Project Management KPIs 1667665878

Top 25
Project
Management KPIs
# Earned man-hours % Delivery deadlines met % Project resource utilization # Schedule performance index (SPI) # Cost
schedule index (CSI) % Project budget variance at project end # To complete schedule performance index (TSPI) % Timely
production of management reports % Project schedule variance # Project issues identified % Order value variance from
original contract value # Conflicts arising during the project # To complete performance index (TCPI) % Overdue project tasks
$ Estimate at completion (EAC) # Cost performance index (CPI) % Requirements changed during project execution $ Cost
variance # Project delay # Time per project task $ Actual cost of work performed (ACWP) $ Budgeted cost of work performed
(BCWP) # Third party non-conformity identified during inspections % Project milestones missed % Project completion
predictability # Earned man-hours % Delivery deadlines met % Project resource utilization # Schedule performance index
(SPI) # Cost schedule index (CSI) % Project budget variance at project end # To complete schedule performance index
(TSPI) % Timely production of management reports % Project schedule variance # Project issues identified % Order value
variance from original contract value # Conflicts arising during the project # To complete performance index (TCPI) %
Overdue project tasks $ Estimate at completion (EAC) # Cost performance index (CPI) % Requirements changed during
project execution $ Cost variance # Project delay # Time per project task $ Actual cost of work performed (ACWP) $
Budgeted cost of work performed (BCWP) # Third party non-conformity identified during inspections % Project mileston
Publication date: 01 November 2012 ID number: sK0128291

Top 25 Project Management KPIs of 2011-2012
© 2012 The KPI Institute Ltd. All Rights Reserved.

ID number: sK0128291
This report is the result of primary research conducted by the KPI Institute. It is available in PDF format on the smartKPIs.com
website. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (‘Premium content terms’).
An appropriate citation for this report is:

The KPI Institute (2012), Top 25 Project Management KPIs of 2011-2012, Melbourne, Australia
Indemnity statement
The KPI Institute has taken due care in preparing the analysis contained in this report. However, noting that some of the data
used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness
for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions or inadequacies in the
information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.
For the latest version of the documentation, smartKPIs Premium should be consulted.
Published by:
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© The KPI Institute 2012

B
Table of Contents
page 2 Executive Summary
3 About Key Performance Indicators (KPIs)
4 KPIs ... Naturally
6 smartKPIs.com Community Profile
8 2011-2012 smartKPIs.com Functional Areas Taxonomy
9 2011-2012 smartKPIs.com Industries Taxonomy
10 KPI Documentation Form Explained
12 Project Management as a Functional Area
13 Top 25 Project Management KPIs of 2011-2012 List
14 # Earned man-hours
16 % Delivery deadlines met
18 % Project resource utilization
20 # Schedule performance index (SPI)
22 # Cost schedule index (CSI)
24 % Project budget variance at project end
26 # To complete schedule performance index (TSPI)
28 % Timely production of management reports
30 % Project schedule variance
32 # Project issues identified
34 % Order value variance from original contract value
36 # Conflicts arising during the project
38 # To complete performance index (TCPI)
40 % Overdue project tasks
42 $ Estimate at completion (EAC)
44 # Cost performance index (CPI)
46 % Requirements changed during project execution
48 $ Cost variance
50 # Project delay
52 # Time per project task
54 $ Actual cost of work performed (ACWP)
56 $ Budgeted cost of work performed (BCWP)
58 # Third party non-conformity identified during inspections
60 % Project milestones missed
62 % Project completion predictability
64 Appendix A: Related reports
66 Appendix B: Training courses
68 Appendix C: Advisory services
70 Appendix D: Technology solutions
72 Appendix E: Glossary of terms

1
Executive Summary
Given the economic context and the competitive market nowadays, organizations focus increasingly on managing and measuring performance
as a key component in achieving the desired performance results for generating business value. Key Performance Indicators (KPIs) represent
a critical element for any performance management strategy in today’s challenging environment and many organizations have diverse
performance management initiatives, including the measurement of results against targets by using KPIs.
To provide a glimpse into the use of KPIs in practice, smartKPIs.com has launched in March 2011 the first edition of a series of reports
dedicated to analyzing the most popular KPIs across major functional areas and industries. The Top KPIs report series, which has reached
the second edition, are a synthesis of what smartKPIs.com is all about: they form an overview of how KPIs are used in practice today, by
combining input from the online community with analysis and insights from our research team.
The Top 25 Project Management KPIs of 2011-2012 report compiles the most popular 25 KPIs used by the Project Management function.
The methodology used to conduct the research consisted of ranking the KPI examples published in the Project Management functional
area of smartKPIs.com, based on their number of views in 2011. The hundreds of thousands of visits to smartKPIs.com and the thousands
of KPIs visited, bookmarked and rated by members of this online community in 2011 provided a rich data set, which combined with further
analysis from the editorial team, formed the basis of these research reports. Out of the more than 50 Project Management KPIs available
on smartKPIs.com, the 25 most viewed by the members and visitors of smartKPIs.com were selected and analysed in detail in this report.
Project Budget The top 5 Project Management KPIs of 2011-2012

8
# Earned man-hours
Project Assessment 8
% Delivery deadlines met
Project Timeline 7 % Project resource utilization
2
# Schedule performance index (SPI)
Project Team Performance
# Cost schedule index (CSI)
Notes regarding this report:
Project Management KPIs are reflective of Project Management functions, and are grouped into subcategories, such as Project Budget,
Project Assessment, Project Timeline and Project Team Performance. From these subcategories Project Budget, Project Assessment and
Project Timeline were the most popular of Project Management, in 2011. One of the most important benefits that this report brings is
the international perspective it offers on the most popular KPIs for Project Management. Project Management KPIs provide quantifiable
measurements of factors determined to be important for the successful implementation of Project Management strategies. The skill in
applying KPIs is in the selection of the optimum number and appropriateness of KPIs.
While centered around the KPIs that in 2011 received the highest number of visits on smartKPIs.com, the Top KPIs of 2011-2012 reports
contain in addition to KPI names, a detailed description of each KPI, as documented in smartKPIs Premium (the premium content section of
smartKPIs.com) and other relevant content. By discussing the use of KPIs today, presenting the best practice in documenting them and listing
the most popular KPIs of 2011, the Top 25 Project Management KPIs of 2011-2012 report is a valuable resource in promoting the informed
use of KPIs or refreshing the existing performance measurement and management practice in any organization.

2
About Key Performance Indicators (KPIs)

In many domains of human activity, the use of tools is essential for the achievement of results. Measurement and evaluation make no
exception, being equipped with both conceptual and physical tools. Of the first category, at the core of any performance measurement and
management system are the measures, metrics, indicators or KPIs used.
Both academic and practitioner literature uses interchangeably these terms, oftentimes even within the same organization.
At smartKPIs.com, we have adopted the following definitions for these terms:
Measure - A number or a quantity that records a directly observable value. All measures are composed of a number and a unit of measure.
The number provides magnitude (how much) for the measure, while the unit gives the number a meaning (what). Examples of unit
measures are: dollars, hours, meters, inches, etc.
Indicator - Indicators are defined in many ways, but the common meaning for all of them is that they refer to specific information. Thus, the
Organisation for Economic Co-operation and Development (OECD) defines an indicator as “a qualitative or quantitative factor or variable
that provides a simple and reliable means to measure achievement, to reflect changes connected to an intervention, or to help assess the
performance of a development actor”.1
Metric, Performance Measure or Performance Indicator - A generic term encompassing the quantitative basis by which objectives are
established and performance is assessed. It helps quantify the achievement of a result, the quantifiable component of an organization’s
performance. In the context of measuring and managing performance these terms are used interchangeably.
Key Performance Indicator (KPI) - A selected indicator considered key for monitoring the performance of a strategic objective, outcome,
or key result area important to the success of an activity and growth of the organization overall. KPIs make objectives quantifiable,
providing visibility into the performance of individuals, teams, departments and organizations and enabling decision makers to take action
in achieving the desired outcomes. Typically, KPIs are monitored and communicated through dashboards, scorecards and other forms of
performance reports.
While on paper the terms listed above can be differentiated, in practice, the difference between them is blurred and, at some extent,
irrelevant. As long as their purpose and use is clear and understood by members of the organization, whether they are called performance
measures or KPIs is a matter of preference.
At smartKPIs.com, we assess each example entered in the online database and label it as measure, performance indicator or KPI. It is an
empirical and subjective approach to catalogue each entry based on relevance. Ultimately, all entries in the online database are considered
KPI examples. In addition, to single out the entries that stand out in terms of relevance, we introduced a new label:
smartKPI - A Key Performance Indicator example available on smartKPIs.com, that is recommended as

being the most relevant and truly “Key” for organizational performance. They are selected by the editorial
team of the website based on criteria such as:
• Listing in academic and practitioner publications that analyse their usefulness;
• Frequency of use by Functional Area / Industry;
• Fulfillment of the criteria of how good KPIs should be defined and used.
1. Organisation for Economic Co-operation and Development, 2002, Glossary of Key Terms in Evaluation and Results Based Management, OECD
Publications, Paris, France

3
KPIs … Naturally
Measurement as a human activity is not new. It emerged in early history as a mean for discovery and sense making.
Archaeologists consider the first measurement tool used in human history to be the Lebombo bone, a baboon fibula
containing 29 cut notches. Dated 35,000 BC, this tally stick was discovered in the Lebombo mountains in Swaziland.
Evaluation, as a form of measurement was used as early as the 3rd century AD, when emperors of the Wei Dynasty
rated the performance of the official family members. The biased nature of individual performance evaluation was
noticed by Chinese philosopher Sin Yu, who reportedly criticized a rater employed by the Wei Dynasty with the
following words: “The Imperial Rater of Nine Grade seldom rates men according to their merits, but always according
to his likes and dislikes”.
A major milestone in making the connection between measuring as a human activity and performance was in
1494, when Luca Pacioli published in Venice ‘Summa de arithmetica, geometrica, proportioni et proportionalita’ (‘Everything on arithmetic,
geometry, proportions and proportionality’). It detailed a practice the Venetian sailors had in place to evaluate the performance of their sailing
expeditions, which became the basis of the double-entry accounting system.
In time, the subjective nature of individual performance evaluations and the dominance of financial indicators for evaluating enterprise
performance became stepstones for performance management in human activities.
The industrial revolution added to this combination the “organization as a machine” metaphor that played a major role in driving improvements
in efficiencies and effectiveness. The result was an organizational performance management model based on mechanistic, command-and-
control thinking, driven by subjective individual performance assessments and financial indicators and crowned by pay-for-performance
arrangements.
Did it work? To a certain extent, yes. Many organizations flourished and matured based on this model.
Does it have flaws? Many. And while historical circumstances attenuated them in time, today’s environment amplifies and exposes them at
an accelerated rate.
Is there a better way? Yes, but it is not simple. It requires a change at multiple levels, from the underlying philosophy of performance, to
mentalities and processes. This is not easy.
Over time, the use of Key Performance Indicators (KPIs) became synonym to performance measurement and management. KPIs are the
link between the old and the new in performance management. Their use, however, is much richer and rewarding in an environment based
on organic performance architecture principles:
Organizations are echo-systems in their own right. They vary in terms of maturity and the environment in which they operate. As such,
their use of performance management systems should reflect their own “personality”. You can try to build an igloo in Sahara, but it won’t be
sustainable. The performance architecture of each organization needs to be unique and to reflect its internal and external environment.
Systems thinking provides a much richer context for understanding and improving performance. Command-and-control worked
in time for the army, for increasing productivity of unskilled workers during the industrial revolution and for managing large organizations
(such as the public service). Today, knowledge workers form the majority of the workforce in developed economies, operate in a much more
interconnected environment and have to make decisions at an accelerated pace. Understanding the systems in which we operate, analyzing
flow and learning based on data become ever more important today and complement the traditional simplistic managerial approach of
executing orders from above.

4
KPIs should be used primarily for learning. The role of KPIs should be the one of providing the required information to assist in navigating
towards the desired results. The same principle is used by ants, who leave pheromone trails to assist each other in navigating towards the
food source. Similarly, the nerve impulses travel through the different points of the nervous system, transmitting information. KPIs results
should travel through the organization, facilitating communication, providing a base for analysis / synthesis and ultimately decision making
across all levels of the organization.
Data accuracy in human administration is an elusive desideratum. Neils Bohr once said: “Accuracy and clarity of statement are mutually
exclusive”. Accuracy is a challenge in exact sciences and even more in human administration. Striving to obtain any KPI data is a challenge
in itself for many organizations and data accuracy is an even bigger ask. The use of KPIs should acknowledge this aspect and be oriented
towards making the most out of existent data, oftentimes by using variance intervals. This approach is used by the human body. If the
temperature drops under a safe limit, we shiver. If the temperature increases, we sweat. Both are performance improvement initiatives of the
body, aimed to regulate its temperature back to safe limits. The KPI here is the temperature. While it is not a constant, its trend is good when
within certain safe limits.
The use of KPIs for rewards and punishment should be limited and driven by self-assessment. Purposeful oriented behavior is a
characteristic of living organisms. For humans and many other species, this behavior is amplified by rewards and punishment. Along with this
amplification, risks are amplified, too. Gaming of results, lack of cooperation, decreased morale and work accidents are some of the undesired
consequences. On the other hand, the majority of nerve impulses in the human body transmit general information. Only in particular situations
pleasure or pain signals. Similarly, the use of KPIs for rewards and punishment should be the exception to the rule, rather than the norm.
Embedding KPIs in organizations through visualization and communication of KPIs results is the key to maximizing their value
added. Variations in the KPIs used by the human body are felt by our senses as their impact is sensory rich. Similarly, KPIs used in
an organizational context should be embedded in everyday use and be a part of the working experience. The most important aspect of
communicating KPI results is their visual representation. This is key, both in terms of optimizing the layout of the data representation and
the presence of visual displays in the working environment. The range of media is diverse today: posters, whiteboards, banners, LED and
LCD monitors should be combined to bring results to life across the organization. KPI results should not be restricted to paper reports and
computer screens anymore.
New philosophy of performance, driven by self-assessment and purposeful achievement as a mean to happiness. While happiness
means many things to many, a common expression of this feeling is the result of the purposeful achievement of a desideratum. Achieving
something we want, while shared with others, is about us and reverberates strongly in our inner self. Transposing this powerful catalyst of
performance in both our personal and organizational life is facilitated by a new paradigm: Happiness is driven by achievement. Achievement
is an expression of performance. If we want to be in control of our happiness, we should be in control of our performance.
Self-assessment of performance results is not easy. However, if more emphasis is placed on building this capability in each employee,
organizations can benefit by creating a rewarding environment conducive to happiness. In this environment, managers can focus on
understanding and improving the working system, while employees can focus on self-assessment of the results’ achievement, learning and
communicating. Purposeful achievement of results in a well-structured working system would bring both individuals and organization much
closer to happiness and fulfilment compared to the payment of bonuses in the current command-and-control driven dominant paradigm.
KPIs are here to stay. The question we have to answer is how do we want to use them: mechanistically or naturally?
Aurel Brudan,
Performance Architect
smartKPIs.com

5
smartKPIs.com Community Profile

Since its launch in 2009, smartKPIs.com established itself as the favourite destination of professionals from around the world interested in
high quality documented examples of performance measures. With hundreds of thousands of page views and tens of thousands of visitors
from over 190 countries each month, www.smartKPIs.com is one of the most used performance management resources on the Internet.
What sets the smartKPIs.com community apart is the profile of its members.
smartKPIs.com is a truly global community, with relatively uniformly spread representation in terms of membership around the world. While
the highest number of members comes from English speaking countries, no single country dominates in terms of representation. The
same applies in terms of the size of the organizations to which smartKPIs.com members belong. While membership is the highest among
companies with 11 to 500 employees, both small and large organizations in terms of headcount are well represented.
Country breakdown
43.90%
15.79%
13.09%
5.76% 7.32%
2.19% 2.21% 2.32% 2.82% 2.93% 3.85%
South Saudi Indonesia Canada United Arab Malaysia United Australia India United Others
Africa Arabia Emirates Kingdom States
Organization size
11-100 employees 20.17%
101-500 employees 19.61%
1001-5000 employees 13.61%
10000+ employees 13.54%
501-1000 employees 9.64%
1-10 employees 9.43%
Self-employed 7.87%
5001-10000 employees 5.34%
Unspecified 0.79%

6
Industry affiliation
Food, Beverages & Tobacco 1.78%
Not-for-profit 1.90%
Government - State & Federal 2.00%
Construction / Capital Works 2.32% In terms of industry affiliation, the majority
Energy 2.79% of smartKPIs.com community members
Banking, Mortgages & Credit 3.19%
Engineering 3.53% operate in the consulting industry. The ICT,
Retail 3.67% manufacturing and education / training
Transportation / Logistics 3.73%
Telecommunications 3.80%
sectors follow in this hierarchy, which also
Finance 3.93% reflects wide interest from both the public
Healthcare
Other professional services
4.27%
4.65%
and not-for-profit sectors.
Education / Training 5.23%
Manufacturing 9.24%
Technology 9.90%
Consulting 12.72%
Other 21.36%
Job title
Engineer 2.83%
Student 2.96% The membership of smartKPIs.com

community is dominated by managers and
C-level Executive 4.38%
consultants, which reflect a high level of
Business Analyst 4.57% professional expertise. The breakdown of
managerial positions by function reflects
Director 6.74%
a higher than the average representation
Consultant 8.05%
from HR, Project and IT managers.
Manager 23.77%
Other 43.70%
Managerial role
QA Manager 0.79%
Product Manager 1.00% Overall, the profile of the smartKPIs.com
Quality Manager 1.17% community paints the picture of a global,
Marketing Manager 1.20%
diverse and highly qualified membership
Finance Manager 1.47%
base. Tapping into the collective
Operations Manager 1.51%
Sales manager 1.67%
intelligence of this community by analyzing
Senior Manager 1.70% visit trends is a reflection of both trends in
General Manager 2.39% performance management at international
IT Manager 4.45% level across industries / functional areas
Project manager 5.45% and of the relevance of the smartKPIs.com
HR Manager 6.01%
content.
Manager 19.95%
Other 51.26%

7
2011-2012 smartKPIs.com Functional Areas Taxonomy

15 Functional Areas with 60 Sub-categories
Accounting (269) • Service Management (222)
• Accounting Systems (35) Knowledge and Innovation (198)
• Cash Management (25) • Innovation (45)
• Control (12) • Knowledge Management (71)
• Cost Analysis (44) • R & D (82)
• Planning and Reporting (65) Management (53)
• Transactions / Accounts Payable / Accounts Receivable (88) Marketing & Communications (192)
Corporate Services (134) • Advertising (34)
• Administration / Office Support (24) • Marketing (127)
• Corporate Travel (27) • Public Relations (31)
• Facilities / Property Management (75) Online Presence - eCommerce (203)
• Legal Services (8) • eCommerce (48)
CSR / Sustainability / Environmental Care (225) • Email Marketing (25)
• Corporate Social Responsibility (54) • Online Advertising (34)
• Environmental Care (171) • Online Publishing - Weblogs (18)
Finance (219) • Search Engine Optimisation (SEO) (15)
• Asset / Portfolio management (49) • Web Analytics (63)
• Financial stability (42) Portfolio and Project Management (116)
• Forecasts & Valuation (56) • Benefits Realisation Management (6)
• Liquidity (19) • Portfolio Management (54)
• Profitability (53) • Project Management (56)
Governance, Compliance and Risk (146) Production & Quality Management (200)
• Compliance and Audit Management (52) • Maintenance (34)
• Governance (40) • Production (97)
• Risk Management (54) • Quality Management (69)
Human Resources (476) Sales and Customer Service (314)
• Compensation and Benefits (52) • Customer Service (138)
• Efficiency and Effectiveness (48) • Sales (176)
• Recruitment (71) Supply Chain, Procurement, Distribution (420)
• Retention (29) • Contract Management (50)
• Service Delivery (31) • Inventory Management (85)
• Talent Development (109) • Logistics / Distribution (138)
• Workforce (48) • Procurement / Purchasing (86)
• Working Environment (88) • Supply Chain Management (61)
Information Technology (609)
• Application Development (81)
• Data Center (36)
• Enterprise Architecture (46)
• IT - General (47)
• IT - Security (118)
• Network Management (59)
* The figures in the brackets represent the number of documented KPI examples available on www.smartKPIs.com as of 11 November 2012. For up to date
statistics follow the hyperlinks.

