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data-event-name="pinnable-header.vector-toc.pin">move to sidebar</button> <button class="vector-pinnable-header-toggle-button vector-pinnable-header-unpin-button" data-event-name="pinnable-header.vector-toc.unpin">hide</button> </div> <ul class="vector-toc-contents" id="mw-panel-toc-list"> <li id="toc-mw-content-text" class="vector-toc-list-item vector-toc-level-1"> <a href="#" class="vector-toc-link"> <div class="vector-toc-text">(Top)</div> </a> </li> <li id="toc-Categorization_of_indicators" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Categorization_of_indicators"> <div class="vector-toc-text"> <span class="vector-toc-numb">1</span> <span>Categorization of indicators</span> </div> </a> <ul id="toc-Categorization_of_indicators-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Points_of_measurement" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Points_of_measurement"> <div class="vector-toc-text"> <span class="vector-toc-numb">2</span> <span>Points of measurement</span> </div> </a> <ul id="toc-Points_of_measurement-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Identifying_indicators" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Identifying_indicators"> <div class="vector-toc-text"> <span class="vector-toc-numb">3</span> <span>Identifying indicators</span> </div> </a> <ul id="toc-Identifying_indicators-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Examples" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Examples"> <div class="vector-toc-text"> <span class="vector-toc-numb">4</span> <span>Examples</span> </div> </a> <button aria-controls="toc-Examples-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Examples subsection</span> </button> <ul id="toc-Examples-sublist" class="vector-toc-list"> <li id="toc-Accounts" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Accounts"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.1</span> <span>Accounts</span> </div> </a> <ul id="toc-Accounts-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Marketing_and_sales" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Marketing_and_sales"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.2</span> <span>Marketing and sales</span> </div> </a> <ul id="toc-Marketing_and_sales-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Manufacturing" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Manufacturing"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.3</span> <span>Manufacturing</span> </div> </a> <ul id="toc-Manufacturing-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Professional_services" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Professional_services"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.4</span> <span>Professional services</span> </div> </a> <ul id="toc-Professional_services-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-System_operations" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#System_operations"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.5</span> <span>System operations</span> </div> </a> <ul id="toc-System_operations-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Project_execution" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Project_execution"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.6</span> <span>Project execution</span> </div> </a> <ul id="toc-Project_execution-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Supply_chain_management" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Supply_chain_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.7</span> <span>Supply chain management</span> </div> </a> <ul id="toc-Supply_chain_management-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Government" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Government"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.8</span> <span>Government</span> </div> </a> <ul id="toc-Government-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Other_performance_indicators" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Other_performance_indicators"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.9</span> <span>Other performance indicators</span> </div> </a> <ul id="toc-Other_performance_indicators-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Problems" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Problems"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>Problems</span> </div> </a> <ul id="toc-Problems-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>See also</span> </div> </a> <ul id="toc-See_also-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Further_reading" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Further_reading"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>Further reading</span> </div> </a> <ul id="toc-Further_reading-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" title="Table of Contents" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " 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Available in 29 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-29" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">29 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-ar mw-list-item"><a href="https://ar.wikipedia.org/wiki/%D9%85%D8%A4%D8%B4%D8%B1_%D8%A7%D9%84%D8%A3%D8%AF%D8%A7%D8%A1" title="مؤشر الأداء – Arabic" lang="ar" hreflang="ar" data-title="مؤشر الأداء" data-language-autonym="العربية" data-language-local-name="Arabic" class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-az mw-list-item"><a href="https://az.wikipedia.org/wiki/%C6%8Fsas_effektivlik_g%C3%B6st%C9%99ricil%C9%99ri" title="Əsas effektivlik göstəriciləri – Azerbaijani" lang="az" hreflang="az" data-title="Əsas effektivlik göstəriciləri" data-language-autonym="Azərbaycanca" data-language-local-name="Azerbaijani" class="interlanguage-link-target"><span>Azərbaycanca</span></a></li><li class="interlanguage-link interwiki-ca mw-list-item"><a href="https://ca.wikipedia.org/wiki/Indicador_clau_de_rendiment" title="Indicador clau de rendiment – Catalan" lang="ca" hreflang="ca" data-title="Indicador clau de