About the Web Site.
1. Why the Need for Performance Management as a System?
PART ONE: Performance Management Process.
2. Integrating a Suite of Proven Methodologies.
3. Support from Fact-Based Data and Information Technology.
PART TWO: Strategy Maps and Balanced Scorecards: The Link between Strategy and Successful Execution by Operations.
4. Measurement Problems and Solutions.
5. Strategy Maps and Scorecards as a Solution.
6. Strategic Objectives’ Drive Gears: Cascading Measures.
7. A Recipe for Implementation.
8. The Human Side of Collaboration.
9. Fact-Based Management Accounting Data.
10. Scorecards and Strategy Maps: Enablers for Performance Management.
PART THREE: Leveraging Financial Analytical Facts and Truths.
11. If Activity-Based Management Is the Answer, What Is the Question?
12. Activity-Based Management Model Design and Principles: Key to Success.
13. Operational (Local) Activity-Based Management for Continuous Improvement.
14. Strategic Activity-Based Management for Customer and Channel Profitability Analysis.
15. Predictive Costing, Predictive Accounting, and Budgeting.
16. Activity-Based Management Supports Performance Management.
PART FOUR: Integrating Performance Management with Core Solutions.
17. Customer Intelligence and Customer Relationship Management.
18. Supplier Intelligence: Managing Economic Profit across the Value Chain.
19. Process Intelligence with Six Sigma Quality and Lean Thinking.
20. Shareholder Intelligence: Return on Whose Investment?
21. Employee Intelligence: Human Capital Management.
PART FIVE: Performance Management, Business Intelligence, and Technology.
22. Data Management and Mining with Performance Management.
23. Final Thoughts: Linking Customers to Shareholders.
- Numerous illustrations will assist students in understanding the concepts that are being presented
- Provides a blueprint for showing how to test and validate if the goals set by senior management are achievable
- Explains how time, service level, cost, quality, and flexibility all interrelate
- Shows how to integrate the analytical tools now used by companies (e.g., balanced scorecard, ABM, etc.) to assist in modeling and "what-if" scenarios
- Shows how to manage people and equipment with the information that is now provided with an integrated system
- Cokins is very well known in the cost management and performance management market; SAS Institute is extremely well respected in the performance management arena
View the Companion Site.