Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap) ebook

by Gary Cokins

Gary Cokins Management and Leadership English

Cokins' book walks us through all this in a manner that makes something confusing much less s. here is no one right answer for any situation. The answer lies in a balance of concepts and the integration of them.

Cokins' book walks us through all this in a manner that makes something confusing much less s. Performance Management is the glue that holds them all together. This book helps the reader understand the breadth of PM. It's not just about measuring!"-John F. Morrow, CPA, AICPA Vice President, The New Finance"Gary Cokins has articulated the '411' of performance management.

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Performance Management Finding the Missing Pieces to Close the Intelligence Gap. Dan Wilson.

PART FIVE: Performance Management, Business Intelligence, and Technology. 22. Data Management and Mining with Performance Management. oceedings{eMF, title {Performance Management: Finding the Missing Pieces (to Close the Intelligence Gap)}, author {Gary Cokins}, year {2004} }. Gary Cokins. 1. Why the Need for Performance Management as a System? PART ONE: Performance Management Process.

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Download PDF book format. Choose file format of this book to download: pdf chm txt rtf doc. Download this format book. Performance management : finding the missing pieces (to close the intelligence gap) Gary Cokins. Book's title: Performance management : finding the missing pieces (to close the intelligence gap) Gary Cokins. Library of Congress Control Number: 2003021215.

Cokins book walks us through all this in a manner that makes something confusing much less s.

Cokins book walks us through all this in a manner that makes something confusing much less so. There is no one right answer for any situation. Its not just about measuring! - - John F. Morrow, CPA, AICPA Vice President, The New Finance Gary Cokins has articulated the 411 of performance management.

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Since publishing his book in 2004 Cokins has been circling the globe talking through its message with groups of business . Performance Management: Finding the Missing Pieces (Book)-Criticism and interpretation. Related books and articles.

Since publishing his book in 2004 Cokins has been circling the globe talking through its message with groups of business folk. In New Zealand recently, he says he's long lost track of the total number of presentations but has been ballparking around 30 countries a year for the past two years. This global perspective, he says, validates something he's always suspected: that business problems worldwide are far more similar than they are dissimilar. A bank in Wellington faces similar issues to a bank in Denmark or in Prague," he says.

Performance Management : Finding the Missing Pieces (to Close the Intelligence Gap). Cokins' book walks us through all this in a manner that makes something confusing much less so.

Praise for Performance Management

"We are witnessing a convergence among advanced managementconcepts and practices. Performance management is a means to pullit all together, to understand the strengths and limitations ofeach management practice and leverage it for competitive advantage.Cokins' book walks us through all this in a manner that makessomething confusing much less so.There is no one right answer for any situation. The answer lies ina balance of concepts and the integration of them. PerformanceManagement is the glue that holds them all together.This book helps the reader understand the breadth of PM. It's notjust about measuring!"—John F. Morrow, CPA, AICPA Vice President, The NewFinance

"Gary Cokins has articulated the '411' of performancemanagement. His combination of personal anecdotes with fundamentalcost and performance management theories provides business leadersat all levels, in any industry or profession, a solid resource forpracticing their work.This book is not only an invaluable resource for those new toperformance management but provides guidance, wisdom, support, andinsight to all industry leaders and managers. Cokins has organizedand simplified the many complex performance management theories,associated tools, and infrastructure for the reader.Buy it, read it, and give it to your colleagues—thencelebrate your successes!"—Sue Swertfeger, Senior Manager, Owens & Minor

Nahelm

There aren't a lot of really good books about performance management, and performance measurement specifically, available yet. Too many of them are overly prescriptive in what to measure and very light on the details of how to measure (properly).

Because I specialise in performance measurement (and have done for over 14 years now), I've read quite a bit in this field and expected that Gary's book was going to be another one I'd refuse to recommend to my clients and subscribers.

But that's not what happened. I actually really enjoyed Gary's book, and support a lot of his philosophy about performance management. It's got to have strong alignment to strategy, it's got to be well thought through, it's not really about scorecards and technology, it's about making it easier to execute strategy, and it's about reliable and objective data.

It's a great book to give people that really need to take performance management more seriously, particularly senior managers and executives. It's not a book for the operational manager that is new to performance measurement (in this case try "Performance Scorecards" by Chang and Morgan).

Truthcliff

I met Gary at a SAS conference the other day and we had a discussion on various issues. One of them being the query of why so many strategies to improve performance fail. Is it in the design or the execution of strategy? Gary popped the commonly accepted view that it is failure to execute otherwise sound strategies. And I replied, being a Strategy Consultant for over 16 years, that I haven't seen a sound strategy yet. After some debat we agreed that design and execution are equaly important.

This book is about execution of sound strategies using a series of quantifiable performance management methods. These are most popular in the Anglo-Saxon (US/UK) world and have been exported to the European mainland as well where they compete with qualifiable performance management systems. What is the difference? Quantifiable PMS' are based on measurement and consequences as strategy and tactics are imposed top-down. Qualifiable PMS' however are based upon a 'meeting-in-between' strategy process where productivity is boosted by inspiration, motivation and creativity. Employee involvement is the key. Instead of using fixed targets and bandwiths, one would use waypoints and scenario's, leaving the control of execution to operational teamleaders. (In W.W.II the Germans were 1.7 times more effective than the Allied forces using qualifiable techniques, even though they were outnumbered 3 to 1 by allied forces using quantifiable techniques). Qualifiable techniques are based on the assumption that operational conditions and short term objectives change all too rapidly for a rigid approach of planning & control. But if operational teamleaders understand the strategic and tactical objectives they can easily adapt to new conditions.

However Gary's latest book is the best book on quantifiable PMS' since Maximum Performance Management by Boyett & Conn (that actually tries to combine qualifiable and quantifiable techniques).

Don't just buy it, read it!

WinDImmortaL

Gary's book, on Performance Management published by Wiley, does an excellent job of pointing out there are no "Silver Bullets" or management tools that solve all problems. Combinations of the right techniques is an art. Bold graphics and flow charts in the book do much to stimulate the thought process. Business failure is often a result of inadequate performance management systems. Survival in today's global economy requires many of the better performance management techniques described in Gary's new book. A great addition to any business library. Bill Hass, Certified Turnaround Professional, [email protected]

Malodred

If execution is the goal these days, then this book brings an interesting perspective -- it's both big picture AND 'how to do it' at the same time. Cokins does a great job of putting the execution imperative into the larger context of "why." A good read for a reminder of basic performance management tools and for exploring how they work best in the context of today's tough business environment.