PERFORMANCE MEASUREMENT for Private and Public Organizations
Authors: John Kyriazoglou& Despina Politou.
Publisher: www.iwn.gr, 2005SUMMARY- BOOK WRITTEN IN GREEK
PART A: Performance Measurement Framework
CHAPTER A.1: Performance Management Framework (PMF): Summary and Description of Main Parts (Governance, Strategy and Objectives, Policies, Procedures and Standards, Performance Indicators, Performance System and Human Resources, Project Management, Technical Support, Evaluation and Progress Reporting)
CHAPTER A.2: PMF Part A: Governance, Strategy and Objectives (Full description of each component and their role in the PMF framework)
CHAPTER A.3: PMF Part B: Policies, Procedures and Standards (Full description of each component and their role in the PMF framework)
CHAPTER A.4: PMF Part C: Performance Indicators, Performance Targets, initiatives and Human Resources (Full description of each component and their role in the PMF framework)
CHAPTER A.5: Performance Information System (Description of: information systems life-cycle approach in developing and operating information systems, designing and running the performance information system, procuring and installing a ready-made performance software package, software risks and information technology project deliverables).
REVIEW QUESTIONS: A set of questions for the critical concepts and issues contained in PART A.
PART B: Performance Frameworks, Evaluation Tools and Public Sector Performance Measurement Experience USA, England, Denmark, Austria, Ireland)
CHAPTER B.1: Description of the Balanced Scorecard Approach (perspectives, objectives, measures, targets, initiatives, and their inter-relationships), description of sample BSC cases for a private company as well as for the public sector, the problems and benefits of the BSC approach, and answers to the critical issues pertaining to the implementation of the BSC Framework.
CHAPTER B.2: Description of non-BSC Approaches, such as: CAF, TQM, Benchmarking, etc. Description of the problems and benefits of these approaches, and comparative analysis of all the methodological frameworks: BSC, CAF, TQM and Benchmarking.
CHAPTER B.3: Full description of the evaluation questionnaire regarding the readiness of an enterprise to adopt and implement Performance Measurement Systems.
CHAPTER B.4: Full description of the evaluation questionnaire regarding the application and penetration of Performance Measurement Systems.
CHAPTER B.5: Full description of the experience and the application (policies, implementation steps, performance frameworks, tools, etc.) of Performance Measurement Systems in the public sector of five advanced countries: USA, England, Denmark, Ireland, and Austria.
REVIEW QUESTIONS: A set of questions for the critical concepts and issues contained in PART B.
PART C: Creation of the Enterprise (Private, Public) that manages its own performance
CHAPTER C.1: Description of a methodology for the implementation of a performance measurement system to the needs of a specific private enterprise or public organization on the basis of several phases: performance needs analysis, design of the performance project, development of BSC pilots, and the performance information system, implementation of the performance system, the BSCs and the information system, and the evaluation of the specific Performance Measurement System implementation.
CHAPTER C.2: Description of a Project Management Methodology that may be used in performance measurement systems implementations, as described in Chapter C.1., previously, containing the following set of activities: project organization & administration, project planning, project support, project monitoring, project activities evaluation, project reporting, technical support, project activities auditing, risk assessment & resolution, change management, communication, management support and sponsorship, human resources and external parties management, etc.
CHAPTER C.3: Description of a quick method to implement a Balanced Scorecard as a performance measurement system on the basis of several steps: preparation, interviews (several rounds), workshops (several), implementation of a BSC, and periodic reviews of the total effort. Also the description of several example BSC cases.
CHAPTER C.4: Description of the design and implementation strategy for the effective construction and deployment of functional balanced scorecards in two corporate functions: human resource management and information technology. Also an analysis of two practical case studies in these two areas.
CHAPTER C.5: Summarized description of three Balanced Scorecard case studies, in the areas of: Local Authority (City of Charlotte, USA), International Conglomerate (ABB), and the health care sector (USA: two hospitals, CANADA: over 30 public hospitals in Ontario and British Columbia).
CHAPTER C.6: Analysis of the benefits accrued due to the implementation and full use of the BSC method on the basis of the data of a set of over 70 Balanced Scorecard cases on an international level (America, Europe, Asia, Africa, Oceania). Also the summary presentation of the results documented in a Canadian evaluation study on the basis of specific criteria.
REVIEW QUESTIONS: A set of questions for the critical concepts and issues contained in PART C.
APPENDICES
Glossary of PERFORMANCE Concepts and Terms
Resources (Bibliography, Web References, Addresses of Professional Societies, Addresses of Consulting Firms on BSC, etc)
Summary of book contents in English
PERFORMANCE MEASUREMENT for Private and Public Organizations
Authors: John Kyriazoglou& Despina Politou.
Publisher: www.iwn.gr, 2005
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