We don't just measure performance to know we're making progress. We measure other things too, to monitor our processes, to modify our behaviours, and to celebrate achievements. So for a little side-step to the usual performance measurement stuff, let's explore the world of progress monitoring.

Mission statements really ought to state the ultimate purpose of an organisation - its desired impact on its customers. To know if an organisation is fulfilling its mission (and isn't that important to know?), it needs to be measured. But most mission statements are immeasurable.

We might all measure customer satisfaction or NPS, but neither of these help us monitor specifically what is most important to our customers. Here's how to figure out the most important things to measure for your customers.

Some governments and other organisations not driven by profit use versions of program logic or outcomes models. But just because they use a logic or outcome model, doesn't mean they automatically get great KPIs.

Project performance measurement isn't just on-time and on-budget. Here are 7 ways for how to measure project performance meaningfully. (more…)

When I first started my career in performance measurement, the Balanced Scorecard was the new thing. I was really excited at first, as it was being heralded as the best methodology for measuring organisational performance that had ever been developed. I was the Measurement Consultant in Queensland Rail at that time, and my hope was that I’d found the guidance I’d been looking for to lead my col...

Imagine there is a universe of measures. It's the all-encompassing collection of anything an organisation happens to measure. Navigating through the universe of measures, to decide how, when, why and whether to use each of them, is a massively overwhelming task.

Lots of organisations are paralysed part-way through their KPI implementation. They started with all good intentions, but now they have dead and dying measures trapped in the KPI column of their strategic and operational plans, never to see the light of day.

What's the real role of performance measurement? To serve the bureaucratic machine? To keep an eye on employees? To hold executives accountable? Does the role change depending on whose measuring and what they're measuring? I don't believe so. I believe that performance measurement's role is universally comprised of three specific things.

One mistake organisations make in performance measurement is to not have a real KPI methodology. They treat measuring performance as an ad hoc activity or event. But when you do adopt a performance measurement methodology, another mistake is to do too ...