scholarly journals La inteligencia de negocios: una estrategia para la gestión de las empresas productivas. // Business intelligence: a strategy for the management of productive enterprises.

Ciencia Unemi ◽  
2017 ◽  
Vol 10 (23) ◽  
pp. 40
Author(s):  
Diego Marcelo Cordero Guzman ◽  
Guillermo Rodríguez López
Keyword(s):  
Balanced Scorecard ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Best Practice ◽  
Organizational Management ◽  
Key Performance Indicators ◽  
Strategic Objectives ◽  
Local Companies

El trabajo propone determinar un conjunto de indicadores acerca del desempeño de las empresas productivas del Cantón La Troncal, provincia del Cañar, Ecuador, para usar la “Inteligencia de Negocios” (Business Intelligence BI) como una mejor práctica que apoye la gestión organizacional y la consecución de los objetivos estratégicos. Para ello primero se levantó información en empresas locales, en base a una muestra específica, con instrumentos del tipo cuestionario y entrevista. Luego, a partir de la información obtenida se diseñó un cuadro de mando integral (Balanced Scorecard) con los indicadores claves de desempeño más significativos para las empresas de la muestra, de modo que se puedan implementar con los servicios multidimensionales que ofrecen las herramientas de Inteligencia de Negocios. Finalmente, los informes se representaron en tableros de control, con un rango de granularidad fino, que permitan a los directivos tomar decisiones claras, reduciendo el grado de incertidumbre. ABSTRACTThe paper aims to determine a set of indicators about the performance of productive enterprises in Canton La Troncal, province of Cañar, Ecuador, to use “Business Intelligence” (Business Intelligence BI) as the best practice that supports organizational management and achievement of the strategic objectives. For this purpose, information was first collected through a survey that was carried out in local companies, based on a specific sample, with questionnaires and interviews. Then, based on the information obtained, a Balanced Scorecard was designed with the most significant key performance indicators for the companies in the sample, so that they can be implemented with the multidimensional services offered by business intelligence tools. Finally, the reports were presented in control panels, with a fine granularity range, which allow managers to make clear decisions, reducing the degree of uncertainty.

scholarly journals Prototype Sistem Informasi Pengukuran Kinerja Fakultas Dengan Menggunakan Balanced Scorecard Studi Kasus: Fakultas Sains Dan Teknologi UIN Jakarta

2018 ◽  
Vol 11 (2) ◽  
pp. 127-138
Author(s):  
Tomi Hardi
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Performance Measurement System ◽  
Strategic Objectives ◽  
The Balanced Scorecard