8
2011-2012 smartKPIs.com Industries Taxonomy

24 Industries with 89 Sub-categories
Agriculture (297) • General State Administration (84) • Property Management (83)
• Crops (118) • Healthcare (117) • Real Estate Development (67)
• Forestry and Logging (32) • Human / Social Services (32) • Real Estate Transactions (34)
• Livestock, Hunting and Fishing (148) • Law and Justice (111) Resources (442)
Arts and Culture (410) • Military, Security and Defense (21) • Coal and Minerals Mining (327)
• Event Production and Promotion (5) • Resources and Energy (50) • Oil and Gas (62)
• Libraries and Archives (354) • Tourism (76) • Sustainability / Green Energy (56)
• Museums (51) • Transportation and Infrastructure (54) Retail (151)
Construction & Capital Works (76) Healthcare (1445) Sport Management (131)
• Civil Engineering (27) • Emergency Response / Ambulance • Coaching / Training (14)
• Construction of Buildings (69) Services (36) • Sport Club Management (61)
Education & Training (703) • Healthcare Support Services (29) • Sport Event Organisation (41)
• Academic Education (250) • Hospitals (1075) Sports (146)
• Colleges and Universities (145) • Medical Laboratory (18) • American Football (10)
• Primary and Secondary Schools / • Medical Practice (291) • Badminton (10)
K-12 (250) • Preventive Healthcare (32) • Baseball (28)
• Training and Other Education (43) • Veterinary Medicine (7) • Basketball (18)
Financial Institutions (495) Hospitality & Tourism (315) • Cricket (10)
• Banking and Credit (146) • Food and Beverage Service (163) • Football / Soccer (27)
• Insurance (75) • Hotel / Accommodation (137) • Rugby (10)
• Investments (62) • Tour Operator (23) • Tennis (34)
• Mortgages (155) • Travel Agency (24) Telecommunications / Call Center (123)
• Pension Funds (65) Infrastructure Operations (707) • Call Center (81)
Government - Local (814) • Airports (345) • Telecommunications (43)
• Budget and Finance (38) • Ports (283) Transportation (1509)
• Community - Quality of Life (34) • Railways (26) • Airlines (487)
• Culture, Recreation and Entertainment • Roads (68) • Land Transport (Road & Rail) (469)
(40) Manufacturing (97) • Local Public Transport (367)
• Economic & Business Affairs (92) Media (146) • Marine Transport / Shipping (235)
• Environment (112) • Broadcasting (TV and Radio) (60) Utilities (560)
• General Local Administration (60) • Film and Music (45) • Electricity (114)
• Public Safety (123) • Social Media (42) • Natural Gas (331)
• Public Services (174) Non-profit / Non-governmental (513) • Water and Sewage (141)
• Social Services (143) Postal and Courier Services (295)
• Sports (1) Professional Services (388)
Government - State / Federal (824) • Accounting Services (32)
• Agriculture, Fisheries and Forestry • Business Consulting (81)
(49) • Engineering (42)
• Education (107) • Legal Practice (273)
• Employment and Workplace Relations • Recruitment / Employment Activities
(92) (51)
• Finance / Treasury (25) Publishing (47)
• Foreign Affairs and Trade (9) Real Estate / Property (181)

9
KPI Documentation Form Template as Used by smartKPIs.com

Organizational capability or Sub-grouping of the functional Aggregate of organizations operating in a
department that fulfils a specific area or industry. particular field, often named after its principal
business function. product or service.
Functional Areas Sub-categories Industries
N/A Hospitals Healthcare
KPI record Indicator type Unit type
sK41 smartKPI %
Key Performance Indicator (KPI) example unique Classification of performance indicators based Type of measurement unit to reflect results
identification number assigned
Name automatically
Functional Areas on their relevance
Sub-categories and level of analysis. Industries (number, percentage, monetary value).
when entered in the database.
%
N/A Hospital bed occupancy rate
Hospitals Healthcare
Name of the indicator, a brief
sK41 Succinct
smartKPI description of the indicator, % Other versions of the indicator name, as
Definition and variations
representation of its role. clarifying in business terms its name. used in practice.
Definition
Name
Measures the percentage
Functional Areas of beds in the hospital that are occupied by patients, from overall number of hospital
Sub-categories beds.
Industries
%
N/A Hospital bed occupancy rate
Hospitals Healthcare
Variations
% Bed occupancy rate - long-term patients
% sK41
Bed occupancy rate - short-term patients smartKPI %
Definition
Related KPIs
#Name
Hospital the
Measures bedpercentage
capacity of beds in the hospital that are occupied by patients, from overall number of hospital beds.
$ Hospital operating profit per bed
% Hospital bed occupancy rate
#Variations
Functional
Hospital Areas rate per 10,000 inhabitants
admission Sub-categories Industries
% N/A
Bed occupancy rate - long-term patients Hospitals Healthcare
Tags
Definition
% KPI
Bed andrate
occupancy variations
- short-term patients
record Indicator type Unit type
hospital, occupancy
sK41 smartKPI %
Related KPIs
Definition
# Hospital bed capacity
Calculation
Measures the percentage of beds in the hospital that are occupied by patients, from overall number of hospital beds.
Name
#Subordinate
Hospital admission rate used
per 10,000 inhabitants
Variations measures for calculation
%
A % Hospital bed occupancy rate
=Bed occupancy
# Hospital
Tags rate -beds
inpatient long-term patients
occupied
% =Bed
B occupancy
# Hospital rate -beds
inpatient short-term patients
hospital, occupancy
Related KPIs
List of other related indicators in the
Calculation
Calculation
# Hospital
database,
formula
bed capacity
either upstream (influenced
Formula type KeywordsTrend
relevant to thewhen
is good indicator, useful for navigating
by this indicator), or downstream
$ Hospital (with
Definition
(A/B)*100 influence
operating on bed
profit per this indicator). Rate by thematic clusters of similar examples.
Increasing
#Measures
Subordinate the measures
percentage
Hospital admission of beds
rate used
per forin
10,000 the hospital that are occupied by patients, from overall number of hospital beds.
calculation
inhabitants
Names of the measures TagsA =
used# Hospital inpatient
in calculating
Focus beds occupied
Variations
B = # Hospital inpatient beds
the indicator (if applicable).
% Bed occupancy
hospital, occupancyrate - long-term patients
Purpose
% Bed occupancy rate - short-term patients
To indicate the
Calculation hospital’s efficiency regarding bed management
formula Formula type and its spare capacity. Trend is good when
Calculation
Related KPIs
(A/B)*100
BSC perspective Rate
Measurement focus Increasing
Impact stage
# Hospital bed capacity
Subordinate measures used for calculation
Customer Volume Process
A Focus
#= # Hospital
Hospital
Indicator
inpatient
admission
focus
beds
rate peroccupied
10,000 inhabitants Measurment type Level
Leading
Purpose
Tags Quantitative Strategic
To indicate
hospital, the hospital’s efficiency regarding bed management and its spare capacity.
occupancy
Calculation formula Formula type Trend is good when
BSC
Data profile
perspective Measurement focus Impact stage
(A/B)*100
Calculation Rate Increasing
Data capture period Standard reporting frequency Data integrity
as Focus
Expresses the indicator Indicator
a formula linking
Subordinate
Spot focusmeasures used for calculation DailyType of calculation
Measurment type formula, based on the combination
Level
High of Direction in which the results of the indicator
the subordinate measures
A =(if# applicable).
Leading Hospital inpatient beds occupied
Automation fit
subordinate measures (rate, ratio, index, composition).
Quantitative
Limitations
Strategic need to move for a positive result.
Purpose
Recommended
To Accurate reporting
indicate the hospital’s efficiency regarding bed management for this
and its spare KPI requires real-time registration of inpatients, so that no lag exists
capacity.
Explanation of the reason or business
Data profile Classification
between the actualofhospitalization
performance (and
indicators based onofwhat
the occupancy Strength
the bed) and registering it inofthe
thebed
indicator based on the stage of
justification for using theBSC perspective
indicator.
Calculation formula
Measurement
dimension
management
Formula
focus Impact stage
of an activity or result they are measuring.
typesystem. Trend is good when evaluation: input, process, output or outcome.
Customer
Data capture period Volume
Standard reporting frequency Process
Data integrity
(A/B)*100 Rate Increasing
Spot
Indicator focus Daily
Measurment type High
Level
Focus fit
Leading
Automation Quantitative
Limitations Strategic
Recommended Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists
Purpose
Standard Balanced Data profile between the actual hospitalization (and the occupancy of the bed) and registering it in the bed
To indicate the hospital’s efficiency regarding bed management
managementand its spare capacity.
system.
Scorecard perspective
where the indicator BSC perspective
Data capture period Measurement
Standard focusfrequency
reporting Impact
Data stage
integrity
fits best. Customer
Spot Volume
Daily Process
High
Indicator focus
Automation fit Measurment type
Limitations Level
Leading
Recommended Quantitative
Accurate reporting for this KPI requires real-timeStrategic
registration of inpatients, so that no lag exists
between the actual hospitalization (and the occupancy of the bed) and registering it in the bed
management system.
Type of indicator based on the emphasis
Data profile of Measurement approach for the KPI Organizational level at which the indicator is
past activity or future performance. (Quantitative or qualitative). measured (strategic or operational).
Spot Daily High
Automation fit Limitations

10 Recommended Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists
between the actual hospitalization (and the occupancy of the bed) and registering it in the bed ID number: sK0128291
management system.
Focus

Purpose
To indicate the hospital’s efficiency regarding bed management and its spare capacity.
BSC perspective Measurement focus Impact stage

Period for which the results of thefocus
Indicator indicator Frequency
Measurment of data
type gathering and reporting Level Subjective evaluation of the integrity
have been measured. Leading for the indicator.
Quantitative Strategic characteristics of the data being reported.
Data profile

Spot Daily High

Recommended Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists
between the actual hospitalization (and the occupancy of the bed) and registering it in the bed
management system.
Suitability for automated data gathering by importing Other limitations (data or reporting system related) to be
data in the centralized reporting tool. considered during the use of the indicator.
Subjective evaluation of the suitability for benchmarking Additional information related to the Thresholds outlining the limits for positive and
based on indicator reporting standardization in the industry. target setting for this indicator. negative results, as well as the tolerance interval.
Targets
Benchmarking fit Notes

Suitable Given the universality of the measure, it suits benchmarking very well. High levels of bed occupancy
reflect the ability of a hospital to provide safe patient care and indicate an efficient use of a
hospital’s capacity.
Targets
Threshold exemple
Targets
Red: <70%
Benchmarking fit Yellow: 70-90%
Notes Green: >90%
Suitable Given the universality of the measure, it suits benchmarking very well. High levels of bed occupancy
Benchmarking fit Notes the ability of a hospital to provide safe patient care and indicate an efficient use of a
reflect
Analysis and resources
Suitable hospital’s
Given the capacity.
universality of the measure, it suits benchmarking very well. High levels of bed occupancy
reflect the ability of a hospital to provide safe patient care and indicate an efficient use of a
Overall notes
Threshold exemple hospital’s capacity.
Bed
Red:occupancy
<70% rate is used to assess the demandsYellow:
for hospital beds and hence to gauge an appropriate
70-90% balance
Green: >90%between demand for health care and
number of beds
Threshold exempleavailable. Managing the bed occupancy rate can be a difficult task due to the demand that cannot be controlled by postponing (like in
the case of a guest house, for example).
Red: <70% Yellow: 70-90% Green: >90%
Additional resources
http://news.bbc.co.uk/2/hi/health/5370336.stm
Analysis
Overall notesand resources
Bed occupancy rate is used to assess the demands for hospital beds and hence to gauge an appropriate balance between demand for health care and
References
Overall
number notes
of beds available. Managing the bed occupancy rate can be a difficult task due to the demand that cannot be controlled by postponing (like in
the
Bedcase of a guest
occupancy ratehouse,
is usedfortoexample).
assess the demands for hospital beds and hence to gauge an appropriate balance between demand for health care and
1. Adeyi,ofO.beds
number , Smith,O., Robles,
available. S. & World
Managing Bank
the bed (2007), "Public
occupancy policy
rate can be aand the challenge
difficult task due of
to chronic noncommunicable
the demand that cannot bediseases",
controlledavailable at:
by postponing (like in
http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
the case of a guest house, for example).
2. Health Policy Research Associates & Institute for Health Policy (2007), "Performance Reviews of Provincial and Line Ministry Healthcare Services",
Additional
available at:resources
http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
3. Republic
References of the Philippines, Department of Health (2004),
OTHER HEALTH FACILITIES STATISTICAL REPORT, available at: www.doh.gov.ph/bhfs/images/issuances/psychiatric/statisticalreport.pdf
References
1. Adeyi, O. , Smith,O., Robles, S. & World Bank (2007), "Public policy and the challenge of chronic noncommunicable diseases", available at:
General remarks about the use of the indicator. Other recommended online and offline resources
List of resources reviewed as part of the
Statistics & bookmarking
2.
1. Health
Adeyi, O.Policy Research
, Smith,O., Associates
Robles, & Institute
S. & World Bank for for"Public
Health
(2007), understanding
Policypolicy
(2007), and using the
"Performance
and ofindicator.
Reviews
the challenge of Provincial
chronic and Line diseases",
noncommunicable documentation
Ministry Healthcare
available process.
Services",
at:
available at: http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
2.Rating
3. Republic
Health Policyof theResearch
Philippines, Department
Associates of Health
& Institute ViewsPolicy (2007), "Performance Reviews of Provincial
(2004),
for Health Lastand
updated
Line Ministry Healthcare Services",
Average rating of the indicator
OTHER
available byat:smartKPIs.com
HEALTH FACILITIES
(1/5)STATISTICAL REPORT, Total number
available of pageviews for the indicator. 03 February 2011 Date stamp of when
at: www.doh.gov.ph/bhfs/images/issuances/psychiatric/statisticalreport.pdf
http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
1780 the indicator page was last
community members. 3. Republic of the Philippines, Department of Health (2004), updated.
OTHER
Add ratingHEALTH FACILITIES STATISTICAL REPORT, available at: www.doh.gov.ph/bhfs/images/issuances/psychiatric/statisticalreport.pdf
Share Save
Statistics & bookmarking
Statistics
Rating & bookmarking Views Last updated
smartKPIs
Rating (1/5)
Community 1780
Views 03 February
Last updated 2011
Other
Add popular KPI examples
rating (1/5) 1780
Share Save
03 February 2011
• # Average length of stay in ER
Add rating
• % Emergency Share admissions
Department visits resulting in hospital Save
• % Employee turnover
Rating button. smartKPIs Community Share button, for social media Option to save the indicator in a preferred list
Comments communication. available online at smartKPIs.com.
Other popular
smartKPIs KPI examples
Community
• # Average length of stay in ER
•Other popular KPI
% Emergency examples
Department visits resulting in hospital admissions
•%# Average
Employeelength of stay in ER
turnover
• % Emergency Department visits resulting in hospital admissions
Comments
• % Employee turnover
Comments
Other indicators saved in the preferred list along with the current Option to comment, provide feedback and engage with other members of the smartKPIs.com
example by smartKPIs.com community members. community on topics relating the documentation and use of the indicator.

11
Project Management as a Functional Area

Project Management refers to the planning, organizing and managing of resources to successfully achieve the goals of a project, within a
specific timeframe. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by
funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. KPIs refer
to the quality of the implementation processes, as well as the quantitative outputs and outcomes of the project.
Sub-categories
Project Budget - Involves the amount of resources allocated to the project.
Project Assessment - Refers to the reviewing process of the development of projects and their outcomes.
Project Timeline - Relates to use of schedules or charts used to plan and subsequently report project progress.
Project Team Performance - Refers to performance that meets the needs and expectations of company colleagues.
History
The development of the project management practices can be traced back to ancient times. The Great Wall in China or the Egyptian pyramids
are often given as examples of construction projects that required detailed planning and rigorous management. Despite the long history
of project management practices, only during the 1970s could one see the development of project management as a discipline in its own
right, with the development of the first project management methodologies. The rise of project management forced organizations to start
developing structured environments and approaches for project implementation.
Project Management Professional Associations
Project Management Body of Knowledge (PMBOK)

PRojects IN Controlled Environments (PRINCE)
The International Project Management Association (IPMA)
The Project Management Institute (PMI)
American Management Association (AMA)

12
Top 25 Project Management KPIs of 2011-2012 List
Number KPI Name Subcategory
sK487 # Cost schedule index (CSI) Project Budget

sK6865 % Order value variance from original contract value Project Budget
sK493 # To complete performance index (TCPI) Project Budget
sK483 $ Estimate at completion (EAC) Project Budget
sK485 # Cost performance index (CPI) Project Budget
sK492 $ Cost variance Project Budget
sK2644 $ Actual cost of work performed (ACWP) Project Budget
sK2645 $ Budgeted cost of work performed (BCWP) Project Budget
sK27 % Project budget variance at project end Project Assessment
sK2623 # Project issues identified Project Assessment
sK28 # Conflicts arising during the project Project Assessment
sK159 % Overdue project tasks Project Assessment
sK2070 % Requirements changed during project execution Project Assessment
sK2704 # Project delay Project Assessment
sK2662 # Third party non-conformity identified during inspections Project Assessment
sK2661 % Project milestones missed Project Assessment
sK486 # Schedule performance index (SPI) Project Timeline
sK489 # To complete schedule performance index (TSPI) Project Timeline
sK3558 % Timely production of management reports Project Timeline
sK488 % Project schedule variance Project Timeline
sK2718 % Project completion predictability Project Timeline
sK2624 % Project resource utilization Project Timeline
sK410 # Time per project task Project Timeline
sK347 # Earned man-hours Project Team Performance
sK6358 % Delivery deadlines met Project Team Performance

13
1
Functional Areas Sub-categories
sK347 export date: 4 Dec 2012 - Page 1
Username: cristina.tarata@smartkpis.com
Industries
Member organization: Integerperform
Portfolio and Project Management Project Management Any

sK347 smartKPI #
Name
# Earned man-hours
Definition
Measures the total man-hours corresponding to the completed work in place.
Variations
# Man-hours with completed work in place
Related KPIs
% Time sheets incorrectly filled
Tags
man-hours, constructions
Calculation

A = # Planned man-hours
B = % Progress of work completed

A*B Volume Increasing
Focus
Purpose
To assess job productivity and projects progress.

Internal Processes Volume Output
Indicator focus Measurment type Level

Leading Quantitative Operational
Data profile

Spot Monthly Low

Not recommended Accurate reporting for this KPI is dependent on a well maintained Enterprise Project Management
system, capable to record progress at any point.

14
Top 25 Project Management KPIs of 2011-2012 sK347 export date: 4 Dec 2012 - Page 2
Targets

Unsuitable A low level of earned man hours indicates that the project has experienced lower than expected
productivity, as actual man-hours were greater than the progress earned man-hours.
Threshold example
Red: <80 Yellow: 80-100 Green: >100
Overall notes
Involvement of organizations, especially the construction companies in measuring earned man hours reflects the maturity of project management. Dividing
the earned man-hours by the actual man-hours provides a productivity index that is frequently used in construction projects.
Reid, A. P. (1999), Project management: getting it right. Cambridge: Woodhead Publishing Limited
References
1. BURIC (2003), Measured mile labor analysis. AACE International 47th Annual Meeting: June 22-25, available at: http://www.buric.com/Measured_Mile.pdf
2. Cox et al. (2003), Management's perceptions of key performance indicators for construction. Journal of Construction Engineering and Management,
Volume 129, No. 2, Pages 142-151.
3. Rajendran, H. K. (2008), Process quality and capacity planning, available at:
http://soar.wichita.edu/dspace/bitstream/handle/10057/2040/t08033.pdf?sequence=1
Additional fields recommended for internal use

Ownership and expertise
Organizational area Measure owner (title) Data custodian (title)

Subject Matter Experts Measure owner (name) Data custodian (name)
Interdependencies
Organizational KPI ID number KPI origin Other users of source data

Related objective Priority Reports containing the KPI
Data
Current status (active/inactive) Data source (report or system) Data source area
Activation date Earliest data available as of (date) Timing of data production
Target activation date Latest data available as of (date) Lead time for data availability
KPI evaluation
Reporting effort rating Cost of using the KPI KPI maturity level
©Also
The available at: 2012
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/earned-man-hours-347.html
15
IDIndicator
number:documentation
sK0128291 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
2
Industries
Supply Chain, Procurement, Distribution Logistics / Distribution Any

Portfolio and Project Management Project Management

sK6358 Key Performance Indicator %
Name
% Delivery deadlines met

Definition
Measures the percentage of service delivery request that were met on time out of the total delivery requests.
Variations
% Project delivery deadlines met
Related KPIs
# Customer shipment to delivery cycle time
Tags
delivery, deadline
Calculation

A = # Delivery deadlines met
B = # Delivery requests

Focus
Purpose
To track the operational discipline in coordinating and executing a project, according to the planned schedule.

