scholarly journals Is Performance Improvement possible by generating high levels of Focus in Individuals to create Flow?

2016 ◽  
Vol 6 (1) ◽  
pp. 290
Author(s):  
Eddie John Fisher ◽  
Yorkys Santana Gonzalez ◽  
Eddie Fisher
Keyword(s):  
Performance Improvement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Necessary Condition ◽  
Improve Performance ◽  
Management Skill ◽  
Performance Levels ◽  
Team Members

<p class="ber"><span lang="EN-US">The ability to improve performance levels at work through the development of flow has the potential to become a new management skill for managers. The outcome of this research suggests that managers can achieve higher performance levels in each of their team members. It is a necessary condition that they, for example, lead them by example, allow people to act within their abilities, show them how to mask distractions and create mental and emotional fitness within people’s minds. It appears that more than one component of flow is necessary to develop what is generally referred to as a state of flow. The outcome of this research suggests that the contribution flow makes to performance improvement can be measured through appropriate Key Performance Indicators (KPIs). </span></p>

Benchmarking plant operation and instrumentation, control and automation in the wastewater industry

2002 ◽  
Vol 2 (4) ◽  
pp. 163-171
Author(s):  
P. Ingildsen ◽  
P. Lant ◽  
G. Olsson
Keyword(s):  
Wastewater Treatment ◽  
Wastewater Treatment Plant ◽  
Performance Indicators ◽  
Wastewater Treatment Plants ◽  
Treatment Plant ◽  
Key Performance Indicators ◽  
Dominant Factor ◽  
Improve Performance ◽  
Plant Operation ◽  
Volume Energy

Benchmarking is an effective tool to compare the performance of full-scale wastewater treatment plant operation. In this study, 29 wastewater treatment plants from eight countries were surveyed with the aim of developing some key performance indicators, which may be used for benchmarking purposes. The level of utilisation of instrumentation, control and automation (ICA) has also been measured. The study of ICA utilisation revealed that on average only 23% of all sensors are used for online control. For most parameters, ICA is not the single dominant factor determining performance, although it is the factor that has the highest potential to improve performance. Eighty percent of the participating plants had implemented new control during the last five years leading to improvements in nitrogen and phosphorous removal, energy efficiency and ease of operation. The survey has quantified how “non-standardised” wastewater treatment plant operational practice is. Some simple key performance indicators are derived that relate the level of removal of ammonium, total nitrogen, phosphorous and suspended solids to the resources needed for their removal, i.e. volume, energy, organic matter and precipitation chemicals. Several indicators are suggested for each substance. The indicators show a great difference from the best to the poorest performance indicating that improvement potentials exist at many plants.

scholarly journals Stakeholders' perception of key performance indicators (KPIs) of Public-Private Partnership (PPP) projects

2013 ◽  
Vol 3 (2) ◽  
pp. 27-38 ◽  
Author(s):  
Olabode Ogunsanmi ◽  
Keyword(s):  
Performance Indicators ◽  
Sampling Technique ◽  
Key Performance Indicators ◽  
Project Performance ◽  
Public Private Partnership ◽  
Technological Advancement ◽  
Improve Performance ◽  
Private Partnership ◽  
Significant Difference ◽  
Structured Questionnaire

The study investigates key performance indicators (KPIs) that could improve performance of public-private partnership PPP)projects in Nigeria. The study objectives include a comparison of stakeholders’ perception on KPIs and to investigate if significant difference exists between stakeholders’ perceptions on most KPIs. A structured questionnaire was used to collect information from various respondents who were recently involved in PPP projects. Random sampling technique was used to select forty-five (45) respondents out of which thirty-one (31) responses were used forthe data analysis. The results indicate that top KPIs for performance improvement are levels of design complexity and technological advancement,and return on investment. Stakeholders agree on most of the rankings of the KPIs. The general perception of stakeholders was similar on most KPIs except for a few divergent opinions. The study findings have an implication for policy and decision making such that stakeholders could pay special attention to the KPIs identified, that could improve construction project performance. Finally the study recommends further research to explore KPIs for other procurement options.

scholarly journals Distributed Project Team Key Performance Indicators

2020 ◽  
pp. 111-117
Author(s):  
Natalia Krasnokutska ◽  
Tetiana Podoprykhina
Keyword(s):  
Performance Indicators ◽  
Performance Metrics ◽  
Key Performance Indicators ◽  
Project Team ◽  
Team Members ◽  
Significant Challenge ◽  
Specific Focus

Distributed projects provide major benefits in terms of tapping team members' competencies around a globe, but still they represent a significant challenge for coordinating and monitoring teams' performance. This paper investigates distributed projects with a specific focus on performance metrics. As the result of the research, the list of suggested Key Performance Indicators (KPIs) are given to manage distributed project team as well as described the process to define project KPIs and maintain them.

Feedback als middel voor het bevorderen van teamprestatie en teamleren

2006 ◽  
Vol 19 (3) ◽  
Author(s):  
Wieby M.M. Altink ◽  
Carin J.H. Bossink ◽  
Hanneke. J.A. Bulthuis ◽  
S. Jansma
Keyword(s):  
The Netherlands ◽  
Performance Improvement ◽  
Performance Indicators ◽  
Meta Analysis ◽  
Effect Sizes ◽  
Research Projects ◽  
Team Members ◽  
And Performance ◽  
Practical Implications

Feedback as a method for improving the performance and learning of teams Feedback as a method for improving the performance and learning of teams Wieby M.M. Altink, Carin J.H. Bossink, Hanneke. J.A. Bulthuis & S. Jansma, Gedrag & Organisatie, Volume 19, September 2006, nr. 3, pp. 272-289 Teamwork is essential nowadays. Already in 1992 about 82% of the organizations stated to work with teams. Most organizations want to improve teamwork in order to improve on their business, but also to develop the competencies of their employees. In this study two research projects from the Netherlands are discussed that tackled the relation between feedback (individual and team related) with performance (as judged by team members themselves). We find a relation between feedback and performance indicators. Effect-sizes are corresponding to other (meta-analysis) studies. The results are discussed in relation to methods to account on performance improvement within organizations. Theoretical and practical implications are also discussed.

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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