ABSTRAK Pengukuran kinerja adalah hal yang penting bagi manajemen dalam melakukan evaluasi performa dan perencanaan perguruan tinggi. Salah satu metode untuk mengukur kinerja tersebut adalah dengan balanced scorecard. Fakultas Sains dan Teknologi  sebagai sebuah fakultas yang memiliki visi dan misi belum memanfaatkan Sistem Pengukuran Kinerja (SPK) untuk mengetahui sudah sejauh mana visi dan misi itu terlaksana. SPK yang baik haruslah terintegrasi untuk semua unit dan aktivitas di fakultas . Indikator kinerja yang terbentuk tidak hanya berupa indikator kinerja finansial (keuangan) tetapi juga indikator kinerja nonfinansial. Oleh karena itu peneliti mencoba merancang system pengukuran kinerja dengan melibatkan indikator kinerja financial dan nonfinansial. Prores perancangan SPK menggunakan model Balanced Scorecard , yaitu keseimbangan antara finansial dan nonfinansial dengan didasarkan pada langkah-langkah (framework) yaitu penetapan arsitek pengukuran, penentuan tujuan strategis (strategic objectives) dari masing-masing perspektif (finansial, pelanggan, proses bisnis internal, belajar dan tumbuh), penentuan Key Performance Indicators (KPI) dan penentuan target. Untuk melakukan penilaian kinerja adalah menggunakan lembar kerja pengukuran kinerja yang dirancang sedemikian rupa sehingga dapat memberikan gambaran mengenai kinerja. hasil dari penelitian ini yaitu implementasi  dalam bentuk software diharapkan mampu mempercepat proses analisis Balanced Scorecard itu sendiri dan memberikan nilai tambah yaitu berupa competiteve advantage dalam persaingan bisnis, sehingga dapat dijadikan sebagai salah satu sistem pendukung keputusan di tingkat manajerial. ABSTRACT Performance measurement is important for management to evaluate the performance and college planning. One method is to measure the performance of the Balanced Scorecard. Faculty of Science and Technology as a faculty that has the vision and mission have not been utilizing the Performance Measurement System (DSS) to determine the extent to which the vision and the mission was accomplished. Good SPK be integrated to all units and activities in the faculty. Performance indicators are formed not only in the form of financial performance indicators (financial) but also non-financial performance indicators. Therefore, researchers tried to design a performance measurement system involving financial and non-financial performance indicators. ProRes DSS design using a model of the Balanced Scorecard, which is a balance between the financial and nonfinancial measures are based on the (framework) that the determination architect measurements, determination of strategic objectives (strategic objectives) of the respective perspectives (financial, customer, internal business processes, learning and growing), the determination of Key Performance Indicators (KPI) and the determination of the target. To conduct performance appraisal is to use performance measurement worksheets are designed such that it can provide a picture of performance. the results of this study are in the form of software implementation is expected to accelerate the analysis process itself and the Balanced Scorecard provide added value in the form of competiteve advantage in a competitive business, so it can be used as a decision support system at the managerial level.  

Developing key performance indicators for hospital facilities management services: a developing country perspective

2020 ◽  
Vol 27 (9) ◽  
pp. 2715-2735 ◽  
Author(s):  
Daniel Amos ◽  
Cheong Peng Au-Yong ◽  
Zairul Nisham Musa
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Principal Component ◽  
Key Performance Indicators ◽  
Public Hospitals ◽  
Facilities Management ◽  
Content Type ◽  
Significant Difference ◽  
Level Of Importance

PurposeKey performance indicators (KPIs) help to monitor performance, thereby revealing the gap between planned and executed results relative to organizational objectives. The purpose of this paper is to develop KPIs for performance measurement of facilities management (FM) services in public hospitals.Design/methodology/approachFollowing a comprehensive literature review of KPIs in FM, a set of KPIs were first selected. This was then subjected to content validation by experts. Thereafter a questionnaire survey was conducted to identify participants perception on the level of importance of the proposed KPIs. The main analytical tool used was SPSS factor analysis/principal component extraction.FindingsAdapting an expanded balanced scorecard typology, the paper identifies 17 KPIs, which are useful for performance improvement of FM. The study also introduces new financial dimensions beyond the traditional cost and profit-centered metrics.Research limitations/implicationsThe study was limited to three FM services. Although the results of the Kruskal–Wallis test shows no significant difference in the level of importance on more than 80% of the indicators, larger sample is required in future studies to examine indicator preference for the respective services. An empirical study to test the proposed indicators to measure FM performance could also be a next step.Originality/valueThe paper presents the first step to develop performance indicators, which are of relevance to FM performance measurement and could be utilized to improve performance. The indicators are largely generic and can easily be adapted by other FM service sectors for performance measurement.

