| Success Factor |
Suggested PI |
| Improved cash flow |
%of those paying cash up front |
| |
%of new projects where payment up front received |
| |
Timing of billing on milestones e.g. if 5 days late result would be + 5 days etc. |
| |
%of customer balance to fees |
| |
No. of projects with all progress payments paid |
| Costs |
Costs of lost tenders Vs costs of won tenders |
| Measure success of tenders |
%of successful tenders |
| |
%of successful tenders a project group gets |
| |
Number of customers who increase consulting by xx% per quarter |
| |
Sales by manager |
| Managing the risk of customer’s project as a whole |
Number of regular risk management reviews prepared on time |
| |
Bad debt % to turnover |
| Evaluate political risk of overseas clients/jobs |
Number of overseas clients/jobs where risk review was not undertaken |
| Tracking of loss leaders |
Number of winning tenders which have created losses |
| |
Maximum % of overall revenue |
| |
Actual time spent as % of budget |
| |
$ spent as a % of budget |
| Improved profitability |
Profitability of service area Vs profitability of jobs |
| |
Total hours non billable pre contract |
| |
Evaluation performed on prospective clients |
| |
Budgeted time against actual time on weekly basis |
| |
%of profitability per project |
| |
%chargeable work/non recoverable |
| |
Collection ratio against progress payments |
| |
%complete to % billed by job |
| |
Value of work in progress $ |
| |
No. of days spent as stock in hand (uncharged) |
| |
% of projects passed post project budget audit |
| |
No./% of projects completed on time/budget |
| Strategic mix of business |
Minimum cash flow requirement |
| |
Acceptable levels of risk &tracking |
| Recovery of chargeable hours |
% of hours charged / % of recovery |
| |
Time sheets / invoiced / received cash |
| Better benchmarking |
Measure, report & publish |
| |
No./% of projects with industry benchmark action plans |
| Success Factor |
Suggested PI |
| Improved customer relationships |
%of communications not returned |
| |
Negative responses from site meetings |
| |
Number of contacts with customer during project and post-project success |
| |
Number of visits made |
| |
Number of hours in contact with client |
| |
Report on customer satisfaction of top 10 customers quarterly |
| |
Number of customer complaints |
| |
Number of customer referrals / new clients |
| |
Repeat business (No or $ within xxx timeframe) |
| |
New business – by occurrence type e.g. referrals |
| |
Response time to customer requests - duration between enquiry and response / resolution [hours] |
| Relationships with key clients |
$ revenue gained from top clients in the week |
| |
No. of weekly proactive visits to top 10 customers |
| Understanding client needs |
Number of variations to contract by type |
| Additional revenue generated by employees (measuring the business acumen of staff) |
Number of referrals by employees |
| Getting a larger slice of business from our important customers |
%of top 10 customers business |
| |
Top 10 clients measure % of dollar value business company has - Number of projects |
| Tender success |
%tenders accepted vs. tenders submitted |
| Meeting client expectations |
Expected milestone sign-offs versus those completed (e.g. on project 10 milestones with 4 signed off) |
| Client projects to budget and on time |
Actual projects on time [% of total] and cost vs. budget [% of budget] |
| |
%of projects completed vs. actual |
| |
Project actual costs vs. budget |
| Customer’s understanding of quality |
During project survey measuring top 5 customer quality standards |
| |
Post project survey measuring top 5 customer quality standards |
| Success Factor |
Suggested PI |
| Environmentally friendly culture and reputation (if known for environmental /community focus won’t attract clients who could damage that reputation) (community is potential source of business want them to support you) |
Timeliness of resource consents processing |
| |
Environment/ community awards won [No of instances in a week/month/quarter] |
| |
%of jobs that are environmentally friendly |
| |
Turnaround time of resource consent applications [days elapsed] |
| Community interaction (offering awards) |
Media coverage [No of instances in a week/month/quarter] |
| |
Photos in paper [No of instances in a week/month/quarter] |
| |
Students recruited [No of instances in a week/month/quarter] |
| Compliance with RMA and other statutes |
Number of incidents where senior management needed to instigate the remedial |
| |
Measure cost of obtaining consents |
| |
Measure number of projects that don’t need special consents (client = cost benefit) |
| “Bounce back” rate |
Consent return rate for rework and resubmission (no’s and $s) |
| Recognition by industry for environmental endeavours |
Number of entries to awards |
| Sponsorship |
Number of sponsorship projects undertaken by TSE and their value |
| Environmental incident / complaint free |
Number of complaints < cost of development |
| Public perception of the firm |