Internal Processes Volume Outcome

Data profile

Month Monthly High

Recommended Measurement requires well-functioning systems to capture data on project delivery time and status.

16
Targets

Suitable Targets should be set according to the business, the specific project, client's expectations and
competition level of performance. A low level of this KPI can greatly affect the company's reputation
because unsatisfied clients will not recommend the company's services.
Threshold example
Red: <70% Yellow: 70-80% Green: >80%
Overall notes
The project management team should prioritize projects according to their importance. Overdue and high importance projects should be analyzed and solved
first. Steps should be taken to stop projects from becoming overdue.
http://freelancefolder.com/how-to-meet-deadlines-and-boost-performance/
References
1. Davis Couriers (2012), Delivering a quality service across the UK - Sameday light haulage and removals, available at: http://www.daviscouriers.co.uk/
2. Mountaintop Consulting (2012), Project lifecycle management, available at:
http://www.mountaintop.net.au/Lifecycle.htm
3. The 51 fatal business errors (2012), Key performance indicators (KPIs), available at: http://www.51errors.com/kpi.html


Interdependencies

Data
KPI evaluation
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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/delivery-deadlines-met-6358.html
17
IDIndicator
3
Industries

Name
% Project resource utilization

Definition
Measures the percentage of resources dedicated for the project, expressed in man-hours, that are actually used out of the total resources allocated.
Variations
% Resource utilization
Related KPIs
# Project issues addressed ratio
Tags
project, resources
Calculation

A = # Project resources used (man-hours)
B = # Project resources allocated (man-hours)

Focus
Purpose
To indicate the accuracy of resource planning and efficiency of utilization.

Internal Processes Volume Process

Data profile

Spot Weekly Medium

Recommended Accurate reporting for this KPI depends on a well maintained system, capable to track and record the
volume of man-hours committed for every activity of the project.

18
Targets

Unsuitable The targets can vary according to different stages of the project.
Threshold example
Red: <50% Yellow: 50-70% Green: >70%
Overall notes
Automated measurement and reporting can be done by using project management software. This KPI can be measured during project execution at different
project stages, milestones or upon completion.
http://www.brighthub.com/office/project-management/articles/19356.aspx
http://www.akamaiuniversity.us/PJST11_2_353.pdf
http://www.jstor.org/discover/10.2307/2627516?uid=3738920&uid=2&uid=4&sid=21101425593571
References
1. Dayal, S. (2008), Earned value management using Microsoft Office project: A guide for managing any size project effectively, Fort Lauderdale: J. Ross
Publishing, Page 49, available at: http://books.google.ro/books/about/Earned_Value_Management_Using_Microsoft.html?id=brrdqpTsdOoC&redir_esc=y
2. Alberts, R. (2008), Project portfolio management, Georgia State University available at: http://net.educause.edu/ir/library/pdf/SER08064A.pdf
3. Giese, H.(2004), Software quality assurance: V management, available at:
http://www2.cs.uni-paderborn.de/cs/ag-schaefer/Lehre/Lehrveranstaltungen/Vorlesungen/SoftwareQualityAssurance/WS0405/SQA-V.pdf


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Data
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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/project-resource-utilization-2624.html
19
IDIndicator
4
Industries

sK486 smartKPI #
Name

Definition
Measures the value of work accomplished for each monetary unit of work performed, expressed as the ratio of budget cost of work performed to budget cost
of work scheduled.
Variations
# Project schedule performance index (SPI)
# SPI
Related KPIs
Tags
budget, earned value
Calculation

A = $ Budgeted cost of work performed (BCWP)
B = $ Budgeted cost of work scheduled (BCWS)

A/B Ratio Within range
Focus
Purpose
To indicate the efficiency of the project, in terms of value generated.

Financial Volume Process

Lagging Quantitative Operational
Data profile

Spot Monthly Low

Recommended Up-to-date expense tracking is required to ensure reporting is accurate.

20
Targets

Suitable Targets higher than 1 indicate that the project is ahead its planned value, which is very favorable for its
performance. If behind schedule, the SPI is lower than 1, which indicates that the work performed was
less than the work scheduled.
The project manager can use SPI for re-evaluating the current conditions of the project and begin an
analysis of the current project trends and corrective actions. The project manager can also analyze the
goals and the current favorable conditions to possibly reassess the project's short term goals.
Threshold example
Red: <1 Yellow: 1-1.2 Green: >1.2
Overall notes
This KPI requires two secondary KPIs for calculation:
1. The budgeted cost of work scheduled (BCWS), which is the portion of the cost that is planned to be spent on a task between the starting date of the task
and the status date. For example, the total planned budget for a 4-day task is $100 and it starts on a Monday. If the status date is set to the following
Wednesday, the BCWS is $75.
2. The budgeted cost of work performed (BCWP), which is the percentage of the budget that should have been spent for a given percentage of work
performed on a task. This is literally the value earned for the work performed. For example, if after 2 days 60% of the work on a task has been completed,
you might expect to have spent 60% of the total task budget, or $60.
http://books.google.com/books?id=XjB30_XPikcC&printsec=frontcover&dq=The+project+management+question+and+answer+book&hl=en&src=bmrr&ei=Us
suTZniMYiTswaCkIH0Bw&sa=X&oi=book_result&ct=result&resnum=1&ved=0CDAQ6AEwAA#v=onepage&q&f=false
http://www.suu.edu/faculty/christensend/evms/usingtheCPI%20JCAM94.pdf
http://www.publicprocurementguides.treasury.gov.cy/OHS-EN/HTML/index.html?annex_7_11.htm
References
1. GSME Department (n.d.), Sharif MBA project management session 9, available at: http://gsme.sharif.edu/~projectmanagement/PMSession9.pdf
2. Christensen, D. (1993), Determining an accurate estimate at completion, The National Contract Management Journal, Volume 25, Pages 17-25, available
at: http://www.suu.edu/faculty/christensend/evms/eacncmj.pdf
3. Cornell Information Technology (2011), Estimate at completion (EAC), available at:
http://www2.cit.cornell.edu/computer/robohelp/cpmm/Glossary_Words/Estimate_at_Completion.htm


Interdependencies

Data
KPI evaluation

21
5
Industries

sK487 Key Performance Indicator #
Name

Definition
Measures the likelihood of recovery for projects that are late and/or over budget.
Variations
# Project cost schedule index
# Cost schedule indicator
# CSI
Related KPIs
Tags
project costs, budget, actual cost, earned value
Calculation

A = # Cost performance index (CPI) (sK485)
B = # Schedule performance index (SPI) (sK486)
where
A = # Budgeted cost of work performed divided by actual cost of work performed (BCWP/ACWP)
B= # Budgeted cost of work performed divided by budgeted cost of work scheduled (BCWP/BCWS)

A*B Index Increasing
Focus
Purpose
To provide an indication of the overall performance of the project, in terms of respecting the budget and the schedule.

Financial Quality Process

Data profile

Spot Monthly Low

Recommended It requires calculation of the other two indexes.

22
Targets

Suitable This KPI gives a more statistic view upon the likelihood of keeping a project in scheduled time and
budget parameters. Therefore, when setting targets, the two key factors to be taken into account are:
time and budget, according to the estimated plan. It is also essential to consider the internal project
management and the execution capacity.
Threshold example
Red: >1.2 Yellow: 1-1.2 Green: <1
Overall notes
By using this KPI, a project manager has better control over cost and schedule variance, through earned value management. It supports the controlling stage
of project management, as it generates actions for future improvements.
http://books.google.ro/books?id=mj7yQiQEusUC&printsec=copyright#v=onepage&q&f=false
http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=7&cad=rja&ved=0CEgQFjAG&url=http%3A%2F%2Fwww.zenisoft.cn%3A10010%2Fcalibr
e%2Fget%2Fpdf%2F718&ei=rC-3UNWqFImy0QGp0YGAAg&usg=AFQjCNG3vi3HPdB-8I-EMgEfx7J7DpjADA&sig2=NAPFY3XwtM5zAvwm6L5OTw
http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved=0CDoQFjAA&url=http%3A%2F%2Fspemarti.googlecode.com%2Ffiles%2
FSchwaber2004.pdf&ei=1DC3UJPRBc670QHmnICwDA&usg=AFQjCNEVg_uRRLZKyXIPCX3G_5dWZb0sBg&sig2=liYICDm1js_TghctKmCCQg
References
1. Bagherpour, M., Zareei, A., Noori, S. and Heydari, M. (2010), Designing a control mechanism using earned value analysis: An application to production
environment, The International Journal of Advanced Manufacturing Technology, Volume 49, No. 5-8, Pages 419-429, available at:
http://www.springerlink.com/content/c77g6mx10536l8q4/
2. Christensen, D. S., (1993), Determining an accurate estimate at completion, The National Contract Management Journal, Volume 25, Pages 17-25
available at: http://www.suu.edu/faculty/christensend/evms/eacncmj.pdf
3. National Oceanic and Atmospheric Administration (n.d.), Earned value analysis, available at: www.cio.noaa.gov/itmanagement/evaslides.ppt


Interdependencies

Data
KPI evaluation
©Also
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/cost-schedule-index-csi-487.html
23
IDIndicator
6

sK27 smartKPI %
Name
% Project budget variance at project end

Definition
Measures the deviation between the actual and planned project cost upon completion.
Variations
% Budget variance upon project completion
Related KPIs
% Spending of current technology capital budget
Tags
budget
Calculation

A = $ Actual cost of the project upon completion
B = $ Planned cost of the project

(A/B)*100 Ratio Within range
Focus
Purpose
To indicate the financial discipline in planning and executing projects.

Financial Money Output

Lagging Quantitative Strategic
Data profile

Spot Other Medium

Recommended Up-to-date expense tracking of all activities carried out during the project is required in order to ensure
accurate reporting. It does not provide any evidence in regards to which costs have been exceeded and
which have been within range.

24
Targets

Unsuitable Targets should be set according to the internal procedures and standards. In the case of projects with
large budgets, a deviation of +/- (5-10%) can be a large amount of money, so a +/- (3-5%) target is more
appropriate.
Threshold example
Red: <90%; >110% Yellow: 90-95%; 105-110% Green: 95-105%
Overall notes
Usually, a project budget is exceeded due to an improper estimation of costs, or to a delay in the finish date which brings additional costs.
http://www.scribd.com/doc/16172481/PM4DEV-Project-Budget-Management
http://www.jefferson.edu/controller/reports/documents/ReadingaBudgetVarianceReport.ppt
http://www.ewp.rpi.edu/hartford/~stoddj/FinancialModels/Horngren/horngrenima14e_ch08.ppt
References
1. City of Merafong (2010), 2010-2011 Plan - Section C, D, E and F, available at:

http://www.merafong.gov.za/DataFiles/file/IDP%20201011/SECTION%20C-F.pdf
2. Schwaber, K. (2004), Agile project management with Scrum (Microsoft Professional), Redmond, WA: Microsoft Press, available at:
2004.http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved=0CDoQFjAA&url=http%3A%2F%2Fspemarti.googlecode.com%2Ffil
es%2FSchwaber2004.pdf&ei=1DC3UJPRBc670QHmnICwDA&usg=AFQjCNEVg_uRRLZKyXIPCX3G_5dWZb0sBg&sig2=liYICDm1js_TghctKmCCQg
3. Highsmith, J. (2004) Agile project management: Creating innovative products, Boston, MA: Addison-Wesley, available at:
http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=6&cad=rja&ved=0CEMQFjAF&url=http%3A%2F%2Fwww.zenisoft.cn%3A10010%2Fcalibr
e%2Fget%2Fpdf%2F718&ei=Z1W3UP7LM4z6sgbyl4GQCQ&usg=AFQjCNG3vi3HPdB-8I-EMgEfx7J7DpjADA&sig2=fPMWjCmIs7yVF_-DMUsqIQ


Interdependencies

Data
KPI evaluation
©Also
KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/project-budget-variance-at-project-end-27.html
25
IDIndicator
7
Industries

Name
# To complete schedule performance index (TSPI)

Definition
Measures how hard the project team should work in utilizing the remaining time allocated to the project.
Variations
# To complete schedule performance indicator (TSPI)
# Project TSPI
Related KPIs
# To complete performance index (TCPI)
Tags
earned value
Calculation

A = $ Total Budget
B = $ Budget cost of work performed (BCWP)
C = $ Budget cost of work scheduled (BCWS)

(A-B)/(A-C) Composition Increasing
Focus
Purpose
To indicate the efficiency at which the remaining time on the project should be utilized.

Financial Money Process

Data profile

Spot Monthly Low

Recommended Measurement requires well-functioning systems to capture data on project expenditures at any point. It
does not offer a perspective on the quality of project execution. Reporting frequency depends on the
duration of the project.

26
Targets

Suitable A target value above 1 indicates that the project team can be lenient in utilizing the remaining time
allocated to the project. A value below 1 indicates the project team needs to work harder in utilizing the
remaining time allocated to the project.
Threshold example
Overall notes
This KPI is under the umbrella of Earned Value Management (EVM), a systematic project management process used to find variances in projects based on
the comparison of worked performed and work planned.
http://www.pmipprc.org/File/Presentations/2010/Sep%2009%202010%20EVM%20review.pdf
http://www.deepfriedbrainpmp.com/2009/08/to-complete-performance-index-tcpi.html
http://www.pmforum.org/library/second-edition/2009/PDFs/june/Fleming-Koppelman-EVM-paper.pdf
References
1. Christensen, D. S., (1994), Using performance indices to evaluate the estimate at completion, Journal of Cost
Analysis and Management, Pages 17-24, available at: http://www.suu.edu/faculty/christensend/evms/usingtheCPI%20JCAM94.pdf
2. Kendrick, T. (2010), The project management tool kit: 100 Tips and techniques for getting the job done right, AMACOM, New York, Page 54
3. U.S. Department of Interior (2005), The quarterly scorecard and corrective actions reports for constructed asset investments, available at:
http://www.doi.gov/pam/QuarterlyReportGuidance61605.pdf


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27
IDIndicator
8
Industries
Username: teodora.cindrea@gmail.com
Member organization: Acumen Integrat
Information Technology Service Management Any


Name
% Timely production of management reports

Definition
Measures the percentage of management reports produced on time out of the total management reports due.
Variations
% Management reports produced on time
Related KPIs
% Employee probation reports assessed
Tags
reports
Calculation

A = # Management reports produced on time
B = # Management reports due

Focus
Purpose
To evaluate the management reporting efficiency and compliance with the agreed reporting schedule.


Data profile

Spot Monthly Medium

Recommended Accurate reporting is dependent on a well maintained system that captures the status of management
reports due.

28
Username: teodora.cindrea@gmail.com
Member organization: Acumen Integrat
Targets

Suitable Targets should be set according to the business, the specific project, client's expectations and
competition level of performance. Many overdue reports can greatly affect the output of the project.
Threshold example
Red: <80% Yellow: 80-90% Green: >90%
Overall notes
Overdue management reports should be analyzed and solved first. Steps should be taken to stop management reports from becoming overdue.
http://books.google.com/books?id=Kpz-ceChSRAC&pg=RA1-PA14&lpg=RA1-PA14&dq=%22percentage+reduction+in+unauthorised+Changes+detected%2
2&source=bl&ots=srtvCpvGi9&sig=_n5yzuPoDn-WS7k2QbTbD1-jJGE&hl=en&ei=8VEFTb2YDIb0vQPn5bDNBg&sa=X&oi=book_result&ct=result&resnum=4
&ved=0CB0Q6AEwAw#v=onepage&q=%22percentage%20reduction%20in%20unauthorised%20Changes%20detected%22&f=false
https://www.xing.com/net/itservicemanagement/feedbackforum-735/kpi-csf-848151/868585/
References
1. Office of Government Commerce, (2002), Best practice for planning to implement service management, available at:
http://books.google.com/books?id=P6-xEPOcXOAC&pg=PA98&lpg=PA98&dq=%22percentage+reduction+in+unauthorised+Changes+detected%22&source
=bl&ots=WqPRz7xAcD&sig=iRjDtoSUaizMSjTP7XNadtbPuDg&hl=en&ei=8VEFTb2YDIb0vQPn5bDNBg&sa=X&oi=book_result&ct=result&resnum=3&ved=0
CBkQ6AEwAg#v=onepage&q=%22percentage%20reduction%20in%20unauthorised%20Changes%20detected%22&f=false
2. Office of Government Commerce (2002), Planning to implement service management, available at:
http://www.scribd.com/doc/6775899/Planning-to-Implement-Service-Management-Green-Book
3. State of California (2011), Capital outlay and local assistance grants, available at: http://smmc.ca.gov/Prop84Forms.html


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29
IDIndicator
9
Industries

Name
% Project schedule variance

Definition
Measures the variance in terms of schedule, highlighting the percentage of work that is yet to be completed as per project schedule.
Variations
% Schedule variance
Related KPIs
% Schedule flexibility rate
Tags
project, schedule
Calculation

A = # Actual project length (days)
B = # Planned project length (days)

[(A-B)/B]*100 Rate Within range
Focus
Purpose
To track the operational discipline in coordinating and executing a project according to the planned schedule.


Data profile

Spot Weekly Medium

Recommended Measurement requires well-functioning systems to capture data on project status at any point.

30
Targets

Suitable A high schedule variance in positive numbers could indicate that the project management
underestimated the amount of time needed to complete the project or that the budget and workforce
were insufficient. It could also mean that the project management or the workforce suffered setbacks,
foreseen or otherwise, which may or may not have been avoided.
Threshold example
Red: +/- (>15%) Yellow: +/- (10-15%) Green: +/- (5-10%)
Overall notes
This indicator can be measured at the end of the project, but also during project execution for tracking the status of different project stages.
http://books.google.com/books?id=WGhKENjhouQC&printsec=frontcover&dq=Common+Sense+Project+Management&hl=en&ei=0MguTc_LGIe24gbo5sXq
Dg&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCgQ6AEwAA#v=onepage&q&f=false
http://www.nd.gov/itd/services/project-management
http://www.srs.gov/general/EFCOG/05ProjectReferences/SRS/EVM/docs/CAMIM9520.pdf
References
1. Information Technology Department (2007), Large project summary report, available at:
http://www.nd.gov/itd/files/services/pm/reports/active-oversight-project-summary-cover-2007-q3.pdf
2. State of Michigan (2009), Measurement and analysis process manual, available at:
http://www.michigan.gov/documents/suite/Measurement_and_Analysis_Process_Manual_January_2009_265894_7.pdf
3. State of Michigan (2010), MiHIN shared services strategic and operational plan: Amendment 1, available at:
http://www.michigan.gov/documents/mihin/Michigan_Strategic_and_Operational_Plan_Amendment_8-10-10_330047_7.pdf


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31
IDIndicator
10
Industries

Name
# Project issues identified

Definition
Measures the number of new project issues that are identified and need to be addressed after the initiation of the project.
Variations
# New project issues identified
# New project problems
Related KPIs
# Conflicts arising during the project
Tags
administration
Calculation

A = # Project issues identified

A Volume Decreasing
Focus
Purpose
To assess the volume of challenges that appear during a project, as such new issues that arise might jeopardize the success of the project.