rendiment" data-language-autonym="Català" data-language-local-name="Catalan" class="interlanguage-link-target"><span>Català</span></a></li><li class="interlanguage-link interwiki-cs mw-list-item"><a href="https://cs.wikipedia.org/wiki/Kl%C3%AD%C4%8Dov%C3%A9_ukazatele_v%C3%BDkonnosti" title="Klíčové ukazatele výkonnosti – Czech" lang="cs" hreflang="cs" data-title="Klíčové ukazatele výkonnosti" data-language-autonym="Čeština" data-language-local-name="Czech" class="interlanguage-link-target"><span>Čeština</span></a></li><li class="interlanguage-link interwiki-da mw-list-item"><a href="https://da.wikipedia.org/wiki/N%C3%B8gletal" title="Nøgletal – Danish" lang="da" hreflang="da" data-title="Nøgletal" data-language-autonym="Dansk" data-language-local-name="Danish" class="interlanguage-link-target"><span>Dansk</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Key-Performance-Indicator" title="Key-Performance-Indicator – German" lang="de" hreflang="de" data-title="Key-Performance-Indicator" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-et mw-list-item"><a href="https://et.wikipedia.org/wiki/V%C3%B5tmen%C3%A4itaja" title="Võtmenäitaja – Estonian" lang="et" hreflang="et" data-title="Võtmenäitaja" data-language-autonym="Eesti" data-language-local-name="Estonian" class="interlanguage-link-target"><span>Eesti</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Indicador_clave_de_rendimiento" title="Indicador clave de rendimiento – Spanish" lang="es" hreflang="es" data-title="Indicador clave de rendimiento" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D8%B4%D8%A7%D8%AE%D8%B5_%D8%B9%D9%85%D9%84%DA%A9%D8%B1%D8%AF" title="شاخص عملکرد – Persian" lang="fa" hreflang="fa" data-title="شاخص عملکرد" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/Indicateur_cl%C3%A9_de_performance" title="Indicateur clé de performance – French" lang="fr" hreflang="fr" data-title="Indicateur clé de performance" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/%EC%84%B1%EA%B3%BC_%EC%A7%80%ED%91%9C" title="성과 지표 – Korean" lang="ko" hreflang="ko" data-title="성과 지표" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-id mw-list-item"><a href="https://id.wikipedia.org/wiki/Indikator_kinerja" title="Indikator kinerja – Indonesian" lang="id" hreflang="id" data-title="Indikator kinerja" data-language-autonym="Bahasa Indonesia" data-language-local-name="Indonesian" class="interlanguage-link-target"><span>Bahasa Indonesia</span></a></li><li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikipedia.org/wiki/Indicatore_chiave_di_prestazione" title="Indicatore chiave di prestazione – Italian" lang="it" hreflang="it" data-title="Indicatore chiave di prestazione" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-he mw-list-item"><a href="https://he.wikipedia.org/wiki/KPI" title="KPI – Hebrew" lang="he" hreflang="he" data-title="KPI" data-language-autonym="עברית" data-language-local-name="Hebrew" class="interlanguage-link-target"><span>עברית</span></a></li><li class="interlanguage-link interwiki-nl mw-list-item"><a href="https://nl.wikipedia.org/wiki/Kritieke_prestatie-indicator" title="Kritieke prestatie-indicator – Dutch" lang="nl" hreflang="nl" data-title="Kritieke prestatie-indicator" data-language-autonym="Nederlands" data-language-local-name="Dutch" class="interlanguage-link-target"><span>Nederlands</span></a></li><li class="interlanguage-link interwiki-ja mw-list-item"><a href="https://ja.wikipedia.org/wiki/%E9%87%8D%E8%A6%81%E6%A5%AD%E7%B8%BE%E8%A9%95%E4%BE%A1%E6%8C%87%E6%A8%99" title="重要業績評価指標 – Japanese" lang="ja" hreflang="ja" data-title="重要業績評価指標" data-language-autonym="日本語" data-language-local-name="Japanese" class="interlanguage-link-target"><span>日本語</span></a></li><li class="interlanguage-link interwiki-no mw-list-item"><a href="https://no.wikipedia.org/wiki/N%C3%B8kkeltall_(ytelse)" title="Nøkkeltall (ytelse) – Norwegian Bokmål" lang="nb" hreflang="nb" data-title="Nøkkeltall (ytelse)" data-language-autonym="Norsk bokmål" data-language-local-name="Norwegian Bokmål" class="interlanguage-link-target"><span>Norsk bokmål</span></a></li><li class="interlanguage-link interwiki-pl mw-list-item"><a href="https://pl.wikipedia.org/wiki/Kluczowe_wska%C5%BAniki_efektywno%C5%9Bci" title="Kluczowe wskaźniki efektywności – Polish" lang="pl" hreflang="pl" data-title="Kluczowe wskaźniki efektywności" data-language-autonym="Polski" data-language-local-name="Polish" class="interlanguage-link-target"><span>Polski</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/Indicador-chave_de_desempenho" title="Indicador-chave de desempenho – Portuguese" lang="pt" hreflang="pt" data-title="Indicador-chave de desempenho" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/%D0%9A%D0%BB%D1%8E%D1%87%D0%B5%D0%B2%D1%8B%D0%B5_%D0%BF%D0%BE%D0%BA%D0%B0%D0%B7%D0%B0%D1%82%D0%B5%D0%BB%D0%B8_%D1%8D%D1%84%D1%84%D0%B5%D0%BA%D1%82%D0%B8%D0%B2%D0%BD%D0%BE%D1%81%D1%82%D0%B8" title="Ключевые показатели эффективности – Russian" lang="ru" hreflang="ru" data-title="Ключевые показатели эффективности" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-simple mw-list-item"><a href="https://simple.wikipedia.org/wiki/System_of_measurement" title="System of measurement – Simple English" lang="en-simple" hreflang="en-simple" data-title="System of measurement" data-language-autonym="Simple English" data-language-local-name="Simple English" class="interlanguage-link-target"><span>Simple English</span></a></li><li class="interlanguage-link interwiki-sk mw-list-item"><a href="https://sk.wikipedia.org/wiki/K%C4%BE%C3%BA%C4%8Dov%C3%BD_ukazovate%C4%BE_v%C3%BDkonnosti" title="Kľúčový ukazovateľ výkonnosti – Slovak" lang="sk" hreflang="sk" data-title="Kľúčový ukazovateľ výkonnosti" data-language-autonym="Slovenčina" data-language-local-name="Slovak" class="interlanguage-link-target"><span>Slovenčina</span></a></li><li class="interlanguage-link interwiki-sv mw-list-item"><a href="https://sv.wikipedia.org/wiki/Nyckeltal" title="Nyckeltal – Swedish" lang="sv" hreflang="sv" data-title="Nyckeltal" data-language-autonym="Svenska" data-language-local-name="Swedish" class="interlanguage-link-target"><span>Svenska</span></a></li><li