A Strategic Information System to Facilitate the Use of Performance Indicators in Hospitals

1998 ◽  
Vol 11 (2) ◽  
pp. 80-91 ◽  
Author(s):  
D. Gordon ◽  
M. Carter ◽  
H. Kunov ◽  
A. Dolan ◽  
F. Chapman
Keyword(s):  
Information System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Indicator System ◽  
Management Teams ◽  
Strategic Information ◽  
Strategic Objectives ◽  
Complex Decision Making ◽  
Complex Decision ◽  
Strategic Information System

Hospital management teams receive voluminous data from a wide variety of sources, but are unable to distill the essential data they require to make good decisions. We have used a methodology which helps teams define and use important management data coupled with an information system that makes this data accessible. Results of our evaluation indicate that the process of developing a balanced scorecard (BSC) indicator system helps management teams to define meaningful strategic objectives and measurable performance indicators. The framework combined with the information acts as an integrating force, providing a shared understanding of the unit's goals. We conclude that a customized decision support system which integrates multiple measures in a BSC framework is a powerful tool for enabling complex decision making by a management team.

scholarly journals INFLUENCE OF PERFORMANCE CONTRACTING IN OPTIMIZING PROCUREMENT OF STATE CORPORATIONS IN KENYA

2019 ◽  
Vol 3 (4) ◽  
pp. 62
Author(s):  
Leonard Vwamu Agufa ◽  
Dr. Pamela Getuno
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicators ◽  
Monitoring And Evaluation ◽  
Key Performance Indicators ◽  
Multiple Regression Model ◽  
Performance Contracting ◽  
Descriptive Research ◽  
Specific Objective ◽  
Depth Study ◽  
The Subject

Purpose: The specific objective of the study was to assess influence of performance contracting in optimizing procurement of state corporations in Kenya.Methodology: This research study adopted a descriptive research design approach targeting heads of procurement at the 187 state corporations. This method was preferred because it allowed an in-depth study of the subject. The study preferred this method because it allowed an in-depth study of the subject. To gather data, structured questionnaire will be used to collect data from 104 respondents. Data was collected using self-administered questionnaires. The data collected was analyzed by use of descriptive and inferential statistics. Multiple regression model was used to show the relationship between the dependent variable and the independent variables. The data generated was keyed in and analyzed by use of Statistical Package of Social Sciences (SPSS) version 21 to generate information which was presented using charts, frequencies and percentages.Results: The findings of the study indicated that; key performance indicators, monitoring and evaluation, balanced scorecard and administration structures have a positive relationship with procurement optimization of state corporationsConclusion: Based on the study findings, the study concludes that performance of state corporations can be improved by key performance indicators, monitoring and evaluation, balanced scorecard and administration structures.Policy recommendation: the study recommended that public institutions should embrace performance contracting practices so as to improve their procurement optimization and further researches should to be carried out in other public entities to find out if the same results can be obtained.

scholarly journals Pre-conceptual-schema-based patterns for deriving key performance indicators from strategic objectives

2017 ◽  
Vol 37 (2) ◽  
pp. 120-128
Author(s):  
Carlos Mario Zapata Jaramillo ◽  
Luis Fernando Castro Rojas
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Business Success ◽  
Conceptual Schema ◽  
Strategic Objectives ◽  
Systematic Derivation ◽  
Derivation Process ◽  
Organizational Objectives

Performance measurement is crucial for achieving business success. Moreover, such success is also related to the fulfillment of the organizational strategic objectives. Hence, an adequate determination of relevant performance indicators—or key performance indicators (KPIs)—and their relationships to organizational objectives is needed. Even though several approaches for treating KPIs and objective-KPI relationships have been proposed, they exhibit some drawbacks associated with the lack of reusability and traceability. We attempt to fill this gap by proposing a set of patterns based on pre-conceptual schemas for supporting the systematic derivation of KPIs and their relationships to organizational objectives. In this way, the proposed patterns guarantee a reusable and traceable derivation process of a set of candidate KPIs from organizational strategic objectives. Lastly, we provide a lab study in order to illustrate the usefulness of this proposal.

An Integrative Framework for Strategic Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Mark Xu ◽  
G. Roland Kaye
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Competitive Intelligence ◽  
Integrative Framework ◽  
Strategic Intelligence ◽  
Intelligence Activity ◽  
Insight Into

This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.

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