Benutzerdefiniertes Cover
Performance Measurement : Linking Balanced Scorecard to Business Intelligence / by Stefano Tonchia, Luca Quagini
Mitwirkende(r): Resource type: Ressourcentyp: Buch (Online)Buch (Online)Sprache: Englisch Reihen: SpringerLink BücherVerlag: Berlin, Heidelberg : Springer-Verlag Berlin Heidelberg, 2010Beschreibung: Online-Ressource (XIII, 156p. 70 illus, digital)ISBN:- 9783642132353
- Performance-Messung
- Bank
- Elektrizitätswirtschaft
- Leistungsmessung
- Leistungskennzahl
- Balanced Scorecard
- Business Intelligence
- Economics/Management Science
- Information technology
- Economics
- Industrial management
- Management information systems
- Leadership
- Management
- Strategic planning
- Business information services
- 650
- 658.4013
- 658.4/013
- 658.4092 23
- 658.4012 23
- HD28-70
- HF5549.5.P35
Inhalte:
Zusammenfassung: Performance Measurement and Indicators -- Cost and Productivity Performances -- Non-cost Performances -- Performance Measurement Systems -- Design and Integration of the PMS -- Performance Management: From Decision Support to Performance Governance -- Luxottica, a New “Vision” for the Supply Chain -- The Monte dei Paschi di Siena “Controlling Data Farm”, the CPM of the Oldest Bank in the World -- Sorgenia, Giving Energy to PerformanceZusammenfassung: This book describes - in a precise but practical way - the most recent developments in Performance Measurement and the relative Performance Measurement Systems (PMS), whose most famous one is the Balanced Scorecard model. It is unique because of the integration of PMS theory (types of performances, Key Performance Indicators, architecture and integration with ERP, Organization and Strategy) with the Business Intelligence (BI) technologies, which characterize the most advanced effective solutions. The rigorous academic approach of a well-known international expert - Professor Tonchia - is mixed with the managerial contribution of a worldwide consulting leader - Luca Quagini, CEO of SDG Group. There are very few, if any, books in the Performance Management field that describe in detail a real approach for designing and managing these systems, with the amount of detail and giving the useful, practical understanding of the underlying principles and specific processes and practices that are presented herePPN: PPN: 1650079982Package identifier: Produktsigel: ZDB-2-SBE | ZDB-2-SEB | ZDB-2-SEB | ZDB-2-SXBM
Performance Measurement; Linking Balanced Scorecard to Business Intelligence; Foreword; Contents; Introduction; Chapter 1: Performance Measurement and Indicators; 1.1 Company Management and Performance Measurement; 1.2 Operational Performances; 1.3 Customer Satisfaction Measurement; Chapter 2: Cost and Productivity Performances; 2.1 Innovation in the Accounting Systems; 2.2 Balance Sheet Indicators and Corporate Value; 2.3 Capital Budgeting: Investment Analysis and Evaluation; 2.4 Cost Accounting; 2.5 Relationship Between Cost Performance and Economic-Financial Results
2.6 Cost Performance Measurement2.7 Efficiency and Productivity Performance Measurement; Chapter 3: Non-cost Performances; 3.1 Total Quality Management and Quality Dimensions; 3.2 Purchasing and Vendor Quality Rating; 3.3 Engineering and Manufacturing Internal Quality; 3.4 Quality Costs; 3.5 Time Performances; 3.6 The Flexibility Performance; Chapter 4: Performance Measurement Systems; 4.1 What is PMS?; 4.1.1 PMS Evolution; 4.1.2 Dashboards - Balanced Scorecard; 4.1.3 Business Intelligence Technology; 4.1.4 Importance and purposes of the PMS; 4.2 PMS Characteristics
4.2.1 Performance Indicators and Measures4.2.2 Architecture; 4.2.3 Interfaces; 4.3 PMS Models; 4.3.1 Vertical/Hierarchical and Truncated-Pyramid Models; 4.3.2 Balanced Scorecard or Tableau de Bord Models; 4.3.3 Value Chain and By-Process Models; Chapter 5: Design and Integration of the PMS; 5.1 The Design/Implementation Process; 5.2 PMS and Organization; 5.3 Human Resource Evaluation; 5.4 Measuring Intangible Assets; 5.5 PMS and Strategy; 5.6 Performance Improvement Projects; 5.7 Future Research on PMS; Chapter 6: Performance Management: From Decision Support to Performance Governance
6.1 Main Components of CPM Frameworks6.1.1 Planning and Forecasting; 6.1.2 Balanced Scorecard and Dashboard; 6.1.3 Profitability and Cost Management; 6.1.4 Group Reporting and Financial Consolidation; 6.2 CPM Softwares; 6.2.1 Oracle Hyperion; 6.2.2 SAP Business Objects; 6.2.3 IBM Cognos; 6.2.4 SAS; 6.2.5 Microsoft; 6.2.6 Board; 6.2.7 Tagetik; 6.3 CPM Project Enablers; 6.3.1 Metrics Definition; 6.3.2 Cause-Effect Maps and Relationships; 6.3.3 Modeling Data Management; 6.4 Key Roles; 6.4.1 The Management Consultant; 6.4.2 The Business Intelligence Expert
6.4.3 The Performance Management ArchitectChapter 7: Luxottica, a New ``Vision´´ for the Supply Chain; 7.1 The Success of Luxottica; 7.1.1 A Constantly Changing Scenario; 7.1.2 The Needs of the Supply Chain; 7.2 Operational Performance Management; 7.2.1 OPM and the SCOR Model; 7.2.2 Analysis and Approach; 7.2.3 Critical Success Factors; 7.3 Supply Chain Processes; 7.3.1 Raw Material Logistics; 7.3.2 Product Lifecycle; 7.3.3 Finished Product Logistics; 7.3.4 Quality; 7.3.5 Planning; 7.3.6 Purchasing; 7.3.7 Product Development; 7.4 From the Map to the OPM Solution
7.4.1 The Project Architecture
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