class="interlanguage-link interwiki-th mw-list-item"><a href="https://th.wikipedia.org/wiki/%E0%B8%95%E0%B8%B1%E0%B8%A7%E0%B8%8A%E0%B8%B5%E0%B9%89%E0%B8%A7%E0%B8%B1%E0%B8%94%E0%B8%81%E0%B8%B2%E0%B8%A3%E0%B8%9B%E0%B8%8F%E0%B8%B4%E0%B8%9A%E0%B8%B1%E0%B8%95%E0%B8%B4%E0%B8%87%E0%B8%B2%E0%B8%99" title="ตัวชี้วัดการปฏิบัติงาน – Thai" lang="th" hreflang="th" data-title="ตัวชี้วัดการปฏิบัติงาน" data-language-autonym="ไทย" data-language-local-name="Thai" class="interlanguage-link-target"><span>ไทย</span></a></li><li class="interlanguage-link interwiki-tr mw-list-item"><a href="https://tr.wikipedia.org/wiki/Performans_g%C3%B6stergesi" title="Performans göstergesi – Turkish" lang="tr" hreflang="tr" data-title="Performans göstergesi" data-language-autonym="Türkçe" data-language-local-name="Turkish" class="interlanguage-link-target"><span>Türkçe</span></a></li><li class="interlanguage-link interwiki-uk mw-list-item"><a href="https://uk.wikipedia.org/wiki/%D0%9A%D0%BB%D1%8E%D1%87%D0%BE%D0%B2%D1%96_%D0%BF%D0%BE%D0%BA%D0%B0%D0%B7%D0%BD%D0%B8%D0%BA%D0%B8_%D0%B5%D1%84%D0%B5%D0%BA%D1%82%D0%B8%D0%B2%D0%BD%D0%BE%D1%81%D1%82%D1%96" title="Ключові показники ефективності – Ukrainian" lang="uk" hreflang="uk" data-title="Ключові показники ефективності" data-language-autonym="Українська" data-language-local-name="Ukrainian" class="interlanguage-link-target"><span>Українська</span></a></li><li class="interlanguage-link interwiki-vi mw-list-item"><a href="https://vi.wikipedia.org/wiki/Key_Performance_Indicator" title="Key Performance Indicator – Vietnamese" lang="vi" hreflang="vi" data-title="Key Performance Indicator" data-language-autonym="Tiếng Việt" data-language-local-name="Vietnamese" class="interlanguage-link-target"><span>Tiếng Việt</span></a></li><li class="interlanguage-link interwiki-zh-yue mw-list-item"><a href="https://zh-yue.wikipedia.org/wiki/%E9%97%9C%E9%8D%B5%E7%B8%BE%E6%95%88%E6%8C%87%E6%A8%99" title="關鍵績效指標 – Cantonese" lang="yue" hreflang="yue" data-title="關鍵績效指標" data-language-autonym="粵語" data-language-local-name="Cantonese" class="interlanguage-link-target"><span>粵語</span></a></li><li class="interlanguage-link interwiki-zh mw-list-item"><a href="https://zh.wikipedia.org/wiki/%E9%97%9C%E9%8D%B5%E7%B8%BE%E6%95%88%E6%8C%87%E6%A8%99" title="關鍵績效指標 – Chinese" lang="zh" hreflang="zh" data-title="關鍵績效指標" data-language-autonym="中文" data-language-local-name="Chinese" class="interlanguage-link-target"><span>中文</span></a></li> </ul> <div class="after-portlet after-portlet-lang"><span class="wb-langlinks-edit wb-langlinks-link"><a href="https://www.wikidata.org/wiki/Special:EntityPage/Q860554#sitelinks-wikipedia" title="Edit interlanguage links" class="wbc-editpage">Edit links</a></span></div> </div> </div> </div> </header> <div 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Unsourced material may be challenged and removed.<br /><small><span class="plainlinks"><i>Find sources:</i> <a rel="nofollow" class="external text" href="https://www.google.com/search?as_eq=wikipedia&q=%22Performance+indicator%22">"Performance indicator"</a> – <a rel="nofollow" class="external text" href="https://www.google.com/search?tbm=nws&q=%22Performance+indicator%22+-wikipedia&tbs=ar:1">news</a> <b>·</b> <a rel="nofollow" class="external text" href="https://www.google.com/search?&q=%22Performance+indicator%22&tbs=bkt:s&tbm=bks">newspapers</a> <b>·</b> <a rel="nofollow" class="external text" href="https://www.google.com/search?tbs=bks:1&q=%22Performance+indicator%22+-wikipedia">books</a> <b>·</b> <a rel="nofollow" class="external text" href="https://scholar.google.com/scholar?q=%22Performance+indicator%22">scholar</a> <b>·</b> <a rel="nofollow" class="external text" href="https://www.jstor.org/action/doBasicSearch?Query=%22Performance+indicator%22&acc=on&wc=on">JSTOR</a></span></small></span> <span class="date-container"><i>(<span class="date">October 2014</span>)</i></span><span class="hide-when-compact"><i> (<small><a href="/wiki/Help:Maintenance_template_removal" title="Help:Maintenance template removal">Learn how and when to remove this message</a></small>)</i></span></div></td></tr></tbody></table> <figure class="mw-default-size" typeof="mw:File/Thumb"><a href="/wiki/File:KPI_boards_Scanfil_Sieradz.jpg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/9/92/KPI_boards_Scanfil_Sieradz.jpg/220px-KPI_boards_Scanfil_Sieradz.jpg" decoding="async" width="220" height="146" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/9/92/KPI_boards_Scanfil_Sieradz.jpg/330px-KPI_boards_Scanfil_Sieradz.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/9/92/KPI_boards_Scanfil_Sieradz.jpg/440px-KPI_boards_Scanfil_Sieradz.jpg 2x" data-file-width="7192" data-file-height="4779" /></a><figcaption>KPI information boards</figcaption></figure> <p>A <b>performance indicator</b> or <b>key performance indicator</b> (<b>KPI</b>) is a type of <a href="/wiki/Performance_measurement" title="Performance measurement">performance measurement</a>.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> KPIs evaluate the <a href="/wiki/Success_(concept)" class="mw-redirect" title="Success (concept)">success</a> of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages.<sup id="cite_ref-Weilkiens_Weiss_Grass_Duggen_2016_pp._149–169_2-0" class="reference"><a href="#cite_note-Weilkiens_Weiss_Grass_Duggen_2016_pp._149–169-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> KPIs provide a focus for strategic and operational improvement, create an analytical basis for decision making and help focus attention on what matters most.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> </p><p>Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction), and sometimes success is defined in terms of making progress toward strategic goals.<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> Accordingly, choosing the right KPIs relies upon a good understanding of what is important to the organization.