Construction of Key Performance Indicators in the Balance Score Card Approach - (A Case Study) on Adoption of the CMMI Methodology
Date Issued
2009
Date
2009
Author(s)
Wu, Chuyan-Fu
Abstract
The Taiwan enterprises are on the enormously external environment change which causes the management needs to face the unprecedented challenge. The enterprises are striving for the survival and seek kinds of development strategy to improve the competitive ability. The enterprises begin to implement the Balanced Scorecard, BSC, to achieve their competitive capacity strategy. With adopting finance aspect, the customer aspect, the internal work flow aspect and the learning aspect, the enterprises can construct and identify a balance development strategy of organization as well as clear the goal of the organization strategy. By execution of the series of plans developed by BSC, the enterprises can achieve their business goal. However, the most important and difficult of the developing of BSC is to construct the rule and measurement of the Key Performance Indicator, KPI. The methodology of Capability Maturity Model Integration, CMMI, is the key approach for software organization to assist the project management for reducing task rework, and improving the quality management of software. Upon CMMI level second, the flow of Measurement and Analysis, and level fourth, Quantification Performance Management, CMMI has the remarkable correlation on helping BSC on development the key performance indicators. The purpose of this research is to construct the enterprise key performance Indicators by using CMMI methodology as a foundation to build up a model which can help on accomplishment the strategy of the enterprises. In and improve the performance of the organizations.
Subjects
Balanced Scorecard
CMMI
KPI
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