Data profile

Week Weekly Medium

Recommended Automation can be easily achieved if an Enterprise Performance Management IT system is used.

32
Targets

Suitable Targets depend on the type of project, type of client and the quality of the project team.
Threshold example
Red: >3 Yellow: 1-3 Green: <1
Overall notes
An issue can be defined as a situation, problem or an activity that has happened or is happening and which impacts upon the approved project plan.
Examples of project issues can be: requests for change, off-specification or general issues (such as a conflict between various project stakeholders).
http://www.openoffice.org/scdocs/ProjectIssues
References
1. Bradley, K. (1999), Understanding PRINCE 2, available at:

http://www.xs4all.nl/~hobbybob/PRINCE2/Understanding%20Prince2.PDF
2. Central Computers and Telecommunications Agency (1999), Managing successful projects with PRINCE 2, Electronic Manual, available at:
http://www.independentinterim.nl/files/Prince2%20Manual%20version%201999.pdf
3. Carnegie Mellon University (2003), Systems Security Engineering Capability Maturity Model, available at: http://www.sse-cmm.org/docs/ssecmmv3final.pdf
4. Department of Energy, Office of Field Management, Office of Project and Fixed Asset Management (1996), Project execution and engineering
management planning, available at: http://www.er.doe.gov/SC-80/pdf_file/gpg10.pdf


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33
IDIndicator
11
Industries
Supply Chain, Procurement, Distribution Contract Management Construction & Capital Works
Construction of Buildings

Name
% Order value variance from original contract value

Definition
Measures the percentage of variance in order value, from overall contract value.
Variations
% Change order value to original contract value
% Change in contract price
Related KPIs
% Cost of construction
Tags
project management
Calculation

A = $ Current contract value (after change)
B = $ Original contract value

(A-B)/B*100 Rate Decreasing
Focus
Purpose
To evaluate the level of changes made to contract value.


Data profile

Quarter Quarterly High

Recommended Accurate reporting on this KPI requires a well maintained contract management system capturing the
relevant data of contracts.

34
Targets

Suitable Targets should be set according to the internal procedures and standards. If the case of contracts with
large value, a lower target is more appropriate.
Threshold example
Red: >10% Yellow: 2-10% Green: <2%
Overall notes
Along with $ Average order value, this KPI can be used to analyze variance in contract management.
http://constructionmarketingideas.blogspot.com/2007/10/change-order-boat-more.html
http://www.nmenv.state.nm.us/cpb/PDF%20Forms%20for%20Grantees/Change%20Order.pdf
http://pmbook.ce.cmu.edu/08_construction_pricing_and_conctracting.html
References
1. Highsmith, J. (2004), Agile project management: Creating innovative products, Boston, MA: Addison-Wesley, available at:
http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=6&cad=rja&ved=0CEMQFjAF&url=http%3A%2F%2Fwww.zenisoft.cn%3A10010%2Fcalibr
e%2Fget%2Fpdf%2F718&ei=Z1W3UP7LM4z6sgbyl4GQCQ&usg=AFQjCNG3vi3HPdB-8I-EMgEfx7J7DpjADA&sig2=fPMWjCmIs7yVF_-DMUsqIQ
2004.http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&ved=0CDoQFjAA&url=http%3A%2F%2Fspemarti.googlecode.com%2Ffil
es%2FSchwaber2004.pdf&ei=1DC3UJPRBc670QHmnICwDA&usg=AFQjCNEVg_uRRLZKyXIPCX3G_5dWZb0sBg&sig2=liYICDm1js_TghctKmCCQg
3. Indiana Department of Transportation (n.d.), Construction change order and time extension summary, available at:
http://www.westlafayette.in.gov/egov/docs/1307556830_975769.pdf


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35
IDIndicator
12

Name
# Conflicts arising during the project

Definition
Measures the total number of conflicts that have arisen within the project team throughout the project period.
Variations
# Conflicts arisen between project manager and team members during the project
# Conflicts arisen between team members during the project
Related KPIs
# Project issues identified
Tags
conflicts
Calculation

A = Conflicts arisen during the project

A Volume Decreasing
Focus
Purpose
To indicate the collaboration quality between the project team members.

Internal Processes Quality Process

Data profile

Week Weekly Low

Not recommended Conflicts between project team members are hard to accurately track and record because of the random
manner in which they appear. It does not indicate the outcomes of the conflicts and their influence to
project success.

36
Targets

Unsuitable Targets can vary according to the nature of the project and number of people involved. Conflicts
between project team members are expected to arise more extensively in newly formed project teams,
where members didn't previously work with each other during other projects. This KPI should be
measured along with the rate at which conflicts cross out were resolved.
Threshold example
Overall notes
In some cases, organizations encourage conflicts as a means of giving birth to creative solutions to problems.
http://www.helium.com/items/318788-project-management-tips-for-conflict-resolution
http://www.exforsys.com/career-center/conflict-management/conflicts-during-project-management.html
http://blog.maia-intelligence.com/2008/02/25/key-performance-indicators-kpi-related-with-key-
References
1. GSA Office of Civil Rights (2010), Conflict management and collaboration summit, available at:
http://www.gsa.gov/graphics/staffoffices/Conflict_Management_Summit_Brochure.pdf
2. NYC Department of Citywide Administrative Services, Citywide Training Center (2011), The project management portfolio, available at:
http://www.nyc.gov/html/dcas/downloads/pdf/misc/ctc_projectmanagement.pdf
3. Villanova University (2007), Project management, available at: http://www.ntis.gov/pdf/univ/Villanova_ProjMgmt_T2.pdf


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37
IDIndicator
13
Industries

Name
# To complete performance index (TCPI)

Definition
Measures the future required cost efficiency needed to achieve a target Estimate At Completion (EAC) or Budget At Completion (BAC).
Variations
# TCPI
# Project TCPI
Related KPIs
# To complete schedule performance index (TSPI)
Tags
earned value, project
Calculation

A = $ Budget at completion (BAC)
B = $ Budgeted cost of work performed (BCWP)
C = $ Actual cost of work performed (ACWP)

(A-B)/(A-C) Composition Increasing
Focus
Purpose
Provides a projection of the anticipated performance required to achieve either budget or schedule targets.


Data profile

Spot Monthly Low

Recommended Measurement requires well-functioning systems to capture data on project expenditures at any point. It
does not offer a perspective on the quality of project execution. Reporting frequency depends on the
duration of the project.

38
Targets

Suitable The target setting should take into consideration the type of industry and the size of the project.
TCPI value above 1 indicates utilization of the project team for the remainder of the project can be
stringent. TCPI value below 1 indicates utilization of the project team for the remainder of the project
should be lenient.
Threshold example
Overall notes
This KPI gives an estimate of the efficiency at which the project team should be utilized for the remainder of the project.
http://www.deepfriedbrainpmp.com/2009/08/to-complete-performance-index-tcpi.html
http://www.pmforum.org/library/second-edition/2009/PDFs/june/Fleming-Koppelman-EVM-paper.pdf
https://acc.dau.mil/CommunityBrowser.aspx?id=236943
References
1. Christensen, D. S., (1994), Using performance indices to evaluate the estimate at completion, Journal of Cost
Analysis and Management, Pages 17-24, available at: http://www.suu.edu/faculty/christensend/evms/usingtheCPI%20JCAM94.pdf
2. Kendrick, T. (2010), The project management tool kit: 100 Tips and techniques for getting the job done right, AMACOM, New York, NY, Page 54
3. U.S. Department of Interior (2005), The quarterly scorecard and corrective actions reports for constructed asset investments, available at:
http://www.doi.gov/pam/QuarterlyReportGuidance61605.pdf


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KPI Institute
at: 2012
http://www.smartkpis.com/kpi-key-performance-indicator/to-complete-performance-index-tcpi-493.html
39
IDIndicator sK0128291 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
14

Name
% Overdue project tasks

Definition
Measures the percentage of overdue tasks out of the total number of current project tasks.
Variations
% Project tasks over the deadline
% Project tasks not closed and not solved within the established time frame
% Overdue tasks
Related KPIs
# Project delay
Tags
project management, overdue tasks, project tasks
Calculation

A = # Tasks overdue
B = # Current tasks

(A/B)*100 Rate Decreasing
Focus
Purpose
To track project progress as a large number of overdue project tasks can slow progress and put the project at risk.


Data profile

Spot Weekly Medium

Recommended Accurate reporting for this KPI depends on a well maintained system, capable to record progress and
task completion at any point. The indicator does not provide any evidence over the length of the task
delay or potential risks the project can be exposed at.

40
Targets

Unsuitable Signals or alarms are recommended to indicate when a task becomes overdue, especially when dealing
with projects having a significant task load.
Targets should be set according to business type, project, client's expectations and competition level of
performance.
A high level of the indicator can greatly affect the company's reputation because unsatisfied clients will
not recommend the company's services.
Threshold example
Red: >30% Yellow: 10-30% Green: <10 %
Overall notes
In order for this KPI to be as relevant as possible for the project management team, it should be complemented by task ranking according to their importance.
Overdue high importance tasks should be analyzed and solved first. Steps should be taken to stop tasks from becoming overdue.
http://www.mountaintop.net.au/Lifecycle.htm
http://blog.maia-intelligence.com/2008/02/22/key-performance-indicators-kpi-a-puzzle-solved/
http://wordpress.org/extend/plugins/project-tasks/
References
1. California Office of the State Chief Information Officer (1997), Project management planning, available at:
http://www.cioarchives.ca.gov/ITpolicy/pdf/PM3.3_Planning_Definition_and_Sequencing.pdf
2. Maryland Department of Information Technology (2007), Project management resources, available at:
http://doit.maryland.gov/contracts/Documents/cats_torfp_status/proj_mgmt_resourcese00p7200645.pdf
3. Lever, R. (2009), Project planning and identifying project tasks, 101 Business management, available at:
http://suite101.com/article/project-planning-and-identifying-project-tasks-a89840


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IDIndicator sK0128291 © The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
15

sK483 smartKPI $
Name
$ Estimate at completion (EAC)

Definition
Measures the expected total cost of a scheduled activity as per work breakdown structure, or of the entire project, in cases where the scope of work that has
been previously defined will ultimately be completed.
Variations
$ EAC
Related KPIs
$ Estimate to complete
Tags
project costs, budget
Calculation

A = $ Actual cost of work performed (ACWP = the amount of money spent so far)
B = $ Estimate to complete (ETC= the amount of money needed to complete the project)
C = # Cost performance index (CPI = the dollar of work accomplished for each dollar spent = BCWP/ACWP)
D = $ Budget at completion (BAC)
E = $ Budget cost for work performed (BCWS = budget planned value)

A+B, where B = [(1/C)x(D-E)] Composition Decreasing
Focus
Purpose
To provide an indication of the total cost estimated at different stages during project execution or upon completion.


Data profile

Spot Monthly Low


42
Targets

Suitable Targets should be close to the first budget forecast. Otherwise, the project has deviation to budget. This
KPI is used for monitoring purposes rather than planning. Targets can be influenced by any changes
that appear in the initial plan.
The reporting frequency depends on the duration of the project. The estimate at completion, when
updated based on progress to date, is then referred to as a latest revised estimate. Trend analysis is
extremely useful in this context.
Threshold example
Red: >15,000 Yellow: 10,000-15,000 Green: <10,000
Overall notes
The estimate at completion can be determined by deriving calculations based on the performance to date, or may be derived by the project leader or team
via using other miscellaneous factors entirely.
As calculation formulas, there are two more that can be used:

1. Adjusting for atypical cost variances: A+B-C, A= $ Actual cost, B= $ Total budget, C= $ Earned value
2. Adjusting for typical and continuing cost variances, A+[(B-C)/D], A= $ Actual cost, B= $ Total budget, C= $ Earned value, D= # Cost performance index
http://www.hud.gov/offices/cpo/evms/clause.pdf
http://www-glast.slac.stanford.edu/ProjectControls/Var_Howto.pdf
http://www.cebaf.gov/div_dept/directorate/proj_mgmt/manual/700analysis.pdf
References
1. Christensen, D. S. (1993), Determining an accurate estimate at completion, National Contract Management Journal, Vol. 25, pp. 17-25, available at:
http://www.suu.edu/faculty/christensend/evms/eacncmj.pdf
3. Highsmith, J. (2004), Agile project management: Creating innovative products, Boston, MA: Addison-Wesley, available at:
2004http://www.google.ro/url?sa=t&rct=j&q=&esrc=s&source=web&cd=6&cad=rja&ved=0CEMQFjAF&url=http%3A%2F%2Fwww.zenisoft.cn%3A10010%2F
calibre%2Fget%2Fpdf%2F718&ei=Z1W3UP7LM4z6sgbyl4GQCQ&usg=AFQjCNG3vi3HPdB-8I-EMgEfx7J7DpjADA&sig2=fPMWjCmIs7yVF_-DMUsqIQ


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43
16
Industries

Name
# Cost performance index (CPI)

Definition
Measures the numeric value that describes the overall performance in terms of cost for a project.
Variations
# Project cost performance index
# PCPI
Related KPIs
$ Project net present value (NPV)
Tags
earned value, cost
Calculation

A = $ The budgeted cost of work scheduled (BCWS)
B = $ The actual cost of work performed (ACWP)

A/B Ratio Within range
Focus
Purpose
To indicate the efficiency of managing project work and budget resources.


Data profile

Spot Monthly Medium


44
Targets

Suitable Targets should be higher than 1, this indicating that the conditions of cost efficiency for the project are
considered to be favorable. A resulting value that is smaller than 1 indicates that the conditions of cost
efficiency for the project are considered to be less than favorable, as the actual cost is higher than the
budgeted cost of work scheduled.
It can change over the life of a project depending on the ways in which the earned values and actual
cost have changed. A stable CPI is important because it is used as a benchmark to assess the potential
for cost overruns.
Threshold example
Red: <0.7 Yellow: 0.8-1 Green: >1
Overall notes
This indicator requires the calculation of two measures:
1. The budgeted cost of work scheduled (BCWS), which is the portion of the cost planned to be spent on a task between the starting date of the task and the
status date. For example, the total planned budget for a 4-day task is $100 and it starts on a Monday. If the status date is set to the following Wednesday, the
BCWS is $75.
2. The actual cost of work performed (ACWP), which is the total actual cost incurred while working on a task during a given period. For example, if the 4-day
task actually incurs a total cost of $35 during each of the first 2 days, the ACWP for this period is $70 (but the BCWS is still $75).
http://www.ajdesigner.com/phpearnedvalue/cost_performance_index.php
http://www-glast.slac.stanford.edu/ProjectControls/Var_Howto.pdf
http://www.cebaf.gov/div_dept/directorate/proj_mgmt/manual/700analysis.pdf
References
1. Christensen, D. S., (1993), Determining an accurate estimate at completion, The National Contract Management Journal, Vol. 25, pp. 17-25, available at:
2. GSME Department (n.d.), Sharif MBA project management session 9, available at:
http://gsme.sharif.edu/~projectmanagement/PMSession9.pdf


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17
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE
Industries
Governance, Compliance and Risk Risk Management

Name
% Requirements changed during project execution

Definition
Measures the percentage of the initial requirements that were changed during project implementation.
Variations
% Requirements modified
Related KPIs
% Requirements to be reworked
Tags
project requirements
Calculation

A = # Requirements changed
B = # Initial requirements

Focus
Purpose
To indicate project alignment with the initial specifications.


Data profile

Week Monthly Medium

Recommended Measurement and reporting requires well-functional systems to monitor changes to project
specifications (such as a ticketing system, in the case of software development).

46
Username: alexandru.muntean@smartkpis.com
Member organization: INTEGERPERFORM CEE
Targets

Suitable Targets can vary depending on the project type (in the case of software development projects, change
of requirements can be done more frequently than in the case of a construction project).
Threshold example
Red: >30% Yellow: 15-30% Green: <15%
Overall notes
Managing change requirements is an important project management stage and various project management methodologies propose a particular approach
towards this.
http://www.agilemodeling.com/essays/changeManagement.htm
http://www.ravenbrook.com/doc/2003/02/24/requirements-and-change
http://conferences.embarcadero.com/article/32153
References
1. California Office of the State Chief Information Officer (1997), Project execution: PM elements, available at:
http://www.cioarchives.ca.gov/ITpolicy/pdf/PM5.2_Project_Execution_Tracking_and_Monitoring.pdf
2. Jefferson Science Associates (2012), Project control system
manual, available at: http://www.cebaf.gov/div_dept/directorate/proj_mgmt/manual/manual.pdf
3. Maryland Department of Information Technology (2010), Request for resume (RFR): CATS II master contract, available at:
http://doit.maryland.gov/contracts/Documents/catsII_torfp_status/F50B0400045CCURequisiteProRFR.pdf


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IDIndicator
18
Industries

sK492 smartKPI $
Name
$ Cost variance
Definition
Measures the difference between the budgeted cost of work performed and actual cost of work performed, as being under or above budget.
Variations
$ Project budget variance
$ Project budget deviation
Related KPIs
% Construction cost in use
Tags
project costs, actual cost
Calculation

A = $ Budgeted cost of work performed (BCWP)
B = $ Actual cost of work performed (ACWP)

A-B Volume Decreasing
Focus
Purpose
To track the efficiency of project execution from the cost perspective, as a difference between the work value obtained and the work cost performed.


Data profile

Spot Monthly Low


48
Targets

Suitable Targets higher than 0 indicate that the actual costs are under budget, which can mean a well managed
project. If targets are lower than 0, this can indicate the lack of cost efficiency in project management,
since the actual costs are higher than the earned value.
Threshold example
Red: <0 Yellow: 0-1 Green: >1
Overall notes
One way to maintain a favorable cost variance is to minimize the actual costs to the extent possible, due to the fact that this indicator depends directly on the
earned value and the actual cost. This KPI offers an overarching picture of cost performance on a particular project.
http://www.project-management-knowledge.com/definitions/v/variance/
http://www-project.slac.stanford.edu/ilc/planning/resources/controlsyst.html
http://en.wikipedia.org/wiki/Earned_value_management
References
2. International Linear Collinder (2008), Project management control systems, available at:
http://www-project.slac.stanford.edu/ilc/planning/resources/controlsyst.html


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IDIndicator
19
Industries

Name
# Project delay
Definition
Measures the total delay of the project by summing the delays registered in each of the stages of project implementation.
Variations
# Total project delay time
Related KPIs
% Overdue project tasks
Tags
project, delay
Calculation

Ai = # Project delay during stage 'i', where i=1 to n
n = # Project stages

A1+A2...+An Volume Decreasing
Focus
Purpose
To provide an indication of the total delay time, as such event can have drastic consequences on the success of the project.

Customer Duration Output

Leading Quantitative Strategic
Data profile

Year to date Monthly High

Recommended Automatic measurement and reporting requires well functional systems to capture data on project
progress.

50
Targets

Suitable Targets can vary significantly depending on the project type, project size and its initial scheduled
duration. Usually, a project delay of no more than 5-10% from the initial scheduled duration is
considered as acceptable due to the large number of unforeseen factors that can negatively impact the
execution of a project, especially in particular industries such as construction.
Threshold example
Overall notes
This KPI is recommended for projects with a strict timeframe for delivery, as project delays might severely impact the client - contractor relationships. Good
communication and client contractor relationships are important for the success of any project, so making provisions in a project for events such as weather
delays, resources scarceness reduces disputes.
http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=B34F8EF2A72F9D26C9E550BECA4F4190?contentType=Article&hdAction=lnkpdf&co
ntentId=1577603
http://www.dummies.com/how-to/content/how-to-identify-and-correct-causes-of-project-dela.html
http://www.themanagementor.com/enlightenmentorareas/sm/ms/whyproj.htm
References
1. Arcuri, F. J. and Hildreth, J. C. (2007), The principles of schedule impact analysis, available at:
http://www.vdot.virginia.gov/business/resources/const/0703_PrinciplesofSIA.pdf
2. State of California Department of Transportation, Business, Transportation and Housing Agency (2010), Request to extend the period of project allocation
for locally-administered stip projects, per Stip Guidelines Waiver-10-14", Memorandum, available at:
http://www.dot.ca.gov/hq/transprog/ctcliaison/2010/0410/RBI_Tab94_2_8a1_BI_Rev.pdf
3. Trauner, T. J. (2009), Construction delays: Understanding them clearly, analyzing them correctly,San Diego: Elsevier Butterworth-Heinemann, CA, Page
86, available at: http://www.knovel.com/web/portal/browse/display?_EXT_KNOVEL_DISPLAY_bookid=2738


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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/project-delay-2704.html
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IDIndicator
20
Industries

Name
# Time per project task

Definition
Measures the total number of hours that are allocated on average for completing a project task.
Variations
# Hours per task estimate
# Estimated hours per task
# Estimated time per task
# Planned hours per task
Related KPIs
% Time spent as planned
Tags
project, hours, time
Calculation

A = # Time planned to complete task 'i', where i=1 to n
n = # Project tasks

(A1+A2...+An)/n Average Within range
Focus
Purpose
To indicate how long it takes in average to complete a task.

