关于KPI的部分知识

关于KPI(KeyPerformanceIndicator)的知识第一部分：KPI（Wikipedia,thefreeencyclopedia）；KeyPerformanceIndicator(KPI)isanindustryjargontermforatypeofMeasureofPerformance.KPIsarecommonlyusedbyanorganizationtoevaluateitssuccessorthesuccessofaparticularactivityinwhichitisengaged.Sometimessuccessisdefinedintermsofmakingprogresstowardstrategicgoals,butoften,successissimplytherepeatedachievementofsomelevelofoperationalgoal(zerodefects,10/10customersatisfactionetc.).Accordingly,choosingtherightKPIsisreliantuponhavingagoodunderstandingofwhatisimportanttotheorganization.'Whatisimportant'oftendependsonthedepartmentmeasuringtheperformance-theKPIsusefultoaFinanceTeamwillbequitedifferenttotheKPIsassignedtothesalesforce,forexample.Becauseoftheneedtodevelopagoodunderstandingofwhatisimportant,performanceindicatorselectionisoftencloselyassociatedwiththeuseofvarioustechniquestoassessthepresentstateofthebusiness,anditskeyactivities.Theseassessmentsoftenleadtotheidentificationofpotentialimprovements;andasaconsequence,performanceindicatorsareroutinelyassociatedwith'performanceimprovement'initiatives.AverycommonmethodforchoosingKPIsistoapplyamanagementframeworksuchastheBalancedScorecard.CategorizationofindicatorsKeyPerformanceIndicatorsdefineasetofvaluesusedtomeasureagainst.Theserawsetsofvalues,whicharefedtosystemsinchargeofsummarizingtheinformation,arecalledindicators.IndicatorsidentifiableaspossiblecandidatesforKPIscanbesummarizedintothefollowingsub-categories:Quantitativeindicatorswhichcanbepresentedasanumber.Practicalindicatorsthatinterfacewithexistingcompanyprocesses.Directionalindicatorsspecifyingwhetheranorganizationisgettingbetterornot.Actionableindicatorsaresufficientlyinanorganization'scontroltoeffectchange.FinancialindicatorsusedinperformancemeasurementandwhenlookingatanoperatingindexKeyPerformanceIndicators,inpracticaltermsandforstrategicdevelopment,areobjectivestobetargetedthatwilladdthemostvaluetothebusiness.ThesearealsoreferredtoasKeySuccessIndicators.SomeImportantAspectsKeyperformanceindicators(KPIs)arewaystoperiodicallyassesstheperformancesoforganizations,businessunits,andtheirdivision,departmentsandemployees.Accordingly,KPIsaremostcommonlydefinedinawaythatisunderstandable,meaningful,andmeasurable.Theyarerarelydefinedinsuchawaysuchthattheirfulfillmentwouldbehamperedbyfactorsseenasnon-controllablebytheorganizationsorindividualsresponsible.SuchKPIsareusuallyignoredbyorganizations.Inordertobeevaluated,KPIsarelinkedtotargetvalues,sothatthevalueofthemeasurecanbeassessedasmeetingexpectationsornot.IdentifyingIndicatorsofOrganizationPerformanceindicatorsdifferfrombusinessdrivers&aims(orgoals).AschoolmightconsiderthefailurerateofitsstudentsasaKeyPerformanceIndicatorwhichmighthelptheschoolunderstanditspositionintheeducationalcommunity,whereasabusinessmightconsiderthepercentageofincomefromreturningcustomersasapotentialKPI.ThekeystagesinidentifyingKPIsare:Havingapre-definedbusinessprocess(BP).HavingrequirementsfortheBPs.Havingaquantitative/qualitativemeasurementoftheresultsandcomparisonwithsetgoals.Investigatingvariancesandtweakingprocessesorresourcestoachieveshort-termgoals.AKPIcanfollowtheSMARTcriteria.ThismeansthemeasurehasaSpecificpurposeforthebusiness,itisMeasurabletoreallygetavalueoftheKPI,thedefinednormshavetobeAchievable,theimprovementofaKPIhastobeRelevanttothesuccessoftheorganization,andfinallyitmustbeTimephased,whichmeansthevalueoroutcomesareshownforapredefinedandrelevantperiod.KPIExamplesMarketingSomeexamplesare:1.Newcustomersacquired2.Demographicanalysisofindividuals(potentialcustomers)applyingtobecomecustomers,andthelevelsofapproval,rejections,andpendingnumbers.3.Statusofexistingcustomers4.Customerattrition5.Turnover(ie,Revenue)generatedbysegmentsofthecustomerpopulation.6.Outstandingbalancesheldbysegmentsofcustomersandtermsofpayment.7.Collectionofbaddebtswithincustomerrelationships.8.Profitabilityofcustomersbydemographicsegmentsandsegmentationofcustomersbyprofitability.ManyofthesecustomerKPIsaredevelopedandmanagedwithcustomerrelationshipmanagement(CRM)software.Fasteravailabilityofdataisacompetitiveissueformostorganizations.Forexample,businesseswhichhavehigheroperational/creditrisk(involvingforexamplecreditcardsorwealthmanagement)maywantweeklyorevendailyavailabilityofKPIanalysis,facilitatedbyappropriateITsystemsandtools.ProblemsInpractice,overseeingKeyPerformanceIndicatorscanproveexpensiveordifficultfororganizations.Indicatorssuchasstaffmoralemaybeimpossibletoquantify.Anotherseriousissueinpracticeisthatonceameasureiscreated,itbecomesdifficulttoadjusttochangingneedsashistoricalcomparisonswillbelost.Conversely,measuresareoftenofdubiousrelevance,becausehistorydoesexist.Furthermore,sincebusinesseswithsimilarbackgroundsareoftenusedasabenchmarkforsuchmeasures,measuresbasedonlyonin-housepracticesmakeitdifficultforanorganizationtocomparewiththeseoutsidebenchmarks.Measuresarealsousedasaroughguideratherthanaprecisebenchmark.第二部分：KPI(FromIBIS)BackgroundThetermKPIhasbecomeoneofthemostover-usedandlittleunderstoodtermsinbusinessdeve