This book helps minimize the risks that working on a KPI/balanced scorecard project encompasses. It is designed for the project team, senior management, external project facilitators and team coordinators whose role it is to steer such a project to success. The role they play could leave a great legacy in the organizations for years to come, or could amount to nothing by joining the many performance measurement initiatives that have failed.

• The myths of performance measurement
• Selling a KPI project (to the Board, the CEO and senior management team)
• The 12-step model for developing and using KPIs with guidelines
• How to brainstorm performance measures
• Reporting performance measures
• The KPI project leaders corner (What a project leader must know but may be afraid to ask, some exercises to test the manager's understanding)

New to this edition is a major case study.