scholarly journals FRAMEWORK COBIT 4.1 UNTUK AUDIT SISTEM INFORMASI PADA PERWAKILAN BADAN KEPENDUDUKAN DAN KELUARGA BERENCANA NASIONAL (BKKBN) PROVINSI ABCD

2018 ◽  
Author(s):  
Indah Hartati
Keyword(s):  
Family Planning ◽  
Performance Measurement ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Family Welfare ◽  
Main Task ◽  
Key Performance Indicator ◽  
National Plan ◽  
Process Maturity ◽  
Equipment And Supplies

Agency 's National Population and Family Planning (BKKBN) ABCD Province (BKKBN) has the main task to prepare a national plan policies sceara comprehensive and integrated so as to realize a happy little family welfare by limiting the number of births and spacing pregnancies by making family planning. At this time there is no information system audit in Sub Section Equipment and Supplies, especially on the level of service performance measurement procurement, maintenance, care and borrowing that can meet the needs of the organization, so that institutions do not yet know with certainty the existence of problems in the procurement of services, maintenance, maintenance must be addressed. Performance measurement refers to the standard COBIT 4.1 framework on Domain DS1, DS10 and DS12.Key Performance Indicator (KPI) DS 01 that must be implemented are: Increased operational services to the user continuously. Review agreements and contracts every 1 week in order to stay updated information systems technology. Key Performance Indicator (KPI) DS10 that must be implemented are: Training/training to address the issues/problems that are routinely encountered has been done faithfully 3 (three) months. DS12 implemented Key Performance Indicators monitoring the use of the assets given, supervision of the use of formal facilities, evaluation/monitoring.The results obtained conclusions, the DS1, DS10 and DS12 on Domain Delivery and Service are supplied by the Sub-Section Equipment and Supplies to the BKKBN ABCD Province in general are defined at the level of process maturity, there is evidence that the institution is aware of the problems that must be addressed, and have been processed using methods that have been standardized in the solution, has clearly defined the steps that will be used to support the service . In general, the approach to the management of the process has been well organized.

Key Performance Indicators Analysis for Quay Container Crane Performance Assessment (Case Study at Jakarta International Container Terminal)

2021 ◽  
Vol 2 (2) ◽  
pp. 115
Author(s):  
Mufti Imam Pekih ◽  
Adelina Sembiring ◽  
Sugeng Santoso
Keyword(s):  
Performance Indicators ◽  
Performance Indicator ◽  
Container Terminal ◽  
Management Tool ◽  
Container Port ◽  
Key Performance Indicator ◽  
Heavy Load ◽  
Container Loading ◽  
Container Crane ◽  
Loading And Unloading

<p><span lang="PT-BR">PT Jakarta International Container Terminal (JICT) is the largest container port in Indonesia. Currently, JICT capacity is 2.5 million TEUs (Twenty-foot Equivalent Units) per year, it continues to strive to improve international services and is supported by adequate container loading and unloading equipment. The requirement to establish common standards in different types of container port equipment and identify performance indicators to assess the performance of container handling equipment has increased. Although the Quay Container Crane (QCC) operating system may be different at each container terminal, there are similarities in its main movements, namely: Main Hoist, Trolley, Gantry, and Boom. By knowing the clock metric for each movement, it is possible to determine the Key Performance Indicator (KPI) that has been adopted and assess the performance of the Quay Container Crane (QCC). The results of the study identified that the value of MMBF (Mean Move Between Failures) decreased due to the accumulation of long-lasting heavy load operations, while the number of maintenance activities for machine parts and working hours continued to increase. Key Performance Indicator (KPI) as a management tool can guide QCC inspections and the results can provide useful insights for improving the performance of equipment and container loading and unloading operations in the future.</span></p>

scholarly journals Design of Batik Crafts Industrial Performance Measurement Model in Wukirsari Region Bantul

2018 ◽  
Vol 4 ◽  
Author(s):  
Yasrin Zabidi
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Problem Formulation ◽  
Measurement Model ◽  
Measurement Instruments ◽  
The Balanced Scorecard ◽  
Craft Industry ◽  
Initial Research

