Performance Management Finding the Missing Pieces (to Close the Intelligence Gap)

by Cokins, Gary

• ISBN13: 9780471576907
• ISBN10: 0471576905
• Edition: 1st
• Format: Hardcover
• Copyright: 2004-03-29
• Publisher: WILEY

Summary

Praise for Performance Management "We are witnessing a convergence among advanced management concepts and practices. Performance management is a means to pull it all together, to understand the strengths and limitations of each management practice and leverage it for competitive advantage. Cokins' book walks us through all this in a manner that makes something confusing much less so. There is no one right answer for any situation. The answer lies in a balance of concepts and the integration of them. Performance Management is the glue that holds them all together. This book helps the reader understand the breadth of PM. It's not just about measuring!" -John F. Morrow, CPA, AICPA Vice President, The New Finance "Gary Cokins has articulated the '411' of performance management. His combination of personal anecdotes with fundamental cost and performance management theories provides business leaders at all levels, in any industry or profession, a solid resource for practicing their work. This book is not only an invaluable resource for those new to performance management but provides guidance, wisdom, support, and insight to all industry leaders and managers. Cokins has organized and simplified the many complex performance management theories, associated tools, and infrastructure for the reader. Buy it, read it, and give it to your colleagues-then celebrate your successes!" -Sue Swertfeger, Senior Manager, Owens & Minor

Author Biography

GARY COKINS is a strategist for SAS, the world’s market leader in data management, business intelligence, and analytical software. He is an internationally recognizedexpert, speaker, and author on advanced cost management and performance improvement systems. Cokins has served on activity-based information committees with several organizations including: CAM-I, Institute of Management Accountants (IMA), American Production and Inventory Control Society (APICS), American Society for Quality (ASQ), Society of Manufacturing Engineers, American Institute of Certified Public Accountants (AICPA), Institute of Industrial Engineers, and Purchasing Management Association of Canada. He is the author of four previous books: An ABC Manager’s Primer, Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive’s Guide (Wiley), and Activity-Based Cost Management in Government.

Table of Contents

Preface.

Acknowledgments.

Chapter 1. Why the Need for Performance Management as a System?

Part One: Performance Management Process.

Chapter 2. Integrating a Suite of Proven Methodologies.

Chapter 3. Support from of Fact-Based Data and Information Technology.

Part Two:  Strategy Maps and Balanced Scorecards: Link between Strategy and Successful Execution by Operations.

Chapter 4.  Measurement Problems and Solutions.

Chapter 5. Strategy Maps and Scorecards as a Solution.

Chapter 6.  Strategic Objectives’ Drive Gears: Cascading Measures.

Chapter 7.  Recipe for Implementation.

Chapter 8. Human Side of Collaboration.

Chapter 9. Fact-Based Management Accounting Data.

Chapter 10. Scorecards and Strategy Maps: Enabler for Performance Manag ement.

Part Three:  Leveraging Financial Analytical Facts and Truths.

Chapter 11. If Activity-Based Management Is the Answer, What Is the Question?

Chapter 12. Activity-Based Management Model Design and Principles: Key to Success.

Chapter 13. Operational (Local) Activity-Based Management for Continuous Improvement.

Chapter 14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis.

Chapter 15. Predictive Costing, Predictive Accounting, and Budgeting.

Chapter 16. Activity-Based Management Supports Performance Management.

Part Four: Integrating Performance Management with Core Solutions.

Chapter 17. Customer Intelligence and Customer Relationship Management.

Chapter 18. Supplier Intelligence: Managing Economic Profit Across the Value Chain.

Chapter 19. Process Intelligence with Six Sigma Quality and Lean Thinking.

Chapter 20. Shareholder Intelligence: Return on Whose Investment?

Chapter 21. Employee Intelligence: Human Capital Management.

Part Five: Performance Management and Data Mining.

Chapter 22. Data Management and Technology with Performance Management.

Chapter 23. Final Thoughts: Linking Customers to Shareholders.

Index.