Internal Processes Duration Input

Data profile

Week Weekly Medium

Recommended It can be influenced by factors that cannot be controlled, that are external to the project team (for
example weather, in the case of a constructions project).

52
Targets

Suitable It takes good management skills to estimate the time required to complete a task. Targets can vary
significantly from one task to another within a project and between projects in different domains.
Threshold example
Red: <2; >5 Yellow: 2-3; 4-5 Green: 3-4
Overall notes
This KPI should be tracked regularly, to check progress against the plan and estimate the work left against the hours remaining (to estimate completion by
plan).
http://www.smashingmagazine.com/2009/06/11/effective-strategy-to-estimate-time-for-your-design-projects/
http://www.sitepoint.com/blogs/2009/04/14/how-to-estimate-time-for-a-project/
References
1. Adept (2009), Adept project-share project and resource management quick overview, available at:
http://www.msprojecttools.com/LinkClick.aspx?fileticket=_qYyMFCttvI%3D&tabid=64&mid=397
2. Brynjolfsson, E. and Van Alstyne, M. (2004), Information worker productivity: Task level evidence, available at:
info.freeman.tulane.edu/iom/seminarpapers/BrynjolfssonVanalstyne.doc
3. California Office of the State Chief Information Officer (1997), Project management planning, available at:
http://www.cioarchives.ca.gov/ITpolicy/pdf/PM3.3_Planning_Definition_and_Sequencing.pdf


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IDIndicator
21
Industries

sK2644 smartKPI $
Name
$ Actual cost of work performed (ACWP)

Definition
Measures the actual amount of money spent for accomplishing the work scheduled to be performed for project completion.
Variations
$ ACWP
Related KPIs
$ Budgeted cost of worked scheduled (BCWS)
Tags
cost
Calculation

A = $ Actual cost of work performed during the project

A Volume Within range
Focus
Purpose
To indicate the total actual expenses incurred by the organization.


Data profile

Week Weekly Medium

budget expenditure.

54
Targets

Suitable Targets can vary depending on the project type and budget magnitude.
Threshold example
Red: <8,000; >14,000 Yellow: 8,000-10,000; 12,000-14,000 Green: 10,000-12,000
Overall notes
Actual cost can be calculated for direct labor hours alone, direct costs alone, or all costs including indirect costs.
http://articles.techrepublic.com.com/5100-10878_11-5030576.html
http://www.ajdesigner.com/phpearnedvalue/cost_performance_index_awcp.php
http://www.project-management-knowledge.com/definitions/e/estimate-at-completion/
References
1. Christensen, D. S. (1993), Determining an accurate estimate at completion, The National Contract Management Journal, Volume 25, Pages 17-25,
available at: http://www.suu.edu/faculty/christensend/evms/eacncmj.pdf
2. Cornell University, Cornell Information Technologies (n.d.), Estimate at completion (EAC), available at:


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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/actual-cost-of-work-performed-acwp-2644.html
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IDIndicator
22
Industries

sK2645 smartKPI $
Name
$ Budgeted cost of work performed (BCWP)

Definition
Measures the budgeted cost of work that has actually been performed during a specific period of time in accordance with the project scheduled tasks.
Variations
$ Earned value
$ BCWP
Related KPIs
$ Budgeted cost of worked scheduled (BCWS)
Tags
cost, project
Calculation

A = $ Budgeted cost for task completion
B = % Task scheduled completion

A*B Volume Within range
Focus
Purpose
To indicate how much of the work that was actually done up to a certain point should have cost, if everything went according to the plan.


Data profile

Week Weekly Medium

budget consumption.

56
Targets

Suitable Targets can vary depending on the type of project and budget magnitude.
Threshold example
Red: <8,000; >14,000 Yellow: 8,000-10,000; 12,000-14,000 Green: 10,000-12,000
Overall notes
If the $ Budgeted Cost of Work Performed (BCWP) is less than the $ Budgeted Cost of Work Scheduled (BCWS), it means that work is done slower than
originally planned.
http://articles.techrepublic.com.com/5100-10878_11-5030576.html
http://www.ajdesigner.com/phpearnedvalue/cost_performance_index_awcp.php
http://books.google.ro/books?id=TdipsIckL2cC&pg=PA9&source=gbs_toc_r&cad=4#v=onepage&q&f=false
References
1. Christensen, D. S. (1993), Determining an accurate estimate at completion, National Contract Management Journal, Volume 25, Pages 17-25, available at:
2. Cornell University, Cornell Information Technologies, Estimate at completion (EAC), available at:


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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/budgeted-cost-of-work-performed-bcwp-2645.html
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IDIndicator
23
Username: adelaida.patrasc@smartkpis.com
Industries

Name
# Third party non-conformity identified during inspections

Definition
Measures the number of non-conformity ranging from the production / project methodology process to the compliance with the quality standards found during
an inspection to a third party / vendor location.
Variations
# Non-conformity during vendor inspection
# Non-conformity during source inspection
Related KPIs
# Time to investigate a procedural violation
Tags
faulty projects
Calculation

A = # Non-conformity found during third party / vendor inspections

A Volume Decreasing
Focus
Purpose
To indicate the reliability of the third party.


Data profile

Quarter Quarterly Medium

Not recommended Accurate reporting on this KPI requires a well-maintained functional system that capture the relevant
data of third parties involved.
This KPI does not provide indication of any impact brought by non-conformity.

58
Targets

Suitable Targets are highly contextual. Organizations should tailor the targets based on project nature, contract
value size, and industry average. Ideally, the results of this KPI should be kept as low as possible, as
third party non-conformity not only causes extra fixing costs, but also, pose compliance risk on related
production and operation.
Threshold example
Overall notes
Inspections on conformity is to ensure effectiveness of quality management. Other tools for quality control include control charts, statistical sampling, trend
analysis, etc.
http://www.nap.edu/openbook.php?record_id=1847&page=7
http://www.bus.iastate.edu/nilakant/ProjectMgmt/pmbok8.pdf
References
1. Applus Velosi (2011), Vendor inspection and expediting services, available at: http://www.velosi.com/downloads/Velosi%20Insert%2011.pdf
2. Vbautomation.110mb.com (2007), Inventory key performance indicators (KPI), scorecard and dashboard, available at:
http://vbautomation.110mb.com/INVENTORY%20MGMT/kpi.htm
3. Caliper Inspection (2012), Our services, available at: http://www.caliperinspection.com/services/


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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/third-party-non-conformity-identified-during-inspections-2662.html
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IDIndicator
24
Industries

Name
% Project milestones missed

Definition
Measures the percentage of milestones missed during the project out of the total number of project milestones.
Variations
% Milestones missed
Related KPIs
% Projects with at least one milestone missed
# Issues raised per project
Tags
milestones, projects
Calculation

A = # Milestones missed
B = # Project milestones

Focus
Purpose
To assess project adherence to the initial milestones schedule.

Internal Processes Volume Output

Data profile

Spot Monthly Medium

Recommended Measurement and reporting require well-functional project management systems to constantly monitor
project milestones attainment.

60
Targets

Suitable The lower the targets, the lower the impact on project schedule and budget.
Threshold example
Red: >30% Yellow: 10-30% Green: <10%
Overall notes
Measurement can refer to all project milestones or it can be made separately for milestones with different levels of importance.
http://www.brighthub.com/office/project-management/articles/68427.aspx
http://apps.mtc.ca.gov/meeting_packet_documents/agenda_920/3b_Financial_Projection_Assumptions_0907.pdf
http://books.google.ro/books/about/The_Advanced_Project_Management_Office.html?id=uWEAGfjMX5cC&redir_esc=y
References
1. Australian Government, Land and Water Australia (2008), Project milestone reporting guidelines, available at:
http://lwa.gov.au/files/pages/3188/pm-f-54-project-milestone-reporting-guidelines-oct.pdf
2. Goddard Space Flight Center (1977), Proceedings of second summer software engineering workshop, available at:
http://ntrs.nasa.gov/archive/nasa/casi.ntrs.nasa.gov/19820068873_1982068873.pdf
3. Jha, M. C., (2005), Project management matters, available at: http://www1.eere.energy.gov/industry/imf/pdfs/6_projectmanagementmatters.pdf


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KPI Institute http://www.smartkpis.com/kpi-key-performance-indicator/project-milestones-missed-2661.html
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IDIndicator
25
Industries

Name
% Project completion predictability

Definition
Measures the percentage of projects that are being completed with a maximum or minimum of +/- 5% deviation of the estimated timescale from the total
number of projects that are completed.
Variations
% Project time forecasting
% Project time predictability
Related KPIs
% Projects on time
Tags
timeliness
Calculation

A = # Projects completed within +/- 5% deviation of the estimated timescale
B = # Projects completed

Focus
Purpose
To assess the level of efficiency in project completion on time (within acceptable deviation of timescale).

Internal Processes Volume Outcome

Data profile

Year to date Biannually High

Recommended Measurement requires well-functional systems to integrate and report data on all projects and their
established completion parameters. Therefore, data accuracy is dependent on the existence and well
management of an Office of Project Management. The indicator does not reflect any of the reasons
which lead to any project schedules delays.

62
Targets

Suitable Targets can vary according to the industry profile. However, it is desirable to have as many projects
completed on time as possible. The fact that project requirements change many times from a variety of
reasons could affect in many occasions the time schedule.
Threshold example
Red: <50% Yellow: 50-70% Green: >70%
Overall notes
By using the variance and assuming the normal distribution, the
analyst can determine the probability for project completion on schedule.
http://urp.unca.edu/sites/urp.unca.edu/files/documents/N2011IEM.pdf
References
1. Cooke-Davies, T.J. (2001), Towards improved project management practice: Uncovering the evidence for effective practices through empirical research.
USA: Dissertation.com, Page 197, available at:
http://books.google.com/books?id=a9yvH7sNBQEC&pg=PT208&lpg=PT208&dq=%22%25+Project+time+predictability%22&source=bl&ots=1PTeL1soNK&si
g=Rzr05XUKmFuAsXZkUe9CQr-APK4&hl=en&ei=g6ZnS7LBEoTAsgPmq_ieBQ&sa=X&oi=book_result&ct=result&resnum=2&ved=0CAkQ6AEwAQ#v=onep
age&q=%22%25%20Project%20time%20predictability%22&f=false
2. Enfield Council (n.d.), Corporate Asset Management Plan 2007-2009, available at:
http://www.enfield.gov.uk/downloads/file/396/asset_management_plan_2007_2009
3. Contructing Excellence, Castleoack and Department for Business Enterprise & Regulatory Reform (2009), UK Industry Performance Report 2009,
available at: http://www.constructingexcellence.org.uk/pdf/Industry_Performance_Report_2009.pdf


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IDIndicator
Top
Top
2525
Project
Human Management
Resources KPIs of 2011-2012
Appendix A: Related reports

• Extensive collections of the most visited KPIs on smartKPIs.com, across functional areas and industries;
• Thorough analysis of each KPI according to smartKPIs.com documentation forms and standards;
• Proof-of-concept of relevant KPIs, documented at best practice standards.
2010 Top KPIs reports

Reports by Functional Area Reports by Industry The editorial coordination for the preparation of this research report was provided by Aurel Brudan, the founder/CEO of eab group and
Fellow of the Australian Institute of Management. An international expert in Performance Management with experience as a practitioner,
consultant and researcher in this discipline, he published a number of forward thinking academic articles on performance management
topics, served clients and presented at academic and practitioner conferences in locations such as Australia, Lebanon, Malaysia, New
Zealand, Romania and Scotland. He has a track record of successful performance management systems implementations using the
Balanced Scorecard, operational dashboards and functional performance scorecards in organizations such as Australia Post, National
Australia Bank, the Australian Federal Administration and the State Government of Victoria. His vision for an integrated approach to
performance management activities and clarity in the use of systems is pursued through doctoral studies at the University of Melbourne
and the operation of eab group’s online portfolio of websites.
Top 25 Top 25 Top 25 Top 25 Top 25 Top 25

At the core of smartKPIs.com is an online catalogue of over 7,000 KPI examples from 14 business functional areas and 24 industries.
smartKPIs Premium is the premium section of the database, consisting of over 2,000 KPI examples preselected by the eab group’s
research team as the most relevant for practice. Thoroughly documented in over 30 fields, they make smartKPIs Premium the most
Customer Academic
comprehensive and well documented selection of Key Performance Indicator (KPI) examples in the world, the ‘gold standard’ in KPI
documentation.
Accounting Finance Call Center Restaurant

The community of members also benefits from interactive features such as Questions & Answers, comments and a set of performance
measurement resources, among which over 1,000 examples of performance management reports.
Service Education
KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010
PurposefulIdentity.com contains a free online catalogue illustrating the use of corporate identity elements in practice by organizations
KPIs of 2010
from around the world. Registered users can explore, bookmark and comment on hundreds of referenced online resources that contain
organizational values, mission statements, value drivers and vision statements used in actual business context.
Culori
R=110 R=176
IntegratingPerformance.com is an online platform for integrating performance management knowledge, at strategic, operational and
G=110 G=176
# Berry ratioindividual
# Laborlevels. It reviews the evolution of Performance
ratio #Management as well
% as the key tools,expense
systems and software
(MER)used
# at discipline
B=109 B=176
$ Cost of goods sold (COGS) # Days in accounts receivable % Billing accuracy $ Selling, general and administrative % On-time delivery # Time to rectify defects % Customer complaints due to poor service or product quality # Call multiplier % Capital acquisition Liquidity ratio Management ratio % Attendance rate per course % Drop-out rate # National examination score % Student acceptance rate % Gradu- %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call volume % First $ Revenue per available seat hour (RevPASH) % Canceled reservations # Complaints per restaurant order % Posi-
at each of these levels. It combines the analysis of theory and architecture with insights regarding good practice and key directions, ation rate % Student scholarships per year % Students participating in research activities # Students grades %
expenses (SG&A expenses) $ Working capital per employee $ Working capital $ Fixed assets $ Operating expenses handling time % First contact resolution rate % Complaints resolved # Longest call hold % Customer satisfaction Altman Z-Score (for privately held manufacturing companies) % Sustainable growth rate (SGR) % Return on capital call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer calls answered tive feedback from guests % Reserved tables # Guests per table # Tables served per waiter $ Revenue per available
enabling visitors to gain comprehensive insights into the nature of Performance Management as an integrating discipline. Students involved in extracurricular activities % Student satisfaction rate # Extracurricular activities per student #
$ Net income after taxes (NIAT) # Breakeven point (BEP) $ Financial expenses % Aging of uncollected bills $ Fixed with service levels % Orders delivered with damaged products % Call abandon rate # Complaints received # Pick-to- employed (ROCE) % Gross profit margin $ Net cash flow $ Free cash flow (FCF) $ EBIT (Earnings Before Interest and in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Blockage # square meter (RevPAM) % Customers satisfied with the time to be served % Restaurants that apply principles of
assets per FTE (Full Time Equivalent) % Invoices under query # Days in accounts payable # Days of purchases paid ship cycle time for customer orders # Longest delay in queue % Customer calls answered in the first minute % Work Taxes) $ Earnings per share (EPS) $ Economic value added (EVATM) # Asset turnover % Return on investment (ROI) Students per class % Students - professor ratio # Students to computer ratio % Entering students through transfer Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call work time % workplace safety and sanitation % Unavailability of menu items % Restaurants that apply principles of menu plan-
$ Fixed costs % Contribution margin ratio % Financial reports submitted as correct and on time $ Earnings before orders closed within the specified time period % Service charges of profits # Service requests per agent % Calls % Cash-on-cash return (CCR) # Altman Z-Score (for public manufacturing companies) # Price to sales ratio # Acid
Culori $ Academic activity cost per student % Ethnic minority students % Student repetition rate # Teaching experience % Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % Agent sched- ning $ Revenue per table # Time per table turn % Restaurants that apply principles of managing the purchasing pro-
interest, taxes, depreciation and amortization (EBITDA) # Sales to general and administrative expenses $ Expenses answered within service level time % Sales invoices issued on time # Talk time % Timeliness of issues resolution % test ratio % Net profit margin # Interest
R=109 R=255
cover % Annual equivalent rate # Benefit cost ratio (BCR) % Total expense Graduate employment rate # Time to graduate % International students % National accreditation study programs # ule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call cess $ Amount of dining % Food service strike rate % Food loss % Tips from total collected % Food costs from food
# Working capital turnover # Current ratio # Average days past-due invoices $ Cost of goods sold (COGS) # Days in Blockage % Resolution of queries the same day # Orders processed # Average speed of answer (ASA) % On-time ratio (TER) # Berry ratio
G=33
# Labor multiplier
G=0
% Capital acquisition ratio # Liquidity ratio % Management expense ratio Students enrolled per academic year # Male to female student ratio % Attendance rate per course % Drop-out rate volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer sales # New menu items # Guests # Product quality uniformity % Beverage loss % Front of house labor $ Revenue
accounts receivable % Billing accuracy $ Selling, general and administrative expenses (SG&A expenses) $ Working delivery # Time to rectify defects % Customer complaints due to poor service or product quality # Call handling time (MER) # Altman Z-Score B=20
(for privatelyB=0
held manufacturing companies) % Sustainable growth rate (SGR) % Return on # National examination score % Student acceptance rate % Graduation rate % Student scholarships per year % calls answered in the first minute # Service requests per agent % Calls answered within service level time # Talk time per available seat hour (RevPASH) % Canceled reservations # Complaints per restaurant order % Positive feedback
BalancedScorecardReview.com is the most comprehensive online resource dedicated to the Balanced Scorecard. It contains a review Students participating in research activities # Students grades % Students involved in extracurricular activities %
capital per employee $ Working capital $ Fixed assets $ Operating expenses $ Net income after taxes (NIAT) # Break- % First contact resolution rate % Complaints resolved # Longest call hold % Customer satisfaction with service capital employed (ROCE) % Gross profit margin $ Net cash flow $ Free cash flow (FCF) $ EBIT (Earnings Before Inter- % Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call from guests % Reserved tables # Guests per table # Tables served per waiter $ Revenue per available square meter
of this popular management concept following its evolution and use around the world in various industries or companies. It presents its Student satisfaction rate # Extracurricular activities per student # Students per class % Students - professor ratio
even point (BEP) $ Financial expenses % Aging of uncollected bills $ Fixed assets per FTE (Full Time Equivalent) levels % Orders delivered with damaged products % Call abandon rate # Complaints received # Pick-to-ship cycle est and Taxes) $ Earnings per share (EPS) $ Economic value added (EVATM) # Asset turnover % Return on invest- work time % Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % (RevPAM) % Customers satisfied with the time to be served % Restaurants that apply principles of workplace safety
various interpretations, compares it to other concepts and explores its impact on organizations as well as the opinions of critics. # Students to computer ratio % Entering students through transfer $ Academic activity cost per student % Ethnic
% Invoices under query # Days in accounts payable # Days of purchases paid $ Fixed costs % Contribution margin time for customer orders # Longest delay in queue % Customer calls answered in the first minute % Work orders ment (ROI) % Cash-on-cash return (CCR) # Altman Z-Score (for public manufacturing companies) # Price to sales Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per and sanitation % Unavailability of menu items % Restaurants that apply principles of menu planning $ Revenue per
ratio % Financial reports submitted as correct and on time $ Earnings before interest, taxes, depreciation and amorti- closed within the specified time period % Service charges of profits # Service requests per agent % Calls answered ratio # Acid test ratio % Net profit margin # Interest cover % Annual equivalent rate # Benefit cost ratio (BCR) % Total minority students % Student repetition rate # Teaching experience % Graduate employment rate # Time to graduate agent # Call volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % table # Time per table turn % Restaurants that apply principles of managing the purchasing process $ Amount of
zation (EBITDA) # Sales to general and administrative expenses $ Expenses # Working capital turnover # Current ra- within service level time % Sales invoices issued on time # Talk time % Timeliness of issues resolution % Blockage expense ratio (TER) # Berry ratio # Labor multiplier % Capital acquisition ratio # Liquidity ratio % Management ex- % International students % National accreditation study programs # Students enrolled per academic year # Male to Customer calls answered in the first minute # Service requests per agent % Calls answered within service level time dining % Food service strike rate % Food loss % Tips from total collected % Food costs from food sales # New menu
female student ratio % Attendance rate per course % Drop-out rate # National examination score % Student acceptan
Culori
tio # Average days past-due invoices $ Cost of goods sold (COGS) # Days in accounts receivable % Billing accuracy % Resolution of queries the same day # Orders processed # Average speed of answer (ASA) % On-time delivery pense ratio (MER) #R=0 Altman Z-ScoreR=127 (for privately held manufacturing companies) % Sustainable growth rate (SGR) # Talk time % Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate items # Guests # Product quality uniformity % Beverage loss % Front of house labor $ Revenue per available seat
G=0 G=147
eab group Pty. Ltd.