One important factor in influencing the progress and decline of an industry is the performance factor. Performance issues are not only important for middle-to-upper-level companies and large companies, but also important for small and medium industries such as the batik craft industry in the Wukirsari region, Bantul. Given the importance of performance, researchers tried to design a performance measurement model of the batik craft industry in the Wukirsari region, Bantul with the aim of identifying performance criteria, determining performance indicators, formulating performance indicators, and making performance measurement instruments. The steps in this study are divided into four phases, namely the initial research phase and problem formulation, the design phase, the analysis phase and the conclusion phase. The initial research phase and problem formulation include, the profile of the batik craft industry in the Wukirsari region, Bantul, the current performance evaluation system, problem formulation and research objectives. The design phase includes the design process of the performance measurement model with the Balanced Scorecard method which includes setting strategic objectives, establishing performance indicators (key performance indicators), determining performance indicator formulas, making performance measurement instruments. Analysis phase includes KPI analysis and strategy map analysis. Conclusion phase includes conclusions from the results of research and suggestions for the batik craft industry in Wukirsari, Bantul. From the results of the study obtained four performance perspectives based on the balanced scorecard, namely financial, customer, internal business processes, learning and growth. five, namely: increased sales growth, high customer satisfaction, improved system and better work processes, the creation of a good work climate, and increased employee productivity.There are seven performance indicators formed, namely: the rate of sales growth, the level of customer satisfaction, level of compliance with customer complaints, percentage of defective products, number of new products, level of job satisfaction, and employee productivity. The establishment of a performance measurement worksheet, so that the performance values of each performance indicator and total performance can be known in a certain period.Keywords: Performance, Measurement, Batik

scholarly journals Rancangan sistem pengukuran kinerja untuk penentuan key performance indicator dengan metode Balance scorecard

2020 ◽  
Vol 12 (2) ◽  
pp. 248
Author(s):  
Lucky Setiawan ◽  
Yuliani Fauziah
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Evaluation Method ◽  
Corporate Strategy ◽  
Performance Indicator ◽  
Production Costs ◽  
Success Factor ◽  
Key Performance Indicator ◽  
Labor Costs ◽  
The Balanced Scorecard

This research adopts the Vision and Mission of a textile company headquartered in Tangerang. This company produces producing polo shirts, golf shirts, track suits, sweat shirts, and pants using materials such as single jersey, pique, lace in cotton, polyester, and others. The company's vision and mission can represent other textile companies that have the same processes and products. The characteristics of textile companies that have processes with human skill factors become critical points that are difficult to replace with robot technology. This has an impact on the needs of a large number of human resources in the industry. The increase in labor costs which always increases every year has a very significant impact on production costs. Thus, expansion is one of the critical factors to be used as a top management strategy in determining the current KPI items. The Balanced Scorecard is a performance evaluation method that can meet these expectations. The design of company performance measurement in this study begins with the translation of the company's vision and mission, secondly, making a proposed corporate strategy using the PQCDSME approach (profit, quality, Cost, Delivery, Service, Moral, Environment). Third, calcify the company's strategy into the perspective of the balanced scorecard. Fourth, the decision making process to determine KPI items using the brainstorming method. Fifth, determining the critical success factor and key performance indicator. Other factors are also compared between the achievement of the previous year as an illustration of determining a target. So the target given will be in accordance with the SMART rules (speciefic, measurable, achievable, realistic and timely). The results are obtained with 4 criteria (financial, consumer, internal business processes, learning and growth). This performance measurement produced 19 key performance indicators, consisting of 6 financial perspective indicators, 1 customer perspective indicator, 7 internal business process perspective indicators, and 5 growth and learning perspective indicators.

scholarly journals Key Performance Indicators Of Public Universities Based On Quality Assessment Criteria In Thailand

2011 ◽  
Vol 4 (9) ◽  
pp. 9 ◽  
Author(s):  
Kritsana Sukboonyasatit ◽  
Chaiwit Thanapaisarn ◽  
Lampang Manmar
Keyword(s):  
Quality Assessment ◽  
Performance Indicators ◽  
Public Universities ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Public University ◽  
Key Performance Indicator ◽  
The Public ◽  
Corporate Goals ◽  
Strategic Context

