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Performance Measurement

How to measure, manage and improve organisational performance

Instructed by Ross Maynard

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  • Why we measure performance
  • The benefits of performance measurement
  • The dangers of targets
  • The Three Levels of Performance Measure
  • The Performance Measurement Linkage Chart
  • What makes a good measure?
  • A starter set of performance measures
  • The Voice of the Process versus the Voice of the Customer
  • The Nature of Variation
  • Displaying Performance Data
  • The Shewhart Individuals Control Chart
  • Strategies for dealing with variation
  • The relationship between process behaviour and cost
  • Engaging your people in performance measurement

Performance measurement is the act of monitoring progress towards specified objectives. It has two main purposes:

1. To monitor progress towards goals

2. To guide improvement activity where performance is not meeting the goals

 

Performance measures are like the mileposts on the path towards our goals. They tell us how far we have come; how far we still have to go; and whether, indeed, we are going in the right direction.

But performance measurement is not easy. Choosing inappropriate measures can result in unintended consequences, with detrimental outcomes. At the same time, the outputs of many processes are intangible and difficult to measure.

The only solution is to take a structured approach to the design of performance measures that involves stakeholders, customers and users to clearly define agreed outcomes, and then measure performance against those outcomes.

This course provides a structure that you can use to develop a framework of performance measures throughout your organisation. The course also covers how to analyse and present performance data in order to reveal valuable information about the behaviour of the organisation’s processes and activities. And the course covers ways of engaging employees with the measures and working towards business improvement.

  • There are no pre-course requirements
  • Accountants
  • Finance Professionals
  • CFOs
  • Accountancy students
  • Managers
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Section 1 : Performance Measurement

  • Lecture 1 :
  • An overview of performance measurement with the agenda for this course.
  • Lecture 2 :
  • Why do we Measure Performance?
  • Some examples of performance measurement and the reasons why we need to measure performance.
  • Lecture 3 :
  • Linking Performance Measures through the Organisation
  • Introducing the Performance Measurement Linkage Chart
  • Lecture 4 :
  • Example Performance Measurement Linkage Chart
  • An example of the use of the Performance Measurement Linkage Chart
  • Lecture 5 :
  • What makes a good measure?
  • The characteristics of a good performance measurement including a starter set of performance measures
  • Lecture 6 :
  • Interpreting Performance Data
  • Presenting performance data as a time series in order to review performance and identify areas for improvement
  • Lecture 7 :
  • Performance Data Example
  • An example using performance data to highlight issues
  • Lecture 8 :
  • Strategies to deal with Variation
  • How to deal with both Common Cause Variation in a business process and Special Cause Variation
  • Lecture 9 :
  • Embedding KPIs in an Organisation
  • How to gain the buy-in of staff to performance measures to ensure their effective use
  • Lecture 10 :
  • Final thoughts on Performance Measurement
  • Key learning points from this course

Section 2 : Performance Measurement Exercise

  • Lecture 1 :
  • The Performance Measurement Exercise
  • An exercise to help you develop performance measures for your organisation
  • Lecture 2 :
  • Test your Understanding
  • The Test your Understanding multiple choice quiz
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Ross Maynard,

I am a Fellow of the Chartered Institute of Management Accountants in the UK and have 30 years’ experience as a process improvement consultant specialising in finance processes. I am a professional author of online training courses for accountants. I live in Scotland with his wife, daughter and Cocker Spaniel
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