Establishing an effective performance management system is critical to enabling organizations to track their progress toward achieving their vision and strategic objectives. Developing a balanced set of objective KPIs is a fundamental requirement for fostering accountability and building a performance-driven culture. This program aims to enhance participants’ knowledge and skills, enabling them to create KPI dashboards that effectively support strategy execution. The program also emphasizes the importance of anticipating unintended negative behavioral patterns resulting from the selection of performance indicators. It draws on dozens of real-world examples of KPIs from various local and international organizations.
- Program Objectives
- Understand the importance of developing objective performance indicators for organizations.
- Appreciate the need for effective performance management systems to support strategy execution.
- Distinguish between four types of data scales.
- Develop cause-and-effect relationships between indicators.
- Use the logical framework (systems analysis approach) to develop KPIs.
- Analyze the characteristics of objectives to develop corresponding indicators.
- Identify the seven methods for classifying performance indicators.
- Select appropriate polarity, measurement frequency, unit of measurement, and accumulation method for each indicator.
- Develop specialized performance indicators, such as compliance, completion, availability, and utilization.
- Explore various local and international sources of performance indicators.
- Apply six methods for setting KPI targets.
- Recognize the behavioral implications of selecting performance indicators.
- Target Audience
- Senior management leaders.
- Members of vision realization offices.
- Members of strategic planning departments.
- Performance ambassadors.
- Members of performance management departments.
- Project managers.
- Internal audit department staff.
- Individuals interested in preparing performance reports.
- Members of organizational development and quality departments.
- Certificate Sample
- Sample Training Materials
- Introductory Video
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Training Program Content
Intellectual Property Rights
- Intellectual Property Rights
Program Introduction and Overview
- Introduction and General Overview
Meaning and History of Measurement
- Definition of Measurement
- Units and Tools of Measurement
- Identifying Physical and Non-Physical Characteristics and Measurement Methods for a Retail Store
- Importance of Measurement in Our Lives
- Objective vs. Subjective Measurement
Types of Data Scales
- Types of Data Scales
Why Measure Organizational Performance?
- The Need for Measuring Organizational Performance
Definition of Key Performance Indicators (KPIs)
- Definition of KPIs
Core Components of Performance Measurement Systems
- Core Components (Example: Weight Loss)
- Core Components (Example: Hospital Management)
- Core Components (Example: Bank Management)
Strategic Maps
- Origin and Components of Strategic Maps
- Case Study: Jeddah Quran Association
- Case Study: Reducing Building Violations
- Case Study: Apple Farm Management
Using Systems Analysis (Logical Framework) to Develop KPIs
- Introduction to Systems Analysis for KPI Development
- The Logical Framework
- Measuring Government Entity Performance
- Measuring Primary Healthcare Center Performance
- Measuring Street Cleanliness Performance
- Addressing School Dropout Issues
- Measuring Training Return on Investment
Cause-and-Effect Relationships
- Analyzing Cause-and-Effect Relationships
- Tourism Activity Returns
- Factors Affecting Average Lifespan
- Exercise: Speed of Graduate Employment
- Cause-and-Effect Analysis: Careem Taxi Company Market Share
- Circular Impact
Developing KPIs by Defining Strategic Objective Characteristics
- Developing KPIs Based on Objective Characteristics
- Example: Foreign Investment and Banking Service Quality
- Example: Technical Training
- Component Identification Method (Example: Urban Public Facilities and Infrastructure)
Difference Between KPIs and Statistics
- Difference Between KPIs and Statistics
Seven Classifications of Performance Indicators
- Indicator Classifications
- Efficiency and Effectiveness Indicators
- Balanced Scorecard Indicators
- Input, Process, Output, Outcome, and Impact Indicators
- Cause-and-Effect Indicators
- Strategic and Operational Indicators
- Quantitative and Qualitative Indicators
- Indicators by Organizational Level
Four Performance Level Comparisons
- Four Performance Level Comparisons
Performance Management Model for Judicial Systems
- Introduction to Case Settlement in Mediation Offices
- Understanding Strategic Analysis Context
- Analyzing Cause-and-Effect Relationships
- System Component Analysis
- Defining KPIs
- Identifying Performance Drivers and Initiatives
- Univariate Data Analysis
- Bivariate Data Analysis
- Strategic and Operational Indicators
- Balancing Efficiency and Effectiveness Indicators
- Changing Strategic Direction
- Role of Values in Achieving Vision (Human Capital)
- Open Data
- International Court Performance Reports
KPI Measurement Units
- Introduction
- Numeric Measurement Units
- Risks of Using Averages
- Rates
- Infant Mortality Rate
- Market Sales Rate per Square Meter
- Classroom Density
- Ratios
- Financial Ratios
- Percentages
- Weighted Percentages
- Annual Growth Rate
- Multiples
- Classification
System Dynamics for Performance Management
- Monitoring Variable Value Changes Over Time
- System Dynamics Methodology
- Building a System Dynamics Model for a Deer Population
- Stella Software
