or initiatives, such as a new marketing campaign.
Every organization needs both strategic & operational measures, và some typically already exist. Figure 2 depicts strategic, operational & other measures as described below: Strategic Measures traông xã progress toward strategic goals, focusing on intended/desired results of the End Outcome or Intermediate Outcome. When using a balanced scorecard, these strategic measures are used khổng lồ evaluate the organization’s progress in achieving its Strategic Objectives depicted in each of the following four balanced scorethẻ perspectives: Customer/Stakeholder Financial Internal Processes Organizational Capathành phố Operational Measures, which are focused on operations and tactics, và designed khổng lồ inkhung better decisions around day-to-day product / service delivery or other operational functions Project Measures, which are focused on project progress và effectiveness Risk Measures, which are focused on the risk factors that can threaten our success Employee Measures, which are focused on the human behavior, skills, or performance needed khổng lồ execute strategy An entire family of measures, including those from each of these categories, can be used to help understvà how effectively strategy is being executed.

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