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Performance Management

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

Author: Gary Cokins
Publisher: John Wiley & Sons
ISBN: 9780471576907
Published In: March 2004
Format: Hardback , 304 pages
Jurisdiction: International or US ? Disclaimer:
Countri(es) stated herein are used as reference only

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Contents
Author

Details

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

New To This Edition

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

Reviews

"…a discipline intended to maintain a larger picture and to show how an organisation works as a whole." (Long Range Planning, 2005)

About the Author.

About the Web Site.

Preface.

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.

Index.

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.