Key Performance Indicators:
Developing, Implementing,and Using
Winning KPIs by David Parmenter
Change In Thinking For Performance Management
Breathtaking in its simplicity and profound in its impact, Key Performance
Indicators (KPI) distills the balanced scorecard process into twelve logical
steps, equipping users with an implementation resource kit that includes
questionnaires, worksheets, workshop outlines, and a list of over 500
performance measures. Author David Parmenter provides you with
everything you need to master and implement a KPI-driven strategy.
Personal Review: Key Performance Indicators: Developing,
Implementing,and Using Winning KPIs by David Parmenter
As we know from another business author, the 'Knowing - Doing Gap' can
be difficult to close. For Balance Scorecard fans, KPI consultant David
Parmenter fills that gap. Written as an instruction manual for implementing
performance measurement in any organization, this easy to read guide

provides both context and content for a 'just do it'' approach; implementing
a successful performance measurement system this is, in any business
sector.
Among the many things this book does well, the most important may be:
Setting the context for key implementation steps. In addition to his 12 step
process, Parmenter presents 5 critical aspects of a KPI system.
One, he open's the dialogue by providing all important distinctions
between; Key Results Indicators (KRIs), team Performance Indicators
(PIs), and leadership's Key Performance Indicators (KPIs). He says these
should be balanced 10/80/10. This is foundational to successful
implementation.
Two, he links these to strategy thru a clear understanding of well thought
out (and few in number) Critical Success Factors (CSFs) - one of the most
critical and hardest parts of for making measurement effective at a working
level.
Three, he exposes the 'best practice' myth; rightly acknowledging that the
goal is the continuous adaptation of 'better' practices and not a misguided
belief in the redemptive qualities and often misapplication of someone
else's "best practice".
Four, he stresses the importance of understanding measurement as a
constantly evolving process and not a one-time establishment of the "right"
measures.
And, five, he places performance measurement within the overall context
of organizational development. A part of the whole, but not the whole.
The approach is pragmatic, the steps are clear and doable, the materials
don't give the answer, but they provide a well-defined space in which to
write your own business particulars. This book does not belong on any
manager's book shelf; it belongs on their working table. This one is a
winner for those who want doing and not just knowing.
Dennis DeWilde, author of "The Performance Connection"
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