Publication date: 20 September 2011
B=255 B=255
Publication date: 25 May 2011 Publication date: 10 June 2011 Publication date:
Life.lab1Building,
June Suite
2011606, 198 Harbour Esplanade, Melbourne Docklands, VIC 3008 Publication date: 10 March 2011 Publication date: 18 August 2011
eabID number: sK0118021 eabID number: sK0118031 eabID number:T: +61 3 9670 2979, E: office@eabgroup.com.au
sK0118041 eabID number: sK0118152 eabID number: sK0118161 eabID number: sK0118171

HR Information Knowledge Local State Healthcare
Technology Management Government Government
KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010 KPIs of 2010
% Employees turnover # Management-to-staff ratio # Employment brand strength # Average time to fill a vacant % Defects removal efficiency % Schedule adherence in software development % Data network availability % SLAs in # Average age of documents in knowledge repository % Employees that contribute to the knowledge base % Docu- % Citizens satisfied with public service responsiveness # e-Public sector as an active partner in the innovation % Government basic services available online $ Gross National Product (GNP) per capita % Online public procure- % Hospital bed occupancy rate # Average daily census # Hospital-acquired infections % Surgical site infection rate
position # Employee engagement index % Performance appraisals completed on time $ Training investment per full renegotiation # IT policy violations % Bugs found by application developers % Local area network (LAN) server avail- ments in non-enterprise repositories % Documents rarely accessed # Internal knowledge sharing platforms # Pub- system % Maturity of online public service delivery # Building rehabilitation projects # Recruit to hire ratio for job ment # Food production per capita # Highway network length % Tourism employment % Birth rate for unmarried % Inpatient mortality # Hospital bed capacity % Medication error rate % Peri-operative mortality # Average caseload
time equivalent (FTE) $ Bonus payout # Training hours per full time equivalent $ Human Capital Return on Invest- ability # Fixed bugs $ IT spending per employee % Data center availability % Incidents caused by lack of required lications on the corporate intranet % Adjusted time to correct the loss due to mismanagement of data # Knowledge placements % Public authorities’ online presence % e-Authentication across population % Civic participation in the women # Energy consumption $ Total managed expenditure (TME) # Tourists # Sacrifice Ratio $ Value of agricultural per physician # Average length of stay (ALOS) % Blood culture contamination rate # Patient consultation time %
ment (ROI) % Training penetration rate # Rookie ratio # Recruiter to open requisition ratio $ Human capital value support skills $ Cost per trouble report % Time spent on fixing bugs # Frequency of IT physical risk assessments Management briefings facilitated % Adjustment in administrative and operational cost due to KM % Duplicate cus- local area $ Net cost of tax collection # Frequency of public transport services % On-time performance for public exports % Energy dependency # Tourism inquiries % Working age people with disabilities # Exploration permits Unplanned readmission rate % Cases classified as May Not Require Hospitalization (MNRH) % Days variance over/
added # Requisitions handled per recruiter % HR budget spent on training # Average performance appraisal rating % and reviews % Quality of software applications developed # Frequency of independent reviews of IT compliance tomer contact information in the database # Paper documents to electronic format ratio % Procedures reviewed and transport services % People with mental health problems in employment % Crimes against visitors $ Spending per granted $ Tourist spending % Hospitals national accreditation rate # Agricultural mechanization level % Purchas- under expected length of stay % Outpatient surgeries % Patients on the semi-urgent surgery list that waited longer
Employees meeting continuing professional development requirements % Adherence to values and mission # Hours % Utilization of data network # Incidents due to physical security breaches or failures % On time completion of updated % Electronic files backup % Savings due to Knowledge Management initiatives # Knowledge materials dis- head of population on street cleaning % Pedestrian crossings with facilities for people living with disabilities % ing share of public sector spending # Average farm size % Tourists entering through airports % Employment rate than the 90 days government benchmark # Average length of stay in ER % Inpatient revenue % Patient satisfaction
lost due to absenteeism % Direct compensation operating expense rate sK 1859 % Compensation packages with software applications % Security incidents # New features per software version % Web server availability % Cost tributed to employees % Time saved for data gathering % Searches intensification per knowledge repository $ Docu- Unemployment rate % Amusement attractions found in compliance with safety requirements on first inspection # # Criminal history errors corrected % Health insurance coverage % Government basic services available online # Medical ancillary services % Pending patient accounts # Inpatient registrations per shift % Alternate level of care
pay-for-performance arrangements # Technological competence of staff # Average time to promotion # Certifica- adherence in software development % Awareness of information security programs and capabilities % Spending of ment storage costs % Unnecessary data duplicates % Community of Practice meetings involving external experts % Domestic burglaries per 1,000 households % People with mental health problems who have maintained paid employ- $ Gross National Product (GNP) per capita % Online public procurement # Food production per capita # Highway days (ALC) $ Revenue per patient per day % Hospital bed occupancy rate # Average daily census # Hospital-acquired
tions per HR employee % Employees turnover # Management-to-staff ratio # Employment brand strength # Average current technology capital budget % Defects removal efficiency % Schedule adherence in software development % Use of intranet / groupware % Employees trained in Knowledge Management (KM) practices # Community of Prac- ment for more than one year in lifetime $ Government land action cost % Adults in contact with specialist mental network length % Tourism employment % Birth rate for unmarried women # Energy consumption $ Total managed infections % Surgical site infection rate % Inpatient mortality # Hospital bed capacity % Medication error rate %
time to fill a vacant position # Employee engagement index % Performance appraisals completed on time $ Training Data network availability % SLAs in renegotiation # IT policy violations % Bugs found by application developers % tice meetings # Experts to practitioners to novices ratio # Documents entered into knowledge repositories # Average health services who are in paid work % Children on the child protection register who had been visited at least once expenditure (TME) # Tourists # Sacrifice Ratio $ Value of agricultural exports % Energy dependency # Tourism inquir- Peri-operative mortality # Average caseload per physician # Average length of stay (ALOS) % Blood culture contami-
investment per full time equivalent (FTE) $ Bonus payout # Training hours per full time equivalent $ Human Capital Local area network (LAN) server availability # Fixed bugs $ IT spending per employee % Data center availability % In- age of documents in knowledge repository % Employees that contribute to the knowledge base % Documents in every six weeks by their social worker # Response time to structural fires % Adults in contact with specialist mental ies % Working age people with disabilities # Exploration permits granted $ Tourist spending % Hospitals national nation rate # Patient consultation time % Unplanned readmission rate % Cases classified as May Not Require Hos-
Return on Investment (ROI) % Training penetration rate # Rookie ratio # Recruiter to open requisition ratio $ Human cidents caused by lack of required support skills $ Cost per trouble report % Time spent on fixing bugs # Frequency non-enterprise repositories % Documents rarely accessed # Internal knowledge sharing platforms # Publications on health services who report having received help with finding work $ Ratio of reinvestment into the community % Citi- accreditation rate # Agricultural mechanization level % Purchasing share of public sector spending # Average farm pitalization (MNRH) % Days variance over/under expected length of stay % Outpatient surgeries % Patients on the
capital value added # Requisitions handled per recruiter % HR budget spent on training # Average performance ap- of IT physical risk assessments and reviews % Quality of software applications developed # Frequency of independ- the corporate intranet % Adjusted time to correct the loss due to mismanagement of data # Knowledge Management zens satisfied with public service responsiveness # e-Public sector as an active partner in the innovation system % size % Tourists entering through airports % Employment rate # Criminal history errors corrected % Health insurance semi-urgent surgery list that waited longer than the 90 days government benchmark # Average length of stay in ER %
praisal rating % Employees meeting continuing professional development requirements % Adherence to values and ent reviews of IT compliance % Utilization of data network # Incidents due to physical security breaches or failures briefings facilitated % Adjustment in administrative and operational cost due to KM % Duplicate customer contact Maturity of online public service delivery # Building rehabilitation projects # Recruit to hire ratio for job placements coverage % Government basic services available online $ Gross National Product (GNP) per capita % Online public Inpatient revenue % Patient satisfaction # Medical ancillary services % Pending patient accounts # Inpatient registr
Publication date: 10 March 2011 Publication date: 30 March 2011 Publication date: 17 June 2011 Publication date: 30 March 2011 Publication date: 25 August 2011 Publication date: 9 August 2011
eabID number: sK0118051 eabID number: sK0118061 eabID number: sK0118071 eabID number: sK0118181 eabID number: sK0118191 eabID number: sK0118201

Marketing Logistics and Portfolio Insurance Business
Distribution Management Hotel Consulting
%Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call volume % First % On-time delivery # Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Ship- # Projects per project manager % Time spent on new projects development % Project managers to staff ratio # FTEs # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on market % % Realization rate # Labor multiplier % Chargeable ratio % Employee utilization rate $ Cost of services delivered $
call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer calls answered ment traceability % Damage-free shipments % Transport capacity utilization % On time pick-ups % Order fill rate % assigned per project # Milestones per project plan % Projects prioritized according to business needs % Under- available room (RevPAR) # Guests per employee % Canceled reservations % Positive feedback from guests % Hotel Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent % Real es- Profit per project % Adherence to schedule estimate % Consulting hours generating revenue $ Bill rate % Profitable
in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Blockage # Delivered with complete and accurate documentation # Average fuel consumption $ Freight revenue per ton-mile staffed projects % Projects on time % Projects meeting stakeholder expectations $ Project deviation from planned occupancy $ Revenue per booking % Bookings conversion rate % Room occupancy # Guests by time of day/week/ tate transactions completed successfully $ Value of real estate transactions completed % Transaction discount rate projects $ Delivery overhead costs % Consultants generating revenue $ Backlog of commissioned projects $ Hourly
Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call work time % # Orders picked per hour % Reverse logistics cost to delivered sales value % Orders with wrong items shipped % budget % Projects with post project review % Projects completed on time and on budget # Average project schedule month $ Average daily room rate (ADR) % Treatment room utilization $ Revenue per available square meter (RevPAM) % Real estate residential sales % Properties sold through organized auctions % Successful auctions # New listings fee % Consultant retention by client # Project assignment or work package duration # Billable hours $ Load costs $
Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % Agent sched- Cross-docking operations # Warehouses operated $ Backorder costs # Loading time per vehicle # Stops per trip % deviation % Projects with a quality assurance provider % Active running projects on time, on budget and compliant % Rooms booked through own reservation channels % No show ratio $ Unrealized potential revenue % Reservation in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % Real estate non Revenue by practice $ Billable fees write-downs $ Net revenue per technical staff $ Blended rate $ Solution revenue
ule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call Packaging to product rate % Vehicle fill $ Value of damaged goods per shipment % Boomerang return rate % On-time with quality specifications # Project managers experience in the field % Projects with quality assurance review com- channel revenue % Duplicate bookings % Rooms with maintenance problems # Treatment rooms # Average length residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price $ Solution margin $ Net fees % Realization rate # Labor multiplier % Chargeable ratio % Employee utilization rate
volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer delivery # Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability pleted % Projects on budget % Projects with scope changes % Project cost predictability % Projects with at least one of stay in hotel % Perceived hotel cleanliness $ Operating expenses per guest $ Cleaning cost per room $ Gross per square meter sold # Residential lots sold # Rental transactions completed # Properties sold through organized $ Cost of services delivered $ Profit per project % Adherence to schedule estimate % Consulting hours generating
calls answered in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Damage-free shipments % Transport capacity utilization % On time pick-ups % Order fill rate % Delivered with milestone missed % Projects without a business case % Projects completed % Projects rejected $ Average project auctions # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on revenue $ Bill rate % Profitable projects $ Delivery overhead costs % Consultants generating revenue $ Backlog of
% Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion rate # After call complete and accurate documentation # Average fuel consumption $ Freight revenue per ton-mile # Orders picked budget size # Projects per project manager % Time spent on new projects development % Project managers to staff per employee % Canceled reservations % Positive feedback from guests % Hotel occupancy $ Revenue per booking market % Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent commissioned projects $ Hourly fee % Consultant retention by client # Project assignment or work package duration
work time % Call transfer rate % Agent availability rate # Dials per hour # Web call-backs handled % Repeat calls % per hour % Reverse logistics cost to delivered sales value % Orders with wrong items shipped % Cross-docking ratio # FTEs assigned per project # Milestones per project plan % Projects prioritized according to business needs % Bookings conversion rate % Room occupancy # Guests by time of day/week/month $ Average daily room rate % Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction # Billable hours $ Load costs $ Revenue by practice $ Billable fees write-downs $ Net revenue per technical staff
Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per operations # Warehouses operated $ Backorder costs # Loading time per vehicle # Stops per trip % Packaging to % Understaffed projects % Projects on time % Projects meeting stakeholder expectations $ Project deviation from (ADR) % Treatment room utilization $ Revenue per available square meter (RevPAM) % Rooms booked through own discount rate % Real estate residential sales % Properties sold through organized auctions % Successful auctions $ Blended rate $ Solution revenue $ Solution margin $ Net fees % Realization rate # Labor multiplier % Chargeable
agent # Call volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % product rate % Vehicle fill $ Value of damaged goods per shipment % Boomerang return rate % On-time delivery # planned budget % Projects with post project review % Projects completed on time and on budget # Average project reservation channels % No show ratio $ Unrealized potential revenue % Reservation channel revenue % Duplicate # New listings in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % ratio % Employee utilization rate $ Cost of services delivered $ Profit per project % Adherence to schedule estimate
Customer calls answered in the first minute # Service requests per agent % Calls answered within service level time Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability % Damage- schedule deviation % Projects with a quality assurance provider % Active running projects on time, on budget and bookings % Rooms with maintenance problems # Treatment rooms # Average length of stay in hotel % Perceived Real estate non residential sales $ Value of residential lots sold $ Variance between initially listed price and negoti- % Consulting hours generating revenue $ Bill rate % Profitable projects $ Delivery overhead costs % Consultants
# Talk time % Blockage # Average speed of answer (ASA) $ Cost per call (CPC) # On-hold time % Call completion free shipments % Transport capacity utilization % On time pick-ups % Order fill rate % Delivered with complete and compliant with quality specifications # Project managers experience in the field % Projects with quality assurance ated price $ Price per square meter sold # Residential lots sold # Rental transactions completed # Properties sold generating revenue $ Backlog of commissioned projects $ Hourly fee % Consultant retention by client # Project assi
Publication date: 15 March 2011 Publication date: 22 June 2011 Publication date: 20 June 2011 Publication date: 5 September 2011 Publication date: 29 August 2011 Publication date: 15 August 2011

Project R&D Sales Property Real Estate Retail
Management Management Transactions
# Earned man-hours % Project resource utilization % Project budget variance at project end % Overdue project tasks $ Research & development costs # Concept approval cycle time $ Development costs per new product # Employees % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ Revenue by prod- % Occupancy rate % Emergency repairs completed on time % Vacancy rate % Current tenants in serious arrears % # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on market % # Inventory to sales ratio (ISR) % Same store sales growth $ Sales per unit area % Sales growth in stores open at
% Project schedule variance $ Estimate at completion (EAC) $ Cost variance # Schedule performance index (CSI) in R&D % R&D projects involving customers # Average time to break-even % R&D budget spent on new innovations uct % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-through $ Sales New tenants visited within 6 weeks of tenancy start date % Rent collection rate $ Arrears of tenants % Maintenance Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent % Real es- least 12 months % Perishable items with past due date # Stock rotations % Product shelf-space profitability % Sell-
# Project issues addressed # Cost performance index (CPI) # Conflicts arising during the project % Requirements # Patents % New product success rate % R&D budget allocated to new product development % R&D budget from by department % Sales from repeat customers % Sales growth % Lead conversion rate % Sales discounts % First expenditure as proportion of rent collection # Length of time in rent arrears % Vacant properties $ Average arrears tate transactions completed successfully $ Value of real estate transactions completed % Transaction discount rate through $ Sales by department # Selling opportunities $ Sales revenue per hour % Store conversion rate $ Shoplifting
changed during project execution $ Actual cost of work performed (ACWP) # Project issues identified $ Estimate total budget % R&D projects involving pre-competitive research with competing companies % Market share increase appointment-to-sales proposal ratio $ Sales turnover % Repeat purchase rate $ Sales per customer % Commission per tenant in arrears % Warning letters sent within the targeted time frame after decision on breach of tenancy # % Real estate residential sales % Properties sold through organized auctions % Successful auctions # New listings # Stock keeping units in portfolio % Markdown goods % Store loyalty # Frequency of store visits $ Employee theft #
to complete % Project milestones missed % To complete performance index (TCPI) # To complete schedule perfor- due to R&D % Academic scientific staff % Design cost from revenue # Patents per researcher % R&D staff involved margin % Sales accounts with open and pending status # Selling opportunities $ Sales revenue per hour % Store Tenants under contract % Alleged tenancy breach complaints responded to within 2 weeks # Time to relet $ Rent in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % Real estate non Stores # Time spent in the store $ Size of grocery bill % Store satisfaction while shopping # Volume of purchase %
mance index (TSPI) # Time per project task % Progress reports submitted as planned % Time spent as planned # in customer contacts % Products meeting cost target # Prototypes per new product % New academic research re- conversion rate % Cannibalization rate of new product offering $ Sales force effectiveness # Stock keeping units in lost due to vacant properties # Maintenance requests # Ground-floor retail sales area available for rent # Tenants residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price Sales by product category # Product lines sold per transaction # Inventory to sales ratio (ISR) % Same store sales
Cost schedule index (CSI) # Total project delay $ Budgeted cost of work performed (BCWP) % Overdue project sta- cruits in R&D % Patents rejected # Publications in high impact journals % Patented inventions # Ideas submitted per portfolio % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ Revenue whose leases expire # Properties vacant $ Rent per tenancy % Leases expiring from total annualized rental revenue per square meter sold # Residential lots sold # Rental transactions completed # Properties sold through organized growth $ Sales per unit area % Sales growth in stores open at least 12 months % Perishable items with past due date
tus reports # Earned man-hours % Project resource utilization % Project budget variance at project end % Overdue researcher $ Research & development costs # Concept approval cycle time $ Development costs per new product # by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-through % Repairs completed on first visit % Unplanned repairs completed on time $ Rental revenue from leases expiring auctions # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on # Stock rotations % Product shelf-space profitability % Sell-through $ Sales by department # Selling opportunities $
project tasks % Project schedule variance $ Estimate at completion (EAC) $ Cost variance # Schedule performance Employees in R&D % R&D projects involving customers # Average time to break-even % R&D budget spent on new $ Sales by department % Sales from repeat customers % Sales growth % Lead conversion rate % Sales discounts % Occupancy rate % Emergency repairs completed on time % Vacancy rate % Current tenants in serious arrears % market % Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent Sales revenue per hour % Store conversion rate $ Shoplifting # Stock keeping units in portfolio % Markdown goods
index (CSI) # Project issues addressed # Cost performance index (CPI) # Conflicts arising during the project % Re- innovations # Patents % New product success rate % R&D budget allocated to new product development % R&D % First appointment-to-sales proposal ratio $ Sales turnover % Repeat purchase rate $ Sales per customer % Com- New tenants visited within 6 weeks of tenancy start date % Rent collection rate $ Arrears of tenants % Maintenance % Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction % Store loyalty # Frequency of store visits $ Employee theft # Stores # Time spent in the store $ Size of grocery bill
quirements changed during project execution $ Actual cost of work performed (ACWP) # Project issues identified $ budget from total budget % R&D projects involving pre-competitive research with competing companies % Market mission margin % Sales accounts with open and pending status # Selling opportunities $ Sales revenue per hour expenditure as proportion of rent collection # Length of time in rent arrears % Vacant properties $ Average arrears discount rate % Real estate residential sales % Properties sold through organized auctions % Successful auctions % Store satisfaction while shopping # Volume of purchase % Sales by product category # Product lines sold per
Estimate to complete % Project milestones missed % To complete performance index (TCPI) # To complete schedule share increase due to R&D % Academic scientific staff % Design cost from revenue # Patents per researcher % R&D % Store conversion rate % Cannibalization rate of new product offering $ Sales force effectiveness # Stock keeping per tenant in arrears % Warning letters sent within the targeted time frame after decision on breach of tenancy # Ten- # New listings in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % transaction # Inventory to sales ratio (ISR) % Same store sales growth $ Sales per unit area % Sales growth in stores
performance index (TSPI) # Time per project task % Progress reports submitted as planned % Time spent as planned staff involved in customer contacts % Products meeting cost target # Prototypes per new product % New academic units in portfolio % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ ants under contract % Alleged tenancy breach complaints responded to within 2 weeks # Time to relet $ Rent lost Real estate non residential sales $ Value of residential lots sold $ Variance between initially listed price and negoti- open at least 12 months % Perishable items with past due date # Stock rotations % Product shelf-space profitability
# Cost schedule index (CSI) # Total project delay $ Budgeted cost of work performed (BCWP) % Overdue project research recruits in R&D % Patents rejected # Publications in high impact journals % Patented inventions # Ideas Revenue by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell- due to vacant properties # Maintenance requests # Ground-floor retail sales area available for rent # Tenants whose ated price $ Price per square meter sold # Residential lots sold # Rental transactions completed # Properties sold % Sell-through $ Sales by department # Selling opportunities $ Sales revenue per hour % Store conversion rate $ Sh
Publication date: 22 June 2011 Publication date: 14 March 2011 Publication date: 21 June 2011 Publication date: 21 March 2011 Publication date: 28 August 2011 Publication date: 29 July 2011
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sK0117081
Top 25 Human
Project Resources
ManagementKPIs
KPIsof of
2011-2012
2011-2012
2011-2012 Top KPI reports
Top 25 Top 25 Top 25 Top 25

