Performance Measurement Techniques

Printer Friendly
Text Size: A A A A
 
Back New Search

Overview

1.5 Credits
ONLINE

This CPE course discusses the formation of a performance measurement mix, including defining critical success factors (CSFs) and key performance indicators (KPIs) and considering financial as well as non-financial measures. It underscores the importance of setting benchmarks and of proper communication. It introduces the balanced scorecard, performance pyramid and Fitzgerald and Moon models for analysing performance management systems.

Objectives

  • Evaluate strategic targets through the development of critical success factors (CSFs).
  • Relate CSFs to Key Performance Indicators (KPIs) and corporate strategy and their use as a basis for defining an organization's information needs.
  • Recognize appropriate strategic targets through the use of a range of financial and non-financial measures of strategic importance and their interaction with financial ones.
  • Identify alternative models of measuring strategic performance
  • Identify alternative strategic business unit (SBU) performance measures, including shareholder value added (SVA) and economic value added (EVA).
  • Recognize the importance of effective communication of strategic performance targets, including the need to drive strategic performance through stretch targets and promotion of exceptional performance.
  • Recognize the role of the Management Accountant in the process of strategic performance evaluation.

Major Topics

  • Alternative strategic business unit performance measures, including shareholder value added and economic value added.
  • Alternative models of measuring strategic performance
  • Setting appropriate strategic targets through the use of a range of financial and non-financial measures of strategic importance and their interaction with financial ones.
  • Evaluation of strategic targets through the development of critical success factors (CSFs).
  • Linking CSFs to Key Performance Indicators (KPIs) and corporate strategy, and their use as a basis for defining an organization's information needs.
  • Effective communication of strategic performance targets, including the need to drive strategic performance through stretch targets and promotion of exceptional performance.
  • The role of the Management Accountant in the process of strategic performance evaluation.

Designed For

CGMA exam candidates Management accountants wanting to develop skills in strategy development and implementation
Add to Cart