- Control Loops
KPI Accumulation
- Introduction
- Accumulation Classifications
- Cumulative Indicators Across Periods and Years
- Cumulative Indicators Across Periods but Non-Cumulative Across Years
- Non-Cumulative Indicators Across Periods and Years
KPI Polarity
- Polarity of Performance Indicators
Measurement Frequency
- Factors Governing Measurement Frequency
- Measurement Cost
- Indicator Value Sources
- Process Seasonality
- Rate of Change in Indicator Values and Ease of Measurement
Measurement Stages: Inputs, Processes, Outputs, Outcomes
- Measurement Tools
Selecting Reference Values
- Benchmarking Selection
- Benchmarking Domains and Levels
- Benefits of Benchmarking
- Benchmarking Stages and Controls
- International Benchmarking Reports
- International Performance Hub
- American Production & Quality Center
- Case Study: Faculty of Computer Science, University of Tabuk
- Benchmarking in the Banking Sector
- Benchmarking in the Retail Sector
- Benchmarking: Salaries and Compensation
- Defining Baseline Values
Setting KPI Target Levels
- Introduction
- Importance of Setting Indicator Targets
- Impact of Targets on Employee Behavior
- Methods for Setting Target Levels
- Forecasting Using Time Series
- Senior Management Aspirations
- Impact of Performance Improvement Initiatives
- Benchmarking
- Scenario Analysis
- Systems and Requirements
- Goal Achievement Trajectory
- Impact Lag Period
- Target Setting Mechanism
- Ambitious Targets
- Negative Behavioral Patterns in Target Setting
- Defining Tolerance Limits for Targets
- Introduction
- Need for Tolerance Limits
- Methods for Setting Tolerance Limits
- Risks of Using Tolerance Limits
- Using Tolerance Limits in Electronic Performance Dashboards
Balancing Performance Indicators
- Achieving Balance Between KPIs
Quality Evaluation Criteria for KPIs
- Quality Evaluation Criteria for KPIs
KPI Sources
- Sources of KPIs
KPI Description Card
- KPI Description Card
Calculating Standardized Achievement Rates
- Introduction
- Linear Standardized Conversion for Positive Polarity
- Linear Standardized Conversion for Negative Polarity
- Standardized Conversion for Binary Values
- Linear Standardized Conversion for Dual Polarity
- Calculating Total Unweighted Achievement Rates
- Calculating Total Weighted Achievement Rates
Calculating Compliance Rates
- Introduction
- Compliance Rates: Building Permit Management
- Compliance Rates: Highway Service Stations
- Compliance Rates: Charitable Organizations’ Governance Elements
- Exercise: Measuring Government Hospital Compliance with Accreditation Standards
Calculating Availability Rates
- Introduction
- Measuring Availability of Essential Medicines
- Actual Measurement of Essential Medicine Availability
- Measuring Reports on Essential Medicine Availability
- Measuring Food Availability
Calculating Utilization Rates
- Introduction
- Utilization Rates: Sports Facilities
- Utilization Rates Exercise
- Mathematical Proof of Calculation Method Symmetry
Measuring Board Performance
- Measuring Board Performance
Measuring Leadership Practices in Organizations
- Introduction
- Leadership vs. Management
- Effective Leadership Practices Methodology
- 360-Degree Leadership Measurement
- Converting Results to a Standardized Scale
- Leadership Measurement Reports
Measuring Media Image
- Introduction
- Strategic Objective and KPI
- Media Monitoring and Press File
- Press Observatory Database
- Performance Reports
Measuring Gross Domestic Product (GDP)
- Measuring GDP
Measuring Workforce and Unemployment Indicators
- Workforce and Unemployment Indicators
Calculating Completion Rates
- Introduction
- Completion Rates: Employee Training Programs
- Competency Gap Completion Rates
- Project Progress Completion Rates
- Public Transport Network Completion Rates
Solved Sample Questions for KPIs Program
- KPIs Program Exam (C2)
About the Author
Dr. Mohammed Mustafa Mahmoud (Dr. 3M)
- Director of Professional Certification Programs, Global Performance Management Academy, Toronto, Canada.
- Holds a PhD in Business Administration (Decision-Making Science) and three Master’s degrees (Management, Civil Engineering, Regional Planning) from the University of Pennsylvania, Philadelphia, USA.
- 46 years of professional experience:
- 20 years as a university professor in the USA, Egypt, Kuwait, and Canada.
- 26 years in strategic planning, performance measurement, and leadership development.
- Served as a consultant to the Ministers of Labor, Health, and Economy and Planning in Saudi Arabia.
- Contributed to developing performance indicators for Saudi Vision 2030 and created a methodology for measuring organizational maturity in performance management for public entities.
- Supervised and reviewed hundreds of strategic plans, performance indicators, and performance reports.
- Served as Strategy Management Director for 5 years at the Jeddah Governorate Municipality.
- Contributed to developing performance indicators for the Guests of Rahman Program and the National Industrial Development and Logistics Program.
- Designed hundreds of Balanced Scorecards for government bodies, private organizations, charities, and universities.
- Developed a methodology for measuring and improving board effectiveness, applied in various private and nonprofit organizations.
- Contributed to establishing academies such as Savola Academy, Panda Academy, and the Knowledge City Institute for Leadership and Entrepreneurship.
Program Statistics
- 12 Training Programs
- +362 Registered Trainees
- Not Enrolled
- Program Cost: $628.00 USD
- Program Content: 169 Lessons
- Certification Exam for Program Completion
- Training Program Certificate