Risk Management KPIs Human Resources KPIs Retail KPIs Oil and Gas KPIs
of 2011-2012 of 2011-2012 of 2011-2012 of 2011-2012
# Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls # Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls # Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls # Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls
answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue #
Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call
work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent %
Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact
resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer
satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint # satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint # satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint # satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint #
Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls
answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue # answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue #
Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call
work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent % work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent %
Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact
resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer
satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint
Publication date: September 2012 ID number: sK0117081 Publication date: September 2012 ID number: sK0117081 Publication date: September 2012 ID number: sK0117081 Publication date: September 2012 ID number: sK0117081
By Functional Area
Top 25 Accounting KPIs of 2011-2012 Top 25 Governance KPIs of 2011-2012 Top 25 Public Relations KPIs of 2011-2012
Top 25 Accounts Payable and Receivable KPIs of 2011- Top 25 Human Resources KPIs of 2011-2012 Top 25 Quality Management KPIs of 2011-2012
2012
Top 25 Advertising KPIs of 2011-2012 Top 25 Information Technology KPIs of 2011-2012 Top 25 R&D KPIs of 2011-2012
Top 25 Application Development KPIs of 2011-2012 Top 25 Innovation KPIs of 2011-2012 Top 25 Recruitment KPIs of 2011-2012
Top 25 Compensation and Benefits KPIs of 2011-2012 Top 25 Inventory Management KPIs of 2011-2012 Top 25 Retention KPIs of 2011-2012
Top 25 Compliance and Audit Management KPIs of Top 25 IT Security KPIs of 2011-2012 Top 25 Risk Management KPIs of 2011-2012
2011-2012
Top 25 Contract Management KPIs of 2011-2012 Top 25 Knowledge Management KPIs of 2011-2012 Top 25 Sales KPIs of 2011-2012
Top 25 Corporate Travel KPIs of 2011-2012 Top 25 Logistics / Distribution KPIs of 2011-2012 Top 25 Service Delivery KPIs of 2011-2012
Top 25 CSR KPIs of 2011-2012 Top 25 Maintenance KPIs of 2011-2012 Top 25 Service Management KPIs of 2011-2012
Top 25 Customer Service KPIs of 2011-2012 Top 25 Marketing KPIs of 2011-2012 Top 25 Supply Chain Management KPIs of 2011-2012
Top 25 Data Center KPIs of 2011-2012 Top 25 Network Management KPIs of 2011-2012 Top 25 Supply Chain, Procurement, Distribution KPIs
of 2011-2012
Top 25 eCommerce KPIs of 2011-2012 Top 25 Portfolio Management KPIs of 2011-2012 Top 25 Talent Development KPIs of 2011-2012
Top 25 Enterprise Architecture KPIs of 2011-2012 Top 25 Procurement / Purchasing KPIs of 2011-2012 Top 25 Web Analytics KPIs of 2011-2012
Top 25 Environmental Care KPIs of 2011-2012 Top 25 Production KPIs of 2011-2012
Top 25 Finance KPIs of 2011-2012 Top 25 Project Management KPIs of 2011-2012
By Industry
Top 25 Academic Education KPIs of 2011-2012 Top 25 Hotel KPIs of 2011-2012 Top 25 Publishing KPIs of 2011-2012
Top 25 Accounting Services KPIs of 2011-2012 Top 25 Insurance KPIs of 2011-2012 Top 25 Railways KPIs of 2011-2012
Top 25 Airlines KPIs of 2011-2012 Top 25 Investments KPIs of 2011-2012 Top 25 Real Estate Transactions KPIs of 2011-2012
Top 25 Airports KPIs of 2011-2012 Top 25 Land Transport (Road & Rail) KPIs of 2011-2012 Top 25 Employment Services KPIs of 2011-2012
Top 25 Banking and Credit KPIs of 2011-2012 Top 25 Legal Practice KPIs of 2011-2012 Top 25 Restaurant KPIs of 2011-2012
Top 25 Broadcasting (TV and Radio) KPIs of 2011-2012 Top 25 Libraries and Archives KPIs of 2011-2012 Top 25 Retail KPIs of 2011-2012
Top 25 Business Consulting KPIs of 2011-2012 Top 25 Livestock, Hunting and Fishing KPIs of 2011- Top 25 Roads KPIs of 2011-2012
2012
Top 25 Call Center KPIs of 2011-2012 Top 25 Local Government KPIs of 2011-2012 Top 25 Shipping KPIs of 2011-2012
Top 25 Coal and Minerals Mining KPIs of 2011-2012 Top 25 Local Public Transport KPIs of 2011-2012 Top 25 Sport Club Management KPIs of 2011-2012
Top 25 Crops KPIs of 2011-2012 Top 25 Medical Practice KPIs of 2011-2012 Top 25 Sport Event Organisation KPIs of 2011-2012
Top 25 Electricity KPIs of 2011-2012 Top 25 Natural Gas KPIs of 2011-2012 Top 25 State Government KPIs of 2011-2012
Top 25 Engineering KPIs of 2011-2012 Top 25 NGO KPIs of 2011-2012 Top 25 Sustainability KPIs of 2011-2012
Top 25 Film and Music KPIs of 2011-2012 Top 25 Oil and Gas KPIs of 2011-2012 Top 25 Water and Sewage KPIs of 2011-2012
Top 25 Forestry and Logging KPIs of 2011-2012 Top 25 Ports KPIs of 2011-2012 Top 25 Telecommunications KPIs of 2011-2012
Top 25 Healthcare KPIs of 2011-2012 Top 25 Postal and Courier Services KPIs of 2011-2012
Top 25 Hospital KPIs of 2011-2012 Top 25 Property Management KPIs of 2011-2012

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sK0128291
Top
Top
2525
Project
Human Management
Appendix B: Training courses

Open courses of 1-3 days • Participants from over 30 countries attended our programs over the
last 12 months
• Organized in Australia, Indonesia, Malaysia, Romania, Singapore,
South Africa, Saudi Arabia, Thailand, Turkey, UAE, UK and USA
In-house programs • Customized to client needs
of 2-4 days • Delivered at client premises
Performance through systems training catalogue

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Project Resources
ManagementKPIs
KPIsof of
2011-2012
2011-2012
Delivery approach • Highly interactive, numerous exercises, case studies and group discussions
• Experiential learning simulations
All training courses • Six months of free access to the premium content of www.smartkpis.com
include: • Free toolkit of pre-populated templates to assist you with applying the course
learnings
• Library of relevant examples from practice
Performance through people training catalogue
Implementing and Optimizing Implementing Succession Integrating Talent

Employee Engagement Programs Management Programs Management Processes
Always treat your employees exactly as you want them to treat your best customers. - Stephen R. Covey It is always wise to look ahead, but difficult to look further than you can see. - Winston Churchill Business and human endeavors are systems…we tend to focus on snapshots of isolated parts of the system.
And wonder why our deepest problems never get solved. - Peter Senge
Topics covered: Topics covered: Topics covered:

• Understanding employee engagement • Understanding succession management • Understanding talent management
• Employee engagement and performance • Talent pipeline • The talent wheel
• Survey design and implementation • Succession metrics • KPIs and Dashboards for HR
• Types of reports and how to use them • High performance and high potentials • Talent acquisition and employer branding
• Numbers vs. behaviors in employee engagement • 9-Box Approach and other tools • On-boarding and retention
• Impact Action Planning – plans and meetings • Talent reviews • Individual performance management systems
• Employee engagement as strategic priority • Career paths • Talent assessments and talent reviews
• Roadmap and calendar for implementations • Measuring employee engagement
• Training and communications plans • Fostering employee engagement
• Well-being • Tips for integration and implementation
Solutions for Managing Change Fish Banks Friday Night at the ER

in Organizations Business Simulation Workshop Business Simulation Workshop
Change is the law of life and those who look only to the past or present are certain to miss the future. - John F. Kennedy The transition to a sustainable society requires a careful balance between long-term and short-term goals and an emphasis on A system is a network of interdependent components that work together to try to accomplish the aim of the system.
sufficiency, equity, and quality of life. - Denis L. Meadows A system must have an aim. Without an aim, there is no system - W. Edwards Deming. The New Economics
Topics covered: Topics covered: Topics covered:

• Understanding change management • Effective Management - manage your organization and compete with others • Systems Thinking, managing interdependence,
• Reasons why change initiatives fail or succeed • Resource Allocation- understand how to best allocate your resources complexity, delay
• Breaking mental schemas • Sustainability- make decisions based on a long-term plan • Collaboration, shared accountability, coordinated action
• Addressing resistance to change and organizational inertia • Maximizing Resources- effective co-operation and negotiation • Innovation, mental models, openness to redesign
• Building a learning organization • Strategy Design- build strategy using data • Use of Data, system performance data, measurement
• Selecting change management frameworks • Performance- measure and manage performance • Structural Thinking, designing for performance
• Stages of change and how to prepare for them • Collaboration- cooperative learning and group problem solving
• Change management – design and implementation • Conflict Resolution- manage interdependence and scarce resources
• Roles in change management • Systemic Thinking- understand the impact and complexity of actions
• Assessing impact of change efforts • Decision making- systemic analysis and accountability

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Project Resources KPIs
Management KPIs of
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2011-2012
Appendix C: Advisory services

The KPI Institute performance improvement architecture
PERFORMANCE is about achieving a desired level of results in a domain of human activity
PERFORMANCE
A coherent strategy is essential in achieving

desired state and continuous improvement
STRATEGY
Performance improvement efforts require a mix of people management practices,

process-oriented improvements and innovation
PEOPLE SYSTEMS INNOVATION

Managing performance through Managing performance through Managing performance through
people focuses on solutions such as: systems relies on utilizing a innovation requires organizational
• workforce planning performance architecture in capabilities in areas such as:
• talent acquisitions alignment with strategic priorities at: • research
• compensation and benefits • organizational level • knowledge management
• learning and development • operational level • design thinking
• employee engagement • team level • innovation management
• organizational culture • individual/employee level • competitive intelligence
• personal level • consumer behavior
Process Management
In building a strong foundation
for performance, organiza- Risk Management
tions should leverage systemic
thinking and excellence in Project Management
managing change, projects,
Change Management
risks and processes
Systems Thinking
68 ©IDThe KPI Institute 2012
68 number: sK0117081
Top 25 Human
Project Resources
ManagementKPIs
KPIsof of
2011-2012
2011-2012
INTEGERPERFORM
the consulting arm of The KPI Institute, dedicated to assisting
European office: +40 721 233 084 / +40 369 801 650
Australian office: +61 42 456 8088 / +61 3 9670 2979
organisations in deploying best practice performance Email: office@integerperform.com, www.performanceintegrators.com
improvement solutions
Service categories
Consulting Technology Solutions
Applied solutions clustered around the Software and hardware that facilitate the
performance integration architecture developed by operation of successful performance improvement
The KPI Institute: peformance through people, initiatives
systems and innovation
Performance through systems - advisory services catalogue
Strategic and operational planning Operational performance management solutions
• Facilitation of strategic planning sessions. Supplier performance management – Development and
• Strategic research: environmental scans, strategic planning implementation of supplier scorecards for both products and
tools deployment (Five forces, SWOT analysis, competitor services suppliers
review).
Portfolio performance management
• Development of Portfolio Dashboards and Project Scorecards
Organizational Performance Management Systems • Identification of Key Risk Indicators and establishment of Risk
Implementations Scorecards
• Integrated performance management systems based on the Benefits realization management
Balanced Scorecard. • Development of benefits management plans
• Application at all organizational levels, or limited to strategic • Project or program evaluation
level, operational level or individual level.
Alliances performance
• Establishment of Alliances Scorecards
Key Performance Indicators Advice • Development of Service Level Agreements
• Overhaul of existing KPIs, by reviewing and updating them Assessment / Audit / Review
in accordance to organizational strategy and best practice.
• Assistance with KPI selection. Audit of organizational performance management systems at
• KPI documentation support – customisation of smartKPIs strategic, operational or individual levels.
Premium templates to reflect organizational needs. Organizational capability assessment using TKI’s proprietary
• Development of customised KPI catalogues. tools:
• Assistance in identifying reliable benchmarking resources. • Performance Management Maturity Model
• Performance Measurement Maturity Model
Performance through people - advisory services catalogue

Workforce Planning Talent Acquisition
• Succession management system implementations, talent reviews facilitation, • Audit of recruitment and selection practices
workforce needs assessment • Recruitment processes mapping and optimization
• Talent assessments (personality, individual challenges and values), • Job analyses and career paths identification
implementation of 360 feedback solutions
Employee Engagement Compensation and benefits
• Survey design and implementation, organizational and team level reports • Review and benchmarking of compensation and benefits plans
• Guidance in impact action planning implementation • Pay-for-performance implementations
Learning and Development Organizational culture
• Guidance in developing organizational learning and development plan • Organizational culture assessments
• Integration of individual performance management system with • Organizational network analyses
organizational learning initiatives • Change management planning and guidance

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2525
Project
Human Management
Appendix D: Technology solutions

20,000 KPI examples
7,100 KPIs defined
smartKPIs Key Performance Indicators 2,700 KPIs documented in detail
Online Database 15 Functional areas
24 Industries
3 Contexts
Most Popular
EXPLORER PREMIUM INSIGHT
$39
6 months access
$249
12 months access
$999
12 months access
Features Features Features
9 Basic access 9 Explorer benefits plus 9 Premium benefits plus
9 Explore the complete catalogue 9 Export of KPI examples in PDF format 9 Online access to all research reports
9 Use advanced search 9 Edit the number of KPIs listed per page published in The KPI Institute’s Insight
9 View KPI definitions 9 Filter by views, rating and documentation Library
9 Save KPI examples status 9 There are over 25 reports published each
9 Access to all documentation fields year
Numbers Numbers Numbers
9 Browse 7000+ KPI examples 9 Browse 7000+ KPI examples 9 Browse 7000+ KPI examples
9 Access 17 documentation fields 9 Access 17 documentation fields 9 Access 40 documentation fields
9 View 200 documented KPIs 9 View 200 documented KPIs 9 Export 1000 documented KPIs
Research Research Research
One research report: Two research reports: Three generic Excel templates
9 Top 20 KPIs of 2010 9 Top 20 KPIs of 2010 pre-populated with over 70 KPI
9 Top 25 KPIs of 2010 report examples:
of your choice 9 Balanced Scorecard
9 KPI Dashboard
9 Performance Healthogram
Testimonials
On smartKPIs.com premium content
“Guys we are very thankful of the hard work you do. “Really a very good and useful website, I am excited “Access to all smartKPIs.com research reports
Your website really guides us on the daily about the content and comprehensiveness of data and advance functionality in searching the online
performance management of our organization.” on your website, and I will recommend it to all catalogue helps my office in facilitating the
professional in the governmental sector in United understanding, selection and usage of KPIs across
Omphile Macheng, Botswana Arab of Emirates, Wish you all the best.” the organization.”
Mahdi El Horchi, United Arab Emirates Andrew Fraser, United Kingdom
On our publications
“The Top 25 Call Center KPIs of 2010 helps in “smartKPIs.com provided a simple yet powerful “I was pleasantly surprised of the level of experience
understanding all the performance measures scorecard and dashboard model to start building our and knowledge of the smartKPIs.com team. The
which should be taken into account to optimize own with our business intelligence tools.” toolkit delivered was what I had anticipated to be.”
performance...”
Jacob Brown, United States Humberto E Della Torre, El Salvador Alex Giammona, Australia

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Project Resources
ManagementKPIs
KPIsof of
2011-2012
2011-2012
INTEGERPERFORM Business Intelligence Software
Scoreboard and QuickScore by Spider Strategies, ideal anywhere in the world
TRY THE LIVE DEMO TEST BUY

www.software.integerperform.com Contact: Administrator licence: $99/month
Username: view info@integerperform.com Communication (edit) licence: $30/month
Password: demo for a 30 days trial of the software View only licence: FREE
Characteristics
9 Intuitive, robust, fully live and interactive
9 Reliable in any economic environment
9 Offers optimal return on investment
Benefits
9 Real time control of your business
9 Easy monitoring, analysis and reporting of KPis
9 Perfect for Balanced Scorecard automation
9 Fast consolidalion of information
Configuration
9 Easy to access and to use, fully web-based
9 Possibility of external, in-cloud hosting, as well as on-site
9 Easy to access from any device or location having Internet access
Who uses it?
www.integerperform.com/kpi-dashboard-balanced-scorecard-software
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Appendix E: Glossary of Terms

The following list provides an explanation of several popular terms characterizing KPIs:
Rate – A specific type of ratio expressed in many cases as part to whole. Examples of rates are the natality or mortality rate, expressed as the
number of births or deaths per a certain number of population or the currency exchange rate, where the value of one currency is compared
to the value of the other currency.
Ratio – A relation between two measures that might be distinct, but which are part of the same category of elements, such as the ratio of boys
to girls, teachers to students, doctors to patients, revenues to expenditure.
Composition – A composite indicator is formed when individual indicators are compiled into a single index, on the basis of an underlying
model of the multi-dimensional concept that is being measured. It measures multi-dimensional concepts (e.g. competitiveness, e-trade or
environmental quality) which cannot be captured by a single indicator.
Index – A number computed from a specific formula or calculation methodology, used to characterize a complex set of data.
Leading – Drive the performance of the outcome indicators, being predictors of success or failure. Examples of leading indicators are: “%
Employees involved in the innovation process”, “% Conversion rate” or “% Inventory quality ratio (IQR)”.
Lagging – Type of indicators that reflect the success or failure after an event has been consumed. Examples include: “$ Operating profit per
room”, “$ Earnings before interest and taxes (EBIT)” or “$ Cost avoidance savings”.
Input – Reflects assets and resources invested in or used to generate business results. Examples include: “# Headcount”, “$ Cost per
broadcast hour” and “# Knowledge materials distributed to employees”.
Process – Refers to the efficiency or productivity of a business process. Examples include: “% On time delivery”, “# Conflicts arisen during
the project”, “# Average call handling time” and “# Mean time to repair”.
Output – Measures the financial and nonfinancial deliverables or results of business activities. Examples include: “% Passenger seats sold”,
“# New customers acquired” or “$ Revenue per successful call”.
Outcome – Reflects overall results or impact of the business activity in terms of generated benefits, as a quantification of performance.
Examples include: “% Customer retention”, “% Employee turnover”, “$ Net income after taxes (NIAT)” or “% Brand awareness”.
Qualitative – A descriptive characteristic, an opinion, a property or a trait. The most common ones gauge customer or employee satisfaction
through subjective assessments. Based on a subjective interpretations of a customer’s or employee’s opinions. Oftentimes these type of
indicators are not expressed numerically, but as narrative text. Sometimes a rating is allocated to rank between levels (i.e. Likert scale).
Quantitative – A measurable characteristic, resulted by counting, adding or averaging numbers. Quantitative data is most common in
measurement and therefore forms the backbone of most KPIs. Operational systems that manage inventory, supply chain, purchasing, orders,
accounting, financial systems, all gather quantitative data by means of KPIs. Other examples of quantitative KPIs are “# Employee tenure”,
“# Units per man-hour” or “# Maintenance backlog”.