The research objective was to develop public universities key performance indicators. Qualitative research and interviews were employed with each public universitys senior executive and quality assessors. The sample group was selected by the office of the public sector development commission and Thailands public universities can be separated into three groups based on their quality assessment score: 1) the high scoring group, 2) the moderate scoring group, and 3) the low scoring group. The results showed that the high scoring group had set a clear strategic context such as vision, mission, core values and corporate goals. In the case of the moderate scoring group it was found that some sections of the strategic context, such as the vision and mission, had already been defined, but corporate goals were yet to be determined. The strategic context was not clear and remained inactive for the low scoring group. In additional, each public university should establish two different sets of key performance indicators; first, a common key performance indicator which is aligned with the public university mission to enhance macro education, and which can be separated by five assessment perspectives as follows: 1) to produce graduates, 2) to promote and expand the universitys research, 3) to provide academic services, 4) to preserve and promote the arts, culture and heritage, and 5) to manage the university. The second specific key performance indicator should be aligned with the universitys strategic context, especially its vision and goals.

Information security governance as key performance indicator for financial institutions

2009 ◽  
Vol 38 (38) ◽  
pp. 161-167 ◽  
Author(s):  
Dmitry Kryukov ◽  
Raimonds Strauss
Keyword(s):  
Information Security ◽  
Financial Performance ◽  
Financial Institutions ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Financial Institution ◽  
Key Performance Indicator ◽  
Security Governance ◽  
Stakeholder Groups ◽  
Information Security Governance

Information security governance as key performance indicator for financial institutions Due to their nature financial institutions and their performance are in constant focus of attention from different stakeholder groups. These groups according to their functions and interests are implementing different sets of key performance indicators for financial institution performance assessment. In the proposed paper authors present a hypothesis of information security governance being a financial institution key performance indicator. Authors provide high level overview of existing situation in key performance indicator domain for financial institutions. The overview of stakeholder groups interested in financial institution performance management is provided. In the same way as corporate governance is treated as financial and operational performance reflecting and influencing factor, information security governance as a component of corporate governance, according to authors' opinion, should be treated as key performance indicator for financial institutions. In the paper the most indicative financial performance indicators as well as their calculation methods are defined for financial institutions. The paper contains overview of information security assessment models and researches in this field. Authors have chosen information security maturity model to use in testing hypothesis. The paper contains description of calculation methodology for financial performance indicators and information security maturity indicators. The hypothesis has been proved performing analysis of correlation between calculated financial performance indicators and information security governance model indicators for chosen Latvian financial institutions.

scholarly journals PERANCANGAN KEY PERFORMANCE INDICATORS KINERJA SUPPLY CHAIN PT. XYZ DENGAN PENDEKATAN BALANCED SCORECARD

2018 ◽  
Vol 5 (1) ◽  
Author(s):  
Joko Hardono
Keyword(s):  
Supply Chain ◽  
Balanced Scorecard ◽  
Analytical Hierarchy Process ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Key Performance Indicator ◽  
Hierarchy Process

Pengukuran kinerja Supply Chain PT. XYZ hanya melihat dari produktivitas perusahaan. Produktivitas hanya mampu mengukur kinerja proses internal, pada proses internal dalam satu hubungan rantai pasok. Perusahaan perlu merancang model pengukuran kinerja supply chain secara keseluruhan dan terintegrasi dalam suatu hubungan kausal, mulai dari pemasok, proses internal kepada pelanggan, untuk mengetahui efektivitas perusahaan rantai pasokan. balanced scorecard memenuhi perspektif yang diperlukan. Model balanced scorecard digunakan sebagai kerangka kerja untuk merancang Key Performance Indicator (KPI) dari kinerja supply chain PT. XYZ. KPI adalah desain berdasarkan 4 perspektif, yaitu: proses internal, pelanggan, pembelajaran dan pertumbuhan dan perspektif keuangan. Pembobotan untuk menentukan prioritas antara perspektif dan KPI dilakukan dengan menggunakan Analytical Hierarchy Process (AHP). Hasil dari analisis dihasilkan 20 KPI. perspektif proses internal yang berisi 9 KPI dengan berat total 21,0%, perspektif pelanggan berisi 6 KPI dengan berat total 42,6%, Belajar dan perspektif pertumbuhan berisi 4 KPI dengan berat total 17,5%, perspektif Pemegang Saham mengandung 1 KPI dengan total berat 19,0. Kata kunci: Key Performance Indicator, Supply Chain, Balanced Scorecard, Analytical Hierarchy proceses

scholarly journals Chapter 2 of Network Performance and Quality of Service: Determination of Key Performance Indicator (KPI)

