Activity-Based Costing |
Activity-Based Costing (ABC) is the technique of analysing and assigning activity costs to business processes. A process is the sequence of tasks to produce a specific output or to achieve an outcome. ABC is a more accurate costing technique than that provided by traditional cost accounting (TCA). ABC not only allows the accurate identification of costs, but also can be used in conjunction with Balanced Scorecards, Benchmarking and Operational Process Improvement to identify the most efficient and cost effective means of performing business tasks. | | Books | | |
| Guidebook to ABC |  7 Chapter Web Book |
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Balanced Scorecard |
Balanced Scorecards (BSC) marry together the theories of strategic management, financial accounting, strategic human resource management and customer services. Scorecards look outward at customer needs, inward at the business processes, into the past through the financial measures and into the future through the capabilities of the organisation to learn and grow. | | Books | | |
|
Guidebook to Balanced Scorecards |
This web book has not been released yet |
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Benchmarking |
If you can measure it you can improve it. If you can measure it in relation to something better then you know by how much to improve it. Benchmarking (BM) is the structure technique for measuring and improving on important business operations or outcomes. | | Books | | |
| Guidebook to Benchmarking | 5 Chapter Web Book |
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Business Cases |
Creating a Business Case is a requirement of every manager. Whether it be to recruit new staff, build new plant, commission a new project, business cases are an inescapable part of the administrative life. | | Books | | |
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Guidebook to Business Cases | 7 Chapter Web Book |
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Business Process Engineering / Reengineering |
Continuous improvement is a fact of life. If you are not improving then you are probably going backwards due to the rest of the world moving forwards. Improvement efforts are normally incremental and can be absorbed as part of the every-day business process. Eventually the benefits gained will become limited and a more dramatic approach is required. Business Process Engineering looks at processes in a structured and systematic manner and designs incremental improvements. Business Process Reengineering (BPR) is looks at the design from a fresh perspective and tries to find breakthrough objectives that change specific business processes. | | Books | | |
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Guidebook to Business Process Engineering | 4 Step Web Book |
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Case Study |
Studying other organisations as they implement performance improvement
provides a valuable learning experience for you. These case studies
have been taken from a number of sources both in the commercial and
government arena. | | Books | | |
| Case Study |
Web Book |
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Change is an inevitable part of business. Change may be deliberate or forced. All change is disruptive. Therefore, business process improvement is disruptive to an organisation's structure and culture. Within the organisation there are two dimensions of change - Organisational and Technological. | | Books | | |
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Guidebook to Organisational Change Management | 3 Step Process Web Book |
Guidebook to Technology Change Management | 3 Step Process Web Book |
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Enterprise Engineering |
Changes to the technical and organisational infrastructure in support of (or to enable) new process designs will invariably impact the entire enterprise. Enterprise Engineering is always a cross-functional endeavour. Success requires the active participation of functional staff, technical staff, and human resource and organisational specialists. The process owner should have been designated to lead this cross-functional effort to ensure that the needs of the enterprise as expressed in terms of mission, goals, and objectives are foremost in the minds of the enterprise engineering team. | | Books | | |
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Guidebook to Enterprise Engineering | 5 Step Process Web Book |
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Metric Definitions |
The world is full of measurement and whether based on financial, customer
service, quality or sales having a solid understanding of the meaning of
terms is essential to clarity of objectives and realisation of missions.
The basis of balanced scorecards is to gain a balance between different
measures within an organisation. | | Books | | |
| Performance Measurement Terms and Metric Classifications |
Web Book |
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Process Improvement Levels |
Improving business processes requires that you adopt a defined system of process assessment and qualification with designations ranging from unknown status to world-class. These classifications can then be incorporated into your benchmarks and surveys. | | Books | | |
| Process Improvement Levels | 8 Level Process Web Book |
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Executing a Project involves the installation and deployment of the improved process throughout the organisation. The entire installation and deployment process must be exceedingly well planned and flawlessly executed. Any critical problems can disrupt business operations, confuse and frustrate stakeholders, and result in irreparable harm to the enterprise as a whole. Most (re)engineering projects that ultimately fail do so because of poor project planning and execution. | | Books | | |
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Guide book to Project Execution | 5 Step Process Web Book |
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SIGNPOST Business Performance Improvement Framework |
Looking at business processes requires a structured and systematic application of concepts and theories. SIGNPOST is an encapsulation of the best practices of those theories encompass modelling techniques, management communications, employee empowerment and ABC, BSC, BM, BPR, and SA. This SIGNPOST guidebook is a compilation of many of all the web-books on this page consolidated for easy reference and a demonstration of the improvement sequence. | | Books | | |
| Guidebook to
the complete SIGNPOST Performance Improvement Framework | Consolidated Web Book |
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Strategy Analysis |
Strategic Analysis (SA) leading to Strategic Business Planning (SBP) is the creation of the vision, mission and goals within the context of an organisations environmental and internal analysis. Techniques that assist include building portfolio and capability matrices, analysing innovation and corporate entrepreneurship that will lead to the undertaking of strategic change to an organisation. | | Books | | |
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Guidebook to Strategic Business Planning | 5 Step Process Web Book |
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Surveys |
Surveying your organisation is an essential step in developing a culture of improvement. These surveys are quick and easy measures that should be regularly undertaken to provide insights into your improvement efforts. | | Books | | |
| Surveys | 4 Assessment Questionnaires Web Book |
Survey Scoring | 4 Assessment Scoring Criteria Web Book |
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Total Quality Management |
Total Quality Management (TQM) is the focusing on continual quality of
business processes.
| | Books | | |
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Total Quality Management |
Web Book |
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Work Breakdown Structure |
The performance improvement process is a straight forward linear structure that can be expressed as a work breakdown structure (WBS). | | Books | | |
| Work Breakdown Structure | 4 Phase, 25 Step Process Web Book |
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