<sup id="cite_ref-:0_5-0" class="reference"><a href="#cite_note-:0-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> What is deemed important often depends on the department measuring the performance – e.g. the KPIs useful to finance will differ from the KPIs assigned to sales. </p><p>Since there is a need to understand well what is important, various techniques to assess the present state of the business, and its key activities, are associated with the selection of performance indicators. These assessments often lead to the identification of potential improvements, so performance indicators are routinely associated with 'performance improvement' initiatives. A very common way to choose KPIs is to apply a management framework such as the <a href="/wiki/Balanced_scorecard" title="Balanced scorecard">balanced scorecard</a>. </p><p>The importance of such performance indicators is evident in the typical decision-making process (e.g. in management of organisations). When a decision-maker considers several options, they must be equipped to properly analyse the status quo to predict the consequences of future actions. Should they make their analysis on the basis of faulty or incomplete information, the predictions will not be reliable and consequently the decision made might yield an unexpected result. Therefore, the proper usage of performance indicators is vital to avoid such mistakes and minimise the risk.<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p><p>KPIs are used not only for business organizations but also for technical aspects such as machine performance. For example, a machine used for production in a factory would output various signals indicating how the current machine status is (e.g., machine sensor signals). Some signals or signals as a result of processing the existing signals may represent the high-level machine performance. These representative signals can be KPI for the machine. </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Categorization_of_indicators">Categorization of indicators</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=1" title="Edit section: Categorization of indicators"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Key performance indicators define a set of values to measure against. These raw sets of values, which can be fed to systems that aggregate the data, are called <i>indicators</i>. There are two categories of measurements for KPIs. </p> <ul><li><i><a href="/wiki/Level_of_measurement" title="Level of measurement">Quantitative</a></i> facts presented with a specific objective numeric value measured against a standard. Usually they are not subject to distortion, personal feelings, prejudices, or interpretations.</li> <li><i><a href="/wiki/Qualitative_property" title="Qualitative property">Qualitative</a></i> represents non-numeric conformance to a standard, or interpretation of personal feelings, tastes, opinions or experiences.</li></ul> <p>An 'indicator' can only measure what 'has' happened, in the past tense, so the only type of measurement is descriptive or lagging. Any KPI that attempts to measure something in a future state as predictive, diagnostic or prescriptive is no longer an 'indicator', it is a 'prognosticator' – at this point, it is analytics (possibly based on a KPI) but leading KPIs are also used to indicate the amount of front end loading activities. </p> <div class="mw-heading mw-heading2"><h2 id="Points_of_measurement">Points of measurement</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=2" title="Edit section: Points of measurement"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><i>Performance</i> focuses on measuring a particular <i>element</i> of an <i>activity</i>. An activity can have four elements: input, output, control, and mechanism.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (November 2021)">citation needed</span></a></i>]</sup> At a minimum, activity is required to have at least an input and an output. Something goes into the activity as an <i>input</i>; the activity transforms the input by changing its <i>state</i>, and the activity produces an <i>output</i>. An activity can also enable <i>mechanisms</i> that are typically separated into <i>human</i> and <i>system</i> mechanisms. It can also be constrained in some way by a <i>control</i>. Lastly, its actions can have a temporal construct of <i>time</i>. </p> <ul><li><i>Input</i> indicates the inputs required of an activity to produce an output.</li> <li><i>Output</i> captures the outcome or results of an activity or group of activities.</li> <li><i>Activity</i> indicates the transformation produced by an activity (i.e., some form of work).</li> <li><i>Mechanism</i> enables an activity to work (a performer), either human or system.</li> <li><i>Control</i> is an object that controls the activity's production through compliance.</li> <li><i>Time</i> indicates a temporal element of the activity.</li></ul> <div class="mw-heading mw-heading2"><h2 id="Identifying_indicators">Identifying indicators</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=3" title="Edit section: Identifying indicators"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Performance indicators differ from business drivers and aims (or goals). A school might consider the failure rate of its students as a key performance indicator which might help the school understand its position in the educational community, whereas a business might consider the percentage of income from returning customers as a potential KPI. </p><p>The key stages in identifying KPIs are: </p> <ul><li>Having a pre-defined business process (BP).</li> <li>Having requirements for the BPs.</li> <li>Having a quantitative/qualitative measurement of the results and comparison with set goals.</li> <li>Investigating variances and tweaking processes or resources to achieve short-term goals.</li></ul> <p>Key performance indicators (KPIs) are ways to periodically assess the performances of organizations, business units, and their division, departments and employees. Accordingly, KPIs are most commonly defined in a way that is understandable, meaningful, and measurable. They are rarely defined in such a way that their fulfillment would be hampered by factors seen as non-controllable by the organizations or individuals responsible. Such KPIs are usually ignored by organizations.