2018 ◽  
Author(s):  
Sigit Haryadi
Keyword(s):  
Performance Indicators ◽  
Network Performance ◽  
Performance Indicator ◽  
Quality Parameters ◽  
International Standards ◽  
Telecommunication Service ◽  
Key Performance Indicator ◽  
Target Values ◽  
Qos Parameters

Contents of the Chapter: 1.The contents of Telecommunication Service Performance Indicators; 2.Procedure of Key Performance Indicators Determination; 3.Target Values Determination; 4.Examples of the KPI (Key Performance Indicator); 5.Details of Quality Parameters in the Various International Standards; 5.1.ITU-T QoS Parameters; 5.2.ETSI- QoS Parameters; 5.3.3GPP QoS Parameters; 5.4.GSM Association Parameters

scholarly journals DOES MARKETING RELATE TO FINANCE? – “MARKETING IS FINANCE?” THEORETICAL PERCEPTION

2014 ◽  
Vol 9 (2) ◽  
Author(s):  
Elvira Fetahu
Keyword(s):  
Value Chain ◽  
Performance Indicators ◽  
World Wide ◽  
Performance Indicator ◽  
Key Performance Indicator ◽  
Market Evolution ◽  
Financial Metrics ◽  
The World ◽  
Wide Experience

As market develops and grows continuously and internationalizes, the confusion among companies increases regarding their orientation of the business. They find it each day more difficult to grab new shares in the market, to capture and gain new customers, to hold their clientele, to increase continuously their customers’ satisfaction, to position properly in the market and to face competition, as well as to answer to the spontaneity of the market evolution.  This tells for an increasing role of marketing in the companies’ organization, and of course in their performance and profitability. Even this necessity, the top management and other departments, but especially the finance ones are often debating on the marketing role and its contribution in the overall profit of the company, as marketing is very much oriented and familiar with performance indicators rather than financial results and profit in itself. There are views recently which emphasize that marketing is finance too, as it completes the value chain and realizes indirectly all the company’s targets. To this logic it has become necessary to measure its performance not only using marketing KPI (Key Performance Indicator) but financial metrics too. The study aims to show the reasons why marketing and finance are closely related and why “marketing is finance”. This is a deduction-induction-deduction theoretical review and treatment of the question, based on some facts and arguments both, from the world wide experience, as well as from Albanian reality of business and marketing.

scholarly journals Identification and Ranking of Key Performance Indicators in Building Construction Projects in Kenya

2021 ◽  
Vol 11 (1) ◽  
pp. 6668-6673
Author(s):  
M. Mbugua ◽  
P. O. Ajwang' ◽  
M. Winja
Keyword(s):  
Performance Indicators ◽  
Environmental Performance ◽  
Construction Projects ◽  
Performance Indicator ◽  
Key Performance Indicators ◽  
Building Construction ◽  
Relative Importance ◽  
Key Performance Indicator ◽  
Analytical Hierarchical Process ◽  
Pair Wise Comparison

Building construction projects suffer from many dangers such as cost and time overruns. A major reason for the failure of such projects is the lack of measurements of the construction performance. There is usually a disparity of judgment among the stakeholders when it comes to the perception of failure and success of a building construction project because it is based on personal indices. The aim of this study is to identify and rank the key performance indicators in their relative importance as a way to assist in building construction performance. A thorough literature review was conducted and 10 key performance indicators were identified. A questionnaire survey and interviews were used to collect data and the results were analyzed using the analytical hierarchical process, pair-wise comparison. As a result, the highest prioritized key performance indicator was safety, followed by time effectiveness and client satisfaction. The least prioritized key performance indicator was the environmental performance. The results of this paper may serve as a guideline in improving building construction projects.

Sign in / Sign up

Export Citation Format

Share Document