Number of complaints received in a week |
| Supporting local community |
Number of firms employees involved in working/up-skilling a local |
| |
%of locals used - measured project by project |
| |
$/hours donated to the community |
| Success Factor |
Suggested PI |
| Channeling innovation |
Number of innovations/suggestions |
| Continuous improvement in key processes |
Productivity% trends |
| Completion on time and to budget measure |
Number of projects meeting milestones - time and budget |
| Managers coming within budget |
%(chargeable) projects |
| Processing of time sheets |
%of time sheets processed within deadline |
| |
Publishing of names of late time sheets |
| |
Reporting errors e.g. time charged to closed/wrong jobs |
| Strategic mix of business |
Minimum cash flow requirement [$] |
| |
Acceptable levels of risk tracking [$ or No. of instances] |
| Tendering success |
%of successful / unsuccessful tenders |
| Accurate& timely invoices |
%of invoices processed within 1 week |
| |
%billed within 2 working days of project milestone |
| |
Number of uninvoiced progress payments due |
| |
Number of uninvoiced completion payments due |
| Recovery or chargeable hours |
%of hours chargeable |
| |
%of recovery |
| |
Time sheets/ invoices / received cash [$ of chargeable hours in] |
| |
$ Earnings per employee |
| Conversion rate of customer base |
%of business revenue tracking |
| |
Customer success factor [No of profitable customers] |
| Project reporting system |
Monitor report on project progress (overdue vs. on-time) [% on-time] |
| |
Percent completed time sheets |
| Contract review process |
Number of failed contracts not reviewed |
| |
Number of review results not reported |
| |
Number of completed projects reviewed |
| Invoicing on completion of milestone or progress |
Slippage between milestone completion and invoicing |
| Success Factor |
Suggested PI |
| Retention of senior staff |
Staff turnover especially senior staff |
| Learning from projects |
Number of post project reviews /debriefs |
| Increase cross skilling |
NMAP |
| Overseas and “fun” factor |
Number of days working overseas on jobs |
| Staff experience |
Number of cumulative work experience (years) in current management team |
| Achieve appraisal goals |
Number of goals achieved versus goals set |
| Flexible environment |
%of staff working flexible hours |
| |
No. of projects completed within time frames |
| |
Measure satisfaction with work hours |
| |
Customer satisfaction that core office hours are covered |
| Staff retention |
%staff turnover compared to industry standards |
| |
Employee satisfaction survey |
| |
Mentoring- number of recognition handouts |
| |
Training(professional development) - % of remuneration package or Caperers employee |
| |
Skill quotient measurement |
| Level of staff turnover |
Turnover statistics [% or No.] |
| Staff morale |
%participation in staff functions |
| |
Number of absenteeism and lateness |
| Self managing project teams |
Average age |
| |
Diversity of skills |
| |
Post project feedback |
| |
Number of self managing projects successfully completed |
| Supporting balanced working & non-working life |
Survey |
| |
Mercantile |
| |
Community involvement |
| |
Social club functions - attendance [No.] |
| |
Support service |
| Employee recognition |
Number of successful projects |
| |
Number of employees rewarded |
| Age / experience staff profile |
Measure profile / statistics |
| Staff empowerment |
Training needs met |
| |
Staff involved in suggestions of improvements |
| Team balance |
Recruitment rating system |
| |
Staff turnover |
| Success Factor |
Suggested PI |
| Rising stars |
Professional leadership initiatives to targeted rising stars |
| Up-skilling marketing and selling |
Number of relationships producing real work |
| Mentoring is the key link for both young and old |
%of staff in mentoring relationships |
| |
Mentor satisfaction level - filled in weekly - % satisfied |
| Up-skilling (continual) of junior staff “knowledge growth” |
%of rising stars with mentors |
| |
hours in mentoring |
| |
Number of mentoring meetings by rising star |
| Training(Achieving CPD hours) |
%of staff meeting CPD requirements |
| Regular performance reviews |
%of satisfactory performance reviews completed on time |
| |
%of performance reviews completed |
| Continuous development plans being monitored |
Number of staff who have agreed development plans |
| |
Skills matrix gap progress |
| Empowerment |
Number of reports/plans not rewritten or reworked |
| |
Response in staff survey to the question “To what extent do you feel empowered?” |
| Training |
Number of training hours - in both external/internal courses |
| |
Number of attendance |
| Staff development |
Number of internal promotions |
| Self managing teams |
Completion of projects on time and budget [% or $ of total projects] |
| |
Participation in team meetings [% of total team] |
| |
Follow through for meetings |
| Quality mix of staff |
Monitoring revenue streams [$ or % outstanding/received to date] |
| |
Initial startup indicators for projects |