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (October 2010)">citation needed</span></a></i>]</sup> </p><p>KPIs should follow the <a href="/wiki/SMART_criteria" title="SMART criteria">SMART criteria</a>. This means the measure has a <b>S</b>pecific purpose for the business, it is <b>M</b>easurable to really get a value of the KPI, the defined norms have to be <b>A</b>chievable, the improvement of a KPI has to be <b>R</b>elevant to the success of the organization, and finally it must be <b>T</b>ime phased, which means the value or outcomes are shown for a predefined and relevant period.<sup id="cite_ref-:0_5-1" class="reference"><a href="#cite_note-:0-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p><p>KPIs should be set at a senior level within an organization and cascaded through all levels of management.<sup id="cite_ref-eck_8-0" class="reference"><a href="#cite_note-eck-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> In order to be evaluated, KPIs are linked to target values, so that the value of the measure can be assessed as meeting expectations or not. </p><p>Key performance indicators are mostly the non-financial measures of a company's performance <sup id="cite_ref-eck_8-1" class="reference"><a href="#cite_note-eck-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> – they do not have a monetary value but in a business context they do contribute to the company's profitability.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Examples">Examples</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=4" title="Edit section: Examples"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Accounts">Accounts</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=5" title="Edit section: Accounts"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>These are some of the examples: </p> <ul><li>Percentage of overdue invoices</li> <li>Percentage of purchase orders raised in advance</li> <li>Number of retrospectively raised purchase orders</li> <li>Finance report error rate (measures the quality of the report)</li> <li>Average cycle time of workflow</li> <li>Number of duplicate payments</li></ul> <div class="mw-heading mw-heading3"><h3 id="Marketing_and_sales">Marketing and sales</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=6" title="Edit section: Marketing and sales"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>New <a href="/wiki/Customer" title="Customer">customer</a> acquisition</li> <li>Customer acquisition cost (CAC)</li> <li>Average deal size</li> <li>Demographic analysis of individuals (potential customers) applying to become customers, and the levels of approval, rejections, and pending numbers</li> <li>Status of existing customers</li> <li>Customer density (the proportion of revenue attributable to a specified percentage of accounts, which ideally should match, for example the top 10% of accounts should broadly contribute 10% of revenue) <sup id="cite_ref-:0_5-2" class="reference"><a href="#cite_note-:0-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup><sup class="reference nowrap"><span title="Page / location: page 8">: page 8 </span></sup></li> <li><a href="/wiki/Customer_attrition" title="Customer attrition">Customer attrition</a> (the loss of clients or customers)</li> <li>Turnover (i.e., <a href="/wiki/Revenue" title="Revenue">revenue</a>) generated by segments of the customer population</li> <li>Outstanding balances held by segments of customers and terms of payment</li> <li>Collection of <a href="/wiki/Bad_debt" title="Bad debt">bad debts</a> within customer relationships</li> <li>Profitability of customers by demographic segments and segmentation of customers by profitability</li></ul> <p>Many of these customer KPIs are developed and managed with <a href="/wiki/Customer_relationship_management" title="Customer relationship management">customer relationship management</a> software. </p><p>Faster availability of data is a competitive issue for most organizations. For example, businesses that have higher operational/credit risk (involving for example credit cards or wealth management) may want weekly or even daily availability of KPI analysis, facilitated by appropriate IT systems and tools. </p> <div class="mw-heading mw-heading3"><h3 id="Manufacturing">Manufacturing</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=7" title="Edit section: Manufacturing"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Overall_equipment_effectiveness" title="Overall equipment effectiveness">Overall equipment effectiveness</a> (OEE) is a set of broadly accepted nonfinancial metrics that reflect manufacturing success. </p> <ul><li><b>OEE</b> = availability x performance x quality</li> <li><b>Availability</b> = run time / total time; by definition this is the percentage of the actual amount of production time the machine is running to the production time the machine is available.</li> <li><b><a href="/wiki/Downtime" title="Downtime">Down time</a></b> = time the building/ location/ service/ machine is out of operation due to any reason (including planned down time such as maintenance or 'out of season').</li> <li><b>Performance</b> = total count / target counter, by definition this is the percentage of total parts produced on the machine to the production rate of machine.</li> <li><b>Quality</b> = good count / total count, by definition, this is the percentage of good parts out of the total parts produced on the machine.