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CE
RT I F I E D Certified KPI Professional
Training Course
KEY
PERFORMANCE
INDICATORS
MANAGEMENT
FRAMEWORK
KP
• Understand the complexities of working with KPIs and learn how to address them
AL
v 1.0 2012
PR N
I
OFESSIO • Develop a working knowledge of the Key Performance Indicators Management Framework
• Use over 30 performance measurement tools to facilitate the deployment and value added by KPIs.
Getting Key Performance Indicators (KPIs) right by using a rigorous KPI management framework
Over the last 3 years, the team at The KPI Institute:

• Documented 7,000+ KPIs from 15 functional areas and 24 industries;
• Reviewed 1,000+ performance reports from 125 countries;
• Referenced 20,000+ resources (books, articles, performance reports) as part of the documentation process;
• Developed over 20 KPI Dashboards and Balanced Scorecards.
With the insights gained we:
• Assisted over 5,000 organizations in finding solutions for their KPI needs;
• Trained over 400 participants in 30 countries on how to work rigorously with KPIs. Upcoming course dates:
Europe, Middle East, Asia and Australia
Aug London
2013 Hilton London
More details at:
KPI Islington Hotel Jul Istanbul
PRO 2013 Gezi Hotel www.training.smartkpis.com
KPI Bosphorus
PRO
Testimonials from around the world 13-15 Riyadh
/01/13 Oct Mumbai
Marriott 2013 TBA
Great! So glad I found it. Gave me everything I need to do my job properly and with confidence. KPI
PRO Hotel KPI
Leonne, Australia
PRO
Thank you so much for your effort and your contribution to this workshop. I’m very pleased to have you
as facilitator of the topic. Settha Y., Cambodia
It was indeed a great opportunity to be able to participate at the KPI training course. Look forward for
Oct Kuala Lumpur
2013 Istana Hotel
other future programmes with Aurel. Aini, Malaysia
KPI
It was a good programme, through which I got a clear idea about modern practices in using KPIs. PRO
Shamima, Bangladesh
16-18 Dubai
12/12 Dusit Thani Nov Sydney
Good program, well organized. Well experienced trainer. Great job. Definitely recommendable. Jan Melbourne 2013 Karstens
Raech, India KPI Hotel 2013 The ANU
Conference &
KPI House
PRO KPI
I contacted smartKPIs.com for an in-house training with my team. We found both the material and the PRO Training Centre
PRO
way of explaining concepts by doing examples invaluable. I would also say that this is a great value for
money if you want to build the competency within your organization. Fahad, Saudi Arabia
Thank you for the excellent training workshop on KPIs. It was an eye-opening experience and provided
much needed guidance and clarification. The information gained has provided focus and depth.
Parsa, Bahrain
The feedback from the participants was gratifying and positive, and we are glad that we took the time
and effort to develop such a program to meet the need of our staff for extending their knowledge in the
area of KPI and all related. Hanan, Qatar
Aurel is knowledgeable of all KPI aspect and answers all questions. We were never bored. as the course
was very interactive. The course was beyond what expected. Nahla, Abu Dhabi I really learned a lot from the program. As a result, I am more equipped in in-
stalling performance management systems, by being able to integrate the con-
The trainer was excellent. I look forward to attend more sessions with him in the future. My knowledge
in the area has improved significantly. Great job! Neeti, Dubai
cepts of the MBO, Balanced Scorecard, KPI and Competencies into the system.
Thanks so much for the knowledge you shared during our 3 days of training.
I became a lot more knowledgeable about the KPI concept now. Manzuma, Nigeria Tess, Philippines

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Performance Management Toolkit templates
The HR Scorecard is a ready-to-use tool, KPIs for HR Scorecard contains the complete
pre-populated with KPIs grouped by collection of KPIs that pre-populate the
objectives and Balanced Scorecard HR Performance Scorecard, in complete
perspectives. It illustrates the smartKPIs.com documentation form, ensuring
HR application of the Balanced Scorecard KPIs for a proper and facile use of this core performance
Scorecard concept at operational level and can be HR management tool.
employed as part of the HR department Scorecard
performance management system. As a
Performance Scorecard - Call Center Your
Select logo
period September 2011
Trend * Results
k Increasing ü On or above targets
¬ Constant R Within tolerance limits
m Decreasing û Under target
performance management tool it assists in

Perspective / Goal smartKPIs.co Standard Previous Period Current Trend * Target % Target Results Comments
Strategic Objectives / KPIs m# reporting Results Results complete
Financial - 2 Strategic Objectives / 5 KPIs

frequency
% HR customer satisfaction with service levels # Satisfaction of employees with HR services # Employee complaints
Increase company profitability resolution timeliness % On-time delivery of HR service requests % HR operating expense rate # FTEs per HR de-
% Net profit margin sK467 Q 7% 12% k 17% 68% û Comments Sep 2011
$ EBIT (Earnings Before Interest and Taxes) sK190 M 224.548 240.568 k 200.000 120% R Comments Sep 2011
m R
vacant position % Performance appraisals completed on time % HR projects on time, on budget and according to
$ Net cash flow sK67 M 22.903 17.303 24.000 72% Comments Sep 2011
Optimize revenues and expenses
m ü
monitoring the alignment of departmental

$ Cost per call (CPC) sK3977 M 0,26 0,14 0,20 69% Comments Sep 2011
$ Sales-to-date sk2345 Q 39.570 55.274 k 50.000 111% R Comments Sep 2011
Customer- 3 Strategic Objectives / 6 KPIs
Maintain high levels of customer satisfaction
% Net promoter score
% Call abandon rate
sK1303
sK168
Yr
M
47%
4%
34%
8%
m
k
50%
5%
68%
157%
R
R
Comments Sep 2011
Comments Sep 2011 satisfaction % HR employee turnover % HR customer satisfaction with service levels # Satisfaction of employees
Build and enhance the customer network
# New customers sK188 M 441 368 m 400 92% R Comments Sep 2011 with HR services # Employee complaints resolution timeliness % On-time delivery of HR service requests % HR op-
k û
erating expense rate # FTEs per HR department FTE $ Cost per hire $ Cost avoidance savings % HR budget variance
% Market share sK1282 Q 6% 8% 17% 48% Comments Sep 2011
Increase customer profitability
objectives with KPIs and in tracking their

$ Revenue per client sK4096 M 383 495 k 500 99% R Comments Sep 2011
$ Average customer acquisition cost sK1367 M 5 22 k 5 440% û Comments Sep 2011
Internal Processes - 2 Strategic Objectives / 4 KPIs
Increase call handling efficiency
# Call handling time sK165 M 41 14 m 15 93% ü Comments Sep 2011
% Agent schedule adherence sK1384 M 93% 75% m 90% 83% R Comments Sep 2011
Optimize service delivery capability
% Processes optimized sk2284 M 34% 60% k 50% 119% R Comments Sep 2011 time equivalent (FTE) % HR employee satisfaction % HR employee turnover % HR customer satisfaction with service
m R
levels # Satisfaction of employees with HR services # Employee complaints resolution timeliness % On-time delivery
% Active running projects on time, on budget and according to specifications sk2863 M 65% 57% 60% 96% Comments Sep 2011
People, Learning & Growth - 3 Strategic Objectives / 6 KPIs
achievement.
Build an environment that fosters creativity and innovation
# Employee engagement index sK1836 Q 37 35 m 65 54% û Comments Sep 2011
# Ideas for new / improved service from employees sK4657 M 25 47 k 20 235% ü Comments Sep 2011
Continuously develop skills and competences
m ü
Publication date: 1 March 2011
# Training hours per full time equivalent (FTE) sK7 M 17 16 20 80% Comments Sep 2011
% Employees meeting continuing professional development requirements sk4673 Q 95% 83% m 85% 98% R Comments Sep 2011
Nurture high performing and motivated employees
% Employee satisfaction sk5912 Q 76% 92% k 70% 132% R Comments Sep 2011 ID number: sK0117011
% Employee turnover sK1 M 4% 9% k 7% 135% ü Comments Sep 2011
* Trend = current vs. previous month results ** Figures expressed in thousands of dollars Data not available due to measure being inactive
Helicopter view business statistics Previous Current Trend Other comments

month month
Call Center - Snapshot 21 KPIs tracked in the scorecard with targets
# Employees 61 66  Min 2 KPIs for each objective
# Calls handled 22 22  3 Metrics monitored as statistics
$ Costs 32 37 
Template © eab group Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (“Template Terms”)
The HR Dashboard is a ready-to-use KPIs for HR Dashboard contains the

instrument for managing and measuring the complete collection of KPIs that pre-populate
contribution of the Human Resources function the HR Performance Dashboard, in complete
to the overall organizational performance. The smartKPIs.com documentation form, ensuring
HR tool contains a repository of the most relevant KPIs for a proper and facile use of this core performance
Dashboard and widely spread HR KPIs used in order HR management tool.
Organisation logo
to track the HR services effectiveness and

1 of 1
Dashboard
performance at organizational level.
Customer Service - Inbound Call Center Dashboard
Aug 2011
Call Routing Performance Service Responsiveness

# Call volume
% Calls answered within service level time # On-hold time Target
% Blockage Target
9.797
9.235
9.013
8.578
8.442
7.774
7.029
6.776
6.695
6.599
6.512
5.883
5.527
27% 30% 28% 49% 58% 59% 41% 43% 48% 51% 50% 47% 45% 58% 43% 45% 10 9 9 9
24% 23% 23% 6 6 8 6 6 7
14% 5 5 5
8% 11% 8% 7%
2% 0%
% Call abandon rate Target # Average speed of answer (ASA) Target

# Call arrival rate
% Call drop rate (CDR) Target
Employee turnover # Employee tenure # Average time to promotion % Accession rate % Succession plans for key
5 5 5
39% 38% 37% 39% 37% 39% 37% 40% 36% 37% 4 4 4 4
5 5 5 5 30% 31% 34% 33% 3 3
4 4 22% 26%
3 3 3 3 18% 14% 20% 17% 13% 17% 2 2
1 1 1 11% 1 1
4% 2% 1%
% Call transfer rate
31% 30% 28%

Target
# Text-Chat volume # Longest delay in queue Target # Average wait time before abandon Target
$ Human capital value added $ Overtime expense per full time equivalent (FTE) # Headcount # Compensation sat-
isfaction index $ Bonus payout $ Average hourly compensation rate # Entry level wage to local minimum wage %
25%
21%
15% 15% 16% 1.967 10 15 14
11% 14% 13% 10% 12% 1.4291.6201.4701.5211.2461.5841.6311.4481.306
957 923 1.311 6 7 6 11 10 11 11 10
13 11 10
13 13 12
5 3 3 3 4 5 4
2 2
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Unscheduled absence rate # Lost time injury frequency rate (LTIFR) # Employee engagement index # Employee
satisfaction # Employee advocacy for products and services # Employee advocacy for the organization as an em-
2010 2011 2010 2011 2010 2011 2010 2011
Customer Satisfaction
ployer % Performance appraisals completed on time % Training penetration rate $ Training investment per full time
% Customer satisfaction with service levels Target
equivalent (FTE) % Training return on investment # Employment brand strength % Job offer acceptance rate # Appli-
86% 87% 98% 99% 98%
62% 62% 55% 68% 51% 50% 72% 62%
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2010 2011
Call Handling Performance

# After call work time Target
Human Capital Return on Investment (ROI) $ Human capital value added $ Overtime expense per full time equivalent
(FTE) # Headcount # Compensation satisfaction index $ Bonus payout $ Average hourly compensation rate # Entry
# Talk time Target
# Call handling # Longest call length Target
6 6 6 6 6 19time 18 16
Target
16
5 5 5 14 14 15 15 13 15 15 14 14
4 4 4 4 4 9 11 12 12 10 12 12 10 11 11 20 18 18 18 17
5 6 7 12 15 12 10 12 10 11 11
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
level wage to local minimum wage % Unscheduled absence rate # Lost time injury frequency rate (LTIFR) # Employee
engagement index # Employee satisfaction # Employee advocacy for products and services # Employee advocacy
2010 2011 2010 2011 2010 2011 2010 2011
Agent Performance for the organization as an employer % Performance appraisals completed on time % Training penetration rate $
Training investment per full time equivalent (FTE) % Training return on investment
% Agent utilization # Service requests per agent % Agent availability rate 95% % Agent schedule adherence
88% 87% 79%
75% 69% 80% 75% 70% 68% 58% 73% 61% 70% 62%
58% 47% 52% 66% 63% 59% 66%
46% 50 56% 55% 50% 98% 82% 86% 94%
38 42 40 37 35 34 72% 62% 65% 65% 68% 79% 90% 70% 79%
Publication date: 1 March 2011

25 30 22 28 26
20
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2010 2011 Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2010 2011 2010 2011 2010 2011
Service Quality Customer Complaints Management

% Interactions routed % Customer complaints resolved on the first contact Target % Complaints resolved Target
% First contact resolution rate
properly
56% 56% 55% 55% 92% 82% 98% 90% 99% 78% 87% 74%
31% 33% 42% 44% 38% 51% 53% 36% 38% 96% 79% 87% 81% 85% 96% 64% 85% 72% 58% 61% 66% 92% 55% 69% 83% 67% 71% 88% 52% 68%
65% 70% 52% 55% 84% 72% 57% 88% 51% 69%
$ Customer care funding per resolved complaint Target

% Customer satisfaction with complaints handling Target
42 45 49 40 46
% Repeat calls % Accuracy in completion of records 33 36 36 28 37
21 22 22
27% 28% 30% 27% 25% 73% 71% 51% 78% 75% 83% 66% 70% 69% 62% 56% 97% 94%
19% 20% 16% 14% 19%
10% 11% 12% 75% 56% 83% 73% 73% 83% 58% 73% 93% 89% 98%89%
50% Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2010 2011
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2010 2011
2010 2011 2010 2011
Template © eab group Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (“Template Terms”)
The HR Performance Management System

Toolkit is a ready-to-use collection of pre-
populated templates for managing performance
of the HR department and monitoring its  Real Estate  Medical Practice
HR contribution to the overall organizational
Performance
performance.  Library  Recruitment Agency
Management System
Toolkit The toolkit provides the instrumentary needed
to put in place a sound and comprehensive HR
 Call Center  Restaurant
 Retail  Sports Club
Performance Management System Architecture
performance management and measurement

Desired State of
Strategy Map Risk Log
Evolution
Budget
system.
Current State
Performance
Portfolio of Initiatives Performance Report
Scorecard
Environmental Scan Initiative Description KPI Description
Project Status Report KPI Trend Analysis
Mandate
Performance
Dashboard
KPI Description
KPI Trend Analysis
Other publications from The KPI Institute

Individual Performance Plans
smartKPIs.com pre-populated template. Developed for demonstration purposed only. To be customised as per the environment in which each organisation operates.
Template © The KPI Institute Pty Ltd 2012. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (“Template Terms”)
PERFORMANCE
Jobs
MANAGEMENT 9 781478 181019
Legislation
in 2012
State of the discipline annual magazine Interviews
Performance Management... has to Organizations use principles, tools
Explore t
mos
online the sive
do with how to monitor, control and and techniques of Performance
manage the strategic and operational Management to ensure that the
comprehen of
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PERSPECTIVES KEYWORD TRENDS RESOURCES

12 interviews . 9 countries . Academics . Most popular Performance Management Best selling books . Latest published books
December 2012
Practitioners . Consultants keywords in Google Trends and articles . Portals . Communities
AROUND THE WORLD EDUCATION SOFTWARE

Performance Management legislation Degrees . Subjects . Conferences Corporate Performance Management
book launch
and public sector implementations in . Business Intelligence . Employee
182 countries reviewed CAREER Performance Management
Job trends by region . Salaries by industry
Top KPIs research reports series

Project Management KPIs 1667665878

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Top 25

Publication date: 01 November 2012 ID number: sK0128291

© 2012 The KPI Institute Ltd. All Rights Reserved.

An appropriate citation for this report is:

The KPI Institute

Telephone (international): +61 3 9670 2979

© The KPI Institute 2012

© The KPI Institute 2012

Project Budget The top 5 Project Management KPIs of 2011-2012

Notes regarding this report:

© The KPI Institute 2012

About Key Performance Indicators (KPIs)

At smartKPIs.com, we have adopted the following definitions for these terms:

smartKPI - A Key Performance Indicator example available on smartKPIs.com, that is recommended as

• Listing in academic and practitioner publications that analyse their usefulness;

• Frequency of use by Functional Area / Industry;

© The KPI Institute 2012

© The KPI Institute 2012

© The KPI Institute 2012

smartKPIs.com Community Profile

101-500 employees 19.61%

1001-5000 employees 13.61%

10000+ employees 13.54%

501-1000 employees 9.64%

1-10 employees 9.43%

5001-10000 employees 5.34%

© The KPI Institute 2012

Student 2.96% The membership of smartKPIs.com

© The KPI Institute 2012

2011-2012 smartKPIs.com Functional Areas Taxonomy

© The KPI Institute 2012

2011-2012 smartKPIs.com Industries Taxonomy

© The KPI Institute 2012

KPI Documentation Form Template as Used by smartKPIs.com

Automation fit Limitations

Top 25 Project Management KPIs of 2011-2012

BSC perspective Measurement focus Impact stage

Data capture period Standard reporting frequency Data integrity

Automation fit Limitations

Benchmarking fit Notes

© The KPI Institute 2012

Project Management as a Functional Area

Project Management Professional Associations

Project Management Body of Knowledge (PMBOK)

© The KPI Institute 2012

Top 25 Project Management KPIs of 2011-2012 List

Number KPI Name Subcategory

sK487 # Cost schedule index (CSI) Project Budget

© The KPI Institute 2012

Portfolio and Project Management Project Management Any

KPI record Indicator type Unit type

Subordinate measures used for calculation

Calculation formula Formula type Trend is good when

BSC perspective Measurement focus Impact stage

Indicator focus Measurment type Level

Data capture period Standard reporting frequency Data integrity

Automation fit Limitations

© The KPI Institute 2012

Benchmarking fit Notes

Analysis and resources

Additional fields recommended for internal use

Organizational area Measure owner (title) Data custodian (title)

Organizational KPI ID number KPI origin Other users of source data

Supply Chain, Procurement, Distribution Logistics / Distribution Any