</li> <li><b>Cycle time ratio</b> (CTR) = standard cycle time / real cycle time</li> <li><a href="/wiki/Capacity_utilization" title="Capacity utilization">Capacity utilization</a></li> <li><a href="/w/index.php?title=Rejection_rate&action=edit&redlink=1" class="new" title="Rejection rate (page does not exist)">Rejection rate</a></li></ul> <div class="mw-heading mw-heading3"><h3 id="Professional_services">Professional services</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=8" title="Edit section: Professional services"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Most <a href="/wiki/Professional_services" title="Professional services">professional services</a> firms (for example, management consultancies, systems integration firms, or digital marketing agencies) use three key performance indicators to track the health of their businesses. They typically use <a href="/wiki/Professional_services_automation" title="Professional services automation">professional services automation</a> (PSA) software to keep track of and manage these metrics. </p> <ul><li><b><a href="/wiki/Utilization_rate" title="Utilization rate">Utilization rate</a></b> = the percentage of time employees spend generating revenue</li> <li><b>Project profitability</b> = the difference between the revenue generated by a project and the cost of delivering the work</li> <li><b>Project success rate</b> = the percentage of projects delivered on time and under budget</li></ul> <div class="mw-heading mw-heading3"><h3 id="System_operations">System operations</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=9" title="Edit section: System operations"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Availability" title="Availability">Availability</a> / <a href="/wiki/Uptime" title="Uptime">uptime</a></li> <li><a href="/wiki/Mean_time_between_failure" class="mw-redirect" title="Mean time between failure">Mean time between failure</a></li> <li><a href="/wiki/Mean_time_to_repair" title="Mean time to repair">Mean time to repair</a></li> <li>Unplanned availability</li> <li>Unplanned downtime</li> <li>Average time to repair</li></ul> <div class="mw-heading mw-heading3"><h3 id="Project_execution">Project execution</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=10" title="Edit section: Project execution"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Earned_value_management" title="Earned value management">Earned value</a></li> <li>Cost variance or Cost Performance Index</li> <li>Schedule variance or Schedule Performance Index</li> <li>Estimate to complete</li> <li>Manpower spent / month</li> <li>Money spent / month</li> <li>Planned spend / month</li> <li>Planned manpower / month</li> <li>Average time to delivery</li> <li>Tasks / staff</li> <li>Project overhead / ROI</li> <li>Planned delivery date vs actual delivery date</li></ul> <div class="mw-heading mw-heading3"><h3 id="Supply_chain_management">Supply chain management</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=11" title="Edit section: Supply chain management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Businesses can utilize <a href="/wiki/Supply_chain" title="Supply chain">supply chain</a> KPIs to establish and monitor progress toward a variety of goals, including lean manufacturing objectives, <a href="/wiki/Minority_business_enterprise" title="Minority business enterprise">minority business enterprise</a> and diversity spending, environmental "green" initiatives, <a href="/wiki/Cost_accounting" title="Cost accounting">cost avoidance</a> programs and <a href="/wiki/Low-cost_country_sourcing" title="Low-cost country sourcing">low-cost country sourcing</a> targets. Suppliers can implement KPIs to gain a <a href="/wiki/Competitive_advantage" title="Competitive advantage">competitive advantage</a>. Suppliers have instant access to a user-friendly portal for submitting standardized cost savings templates. Suppliers and their customers exchange vital supply chain performance data while gaining visibility to the exact status of cost improvement projects and cost savings documentation. </p><p>Any business, regardless of size, can better manage supplier performance and overall supply chain performance,<sup id="cite_ref-10" class="reference"><a href="#cite_note-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> with the help of KPIs' robust capabilities, which include: </p> <ul><li>Automated entry and approval functions</li> <li>On-demand, real-time scorecard measures</li> <li>Rework on procured inventory</li> <li>Single data repository to eliminate inefficiencies and maintain consistency</li> <li>Advanced workflow approval process to ensure consistent procedures</li> <li>Flexible data-input modes and real-time graphical performance displays</li> <li>Customized cost savings documentation</li> <li>Simplified setup procedures to eliminate dependence upon IT resources</li></ul> <p>Main KPIs for <a href="/wiki/Supply_chain_management" title="Supply chain management">supply chain management</a> will detail the following processes: </p> <ul><li>Sales forecasts</li> <li>Inventory</li> <li>Procurement and suppliers</li> <li>Warehousing</li> <li>Transportation</li> <li><a href="/wiki/Reverse_logistics" title="Reverse logistics">Reverse logistics</a></li></ul> <p>In a <a href="/wiki/Warehouse" title="Warehouse">warehouse</a>, the manager will use KPIs that target best use of the facility, like the receiving and put away KPIs to measure the receiving efficiency and the putaway cost per line. Storage KPIs can also be used to determine the efficiency of the storage space and the carrying cost of the inventory.<sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Government">Government</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=12" title="Edit section: Government"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The provincial government of <a href="/wiki/Ontario,_Canada" class="mw-redirect" title="Ontario, Canada">Ontario, Canada</a> has been using KPIs since 1998 to measure the performance of higher education institutions in the province. All post-secondary schools collect and report performance data in five areas – graduate satisfaction, student satisfaction, employer satisfaction, employment rate, and graduation rate.<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> In England, <a href="/wiki/Public_Health_England" title="Public Health England">Public Health England</a> uses KPIs to provide a consistent measure of the performance of NHS population <a href="/wiki/Screening_(medicine)" title="Screening (medicine)">screening</a> activities,<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> and publication of up to four main KPIs for the most important contracts outsourced by each <a href="/wiki/Departments_of_the_Government_of_the_United_Kingdom" title="Departments of the Government of the United Kingdom">UK government department</a> is seen as a measure helping to increase <a href="/wiki/Transparency_in_government" class="mw-redirect" title="Transparency in government">transparency</a> in the delivery of public services.<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Other_performance_indicators">Other performance indicators</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=13" title="Edit section: Other performance indicators"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Duration of a <a href="/wiki/Stockout" title="Stockout">stockout</a> situation</li></ul> <dl><dd><span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;"><math xmlns="http://www.w3.org/1998/Math/MathML" alttext="{\displaystyle {\text{ROC}}={\frac {{\text{Close}}-{\text{Close (Past)}}}{\text{Close (Past)}}}\times 100}"> <semantics> <mrow class="MJX-TeXAtom-ORD"> <mstyle displaystyle="true" scriptlevel="0"> <mrow class="MJX-TeXAtom-ORD"> <mtext>ROC</mtext> </mrow> <mo>=</mo> <mrow class="MJX-TeXAtom-ORD"> <mfrac> <mrow> <mrow class="MJX-TeXAtom-ORD"> <mtext>Close</mtext> </mrow> <mo>−</mo> <mrow class="MJX-TeXAtom-ORD"> <mtext>Close (Past)</mtext> </mrow> </mrow> <mtext>Close (Past)</mtext> </mfrac> </mrow> <mo>×</mo> <mn>100</mn> </mstyle> </mrow> <annotation encoding="application/x-tex">{\displaystyle {\text{ROC}}={\frac {{\text{Close}}-{\text{Close (Past)}}}{\text{Close (Past)}}}\times 100}</annotation> </semantics> </math></span><img src="https://wikimedia.org/api/rest_v1/media/math/render/svg/09de11356e314b89beafeaaf4770e48697a007e2" class="mwe-math-fallback-image-inline mw-invert skin-invert" aria-hidden="true" style="vertical-align: -2.671ex; width:36.128ex; height:6.509ex;" alt="{\displaystyle {\text{ROC}}={\frac {{\text{Close}}-{\text{Close (Past)}}}{\text{Close (Past)}}}\times 100}"></span></dd></dl> <ul><li>Customer order waiting time</li></ul> <p><b>Human Resource Management</b> </p> <ul><li>Employee turnover</li> <li>Ability to recruit to advertised roles</li> <li>Employee performance indicators</li> <li>Staff satisfaction/ results of staff surveys</li> <li>Proportion of staff unplanned absence (due to short or long term sickness)</li> <li>Cross-functional team analysis</li> <li>Organization contribution to Sector performance improvement Ex: Research Institutes contribution to Commercial Agriculture Improvement <sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup></li></ul> <div class="mw-heading mw-heading2"><h2 id="Problems">Problems</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=14" title="Edit section: Problems"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>In practice, overseeing key performance indicators can prove expensive or difficult for organizations. Some indicators such as staff morale may be impossible to quantify. As such, dubious KPIs can be adopted that can be used as a rough guide rather than a precise benchmark.<sup id="cite_ref-Daddis_16-0" class="reference"><a href="#cite_note-Daddis-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> </p><p>Key performance indicators can also lead to <a href="/wiki/Perverse_incentive" title="Perverse incentive">perverse incentives</a> and <a href="/wiki/Unintended_consequences" title="Unintended consequences">unintended consequences</a> as a result of employees working to the specific measurements at the expense of the actual quality or value of their work.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> </p><p>Sometimes, collecting statistics can become a substitute for a better understanding of the problems, so the use of dubious KPIs can result in progress in aims and measured effectiveness becoming different. For example, during the <a href="/wiki/Vietnam_War" title="Vietnam War">Vietnam War</a>, US soldiers were shown to be effective in kill ratios and high body counts, but this was misleading when used to measure aims as it did not show the lack of progress towards the US goal of increasing South Vietnamese government control of its territory.<sup id="cite_ref-Daddis_16-1" class="reference"><a href="#cite_note-Daddis-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> Another example would be to measure the productivity of a software development team in terms of lines of source code written. This approach can easily add large amounts of dubious code, thereby inflating the line count but adding little value in terms of systemic improvement. A similar problem arises when a footballer kicks a ball uselessly to build up their statistics. </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=15" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Business_intelligence" title="Business intelligence">Business intelligence</a></li> <li><a href="/wiki/Business_performance_management" title="Business performance management">Business performance management</a></li> <li><a href="/wiki/Community_indicators" title="Community indicators">Community indicators</a></li> <li><a href="/wiki/Critical_success_factor" title="Critical success factor">Critical success factor</a></li> <li><a href="/wiki/Dashboards_(management_information_systems)" class="mw-redirect" title="Dashboards (management information systems)">Dashboarding</a></li> <li><a href="/wiki/Data_presentation_architecture" class="mw-redirect" title="Data presentation architecture">Data presentation architecture</a></li> <li><a href="/wiki/Figure_of_merit" title="Figure of merit">Figure of merit</a></li> <li><a href="/wiki/Gap_analysis" title="Gap analysis">Gap analysis</a></li> <li><a href="/wiki/Goodhart%27s_law" title="Goodhart's law">Goodhart's law</a></li> <li><a href="/wiki/ITIL" title="ITIL">ITIL</a></li> <li><a href="/wiki/Key_risk_indicator" title="Key risk indicator">Key risk indicator</a></li> <li><a href="/wiki/Match_performance_indicator" title="Match performance indicator">Match performance indicator</a></li> <li><a href="/wiki/Network_performance" title="Network performance">Network performance</a></li> <li><a href="/wiki/Objectives_and_key_results" title="Objectives and key results">Objectives and key results</a> (OKRs)</li> <li><a href="/wiki/Overall_equipment_effectiveness" title="Overall equipment effectiveness">Overall equipment effectiveness</a></li> <li><a href="/wiki/Strategy_Markup_Language" title="Strategy Markup Language">Strategy Markup Language</a></li> <li><a href="/wiki/Supplier_relationship_management" title="Supplier relationship management">Supplier relationship management</a> (SRM)</li></ul> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=16" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist"> <div class="mw-references-wrap mw-references-columns"><ol class="references"> <li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFCarol_Fitz-Gibbon1990" class="citation cs2"><a href="/wiki/Carol_Fitz-Gibbon" class="mw-redirect" title="Carol Fitz-Gibbon">Carol Fitz-Gibbon</a> (1990), <a rel="nofollow" class="external text" href="https://books.google.com/books?id=uxK0MUHeiI4C">"Performance indicators"</a>, <i>BERA Dialogues</i> (2), <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-1-85359-092-4" title="Special:BookSources/978-1-85359-092-4"><bdi>978-1-85359-092-4</bdi></a></cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=BERA+Dialogues&rft.atitle=Performance+indicators&rft.issue=2&rft.date=1990&rft.isbn=978-1-85359-092-4&rft.au=Carol+Fitz-Gibbon&rft_id=https%3A%2F%2Fbooks.google.com%2Fbooks%3Fid%3DuxK0MUHeiI4C&rfr_id=info%3Asid%2Fen.wikipedia.org%3APerformance+indicator" class="Z3988"></span></span> </li> <li id="cite_note-Weilkiens_Weiss_Grass_Duggen_2016_pp._149–169-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-Weilkiens_Weiss_Grass_Duggen_2016_pp._149–169_2-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWeilkiensWeissGrassDuggen2016" class="citation book cs1">Weilkiens, Tim; Weiss, Christian; Grass, Andrea; Duggen, Kim Nena (2016). 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Retrieved <span class="nowrap">2013-05-25</span></span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=CannotMeasureProductivity&rft.pub=Martinfowler.com&rft.date=2003-08-29&rft.au=Martin+Fowler&rft_id=http%3A%2F%2Fmartinfowler.com%2Fbliki%2FCannotMeasureProductivity.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3APerformance+indicator" class="Z3988"></span></span> </li> </ol></div></div> <div class="mw-heading mw-heading2"><h2 id="Further_reading">Further reading</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Performance_indicator&action=edit&section=17" title="Edit section: Further reading"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li>Abeysiriwardana P.C., Jayasinghe-Mudalige U., <i>Role of Peripheral Analysis Methods in Adoption of Successful KPIs for a Research Institute Working Towards Commercial Agriculture</i>. <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1007%2Fs42943-021-00021-z">10.1007/s42943-021-00021-z</a> in JGBC. <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://www.worldcat.org/search?fq=x0:jrnl&q=n2:0976-1888">0976-1888</a>.</li> <li>Bernard Marr, <i>Key Performance Indicators: The 75+ Measures Every Manager Needs to Know</i>. Financial Times/Prentice Hall, 2012, <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0273750116" title="Special:BookSources/978-0273750116">978-0273750116</a>.</li> <li>David Parmenter, <i>Key Performance Indicators: Developing, Implementing, and Using Winning KPIs</i> (4th Edition). John Wiley & Sons, 2020, <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781119620778" title="Special:BookSources/9781119620778">9781119620778</a>.</li></ul> <div class="navbox-styles"><style data-mw-deduplicate="TemplateStyles:r1129693374">.mw-parser-output .hlist dl,.mw-parser-output .hlist ol,.mw-parser-output .hlist ul{margin:0;padding:0}.mw-parser-output .hlist dd,.mw-parser-output .hlist dt,.mw-parser-output .hlist li{margin:0;display:inline}.mw-parser-output .hlist.inline,.mw-parser-output .hlist.inline dl,.mw-parser-output .hlist.inline ol,.mw-parser-output .hlist.inline ul,.mw-parser-output .hlist dl dl,.mw-parser-output .hlist dl ol,.mw-parser-output .hlist dl ul,.mw-parser-output .hlist ol dl,.mw-parser-output .hlist ol ol,.mw-parser-output .hlist ol ul,.mw-parser-output .hlist ul dl,.mw-parser-output .hlist ul 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and Building Safety in Bangladesh">Bangladesh Accord</a></li> <li><a href="/wiki/Benefit_corporation" title="Benefit corporation">Benefit corporation</a></li> <li><a href="/wiki/Child_labour" title="Child labour">Child labour</a></li> <li><a href="/wiki/Community_interest_company" title="Community interest company">Community interest company</a></li> <li><a href="/wiki/Conflict_of_interest" title="Conflict of interest">Conflict of interest</a></li> <li><a href="/wiki/Disaster" title="Disaster">Disasters</a></li> <li><a href="/wiki/Disinvestment" title="Disinvestment">Disinvestment</a></li> <li><a href="/wiki/Ecolabel" title="Ecolabel">Eco-labeling</a></li> <li><a href="/wiki/Environmental_degradation" title="Environmental degradation">Environmental degradation</a></li> <li><a href="/wiki/Environmental_pricing_reform" title="Environmental pricing reform">Environmental pricing reform</a></li> <li><a href="/wiki/Environmental,_social,_and_corporate_governance" class="mw-redirect" 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enterprise</a></li> <li><a href="/wiki/Socially_responsible_business" title="Socially responsible business">Socially responsible business</a></li> <li><a href="/wiki/Socially_responsible_investing" title="Socially responsible investing">Socially responsible investing</a></li> <li><a href="/wiki/Socially_responsible_marketing" title="Socially responsible marketing">Socially responsible marketing</a></li> <li><a href="/wiki/Stakeholder_(corporate)" title="Stakeholder (corporate)">Stakeholder</a> (<a href="/wiki/Stakeholder_engagement" title="Stakeholder engagement">engagement</a>)</li> <li><a href="/wiki/Supply_chain_management" title="Supply chain management">Supply chain management</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="3"><div> <ul><li><span class="noviewer" typeof="mw:File"><a href="/wiki/File:Symbol_portal_class.svg" class="mw-file-description" title="Portal"><img alt="" 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