Bilbeo’s, Key Performance Indicator Library.

Sales & Marketing KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of client facing employeesPercentage
% of customers that would recommend product/service/companyMaximizePercentage
% of repeat business turnover/revenueMaximizePercentage
Attrition or churnMinimizePercentage
Average customer interaction costsMoney
Conversion rate of marketing/sales campaignsMaximizePercentage
Customer reference %MaximizePercentage
Market share %MaximizePercentage
Sell-through %MaximizePercentage
% of customers that are satisfiedMaximizePercentage
% of new customersMaximizePercentage
% of returning customersMaximizePercentage
% of sales due to launched product/servicesPercentage
% of sales lostMinimizePercentage
% product trials that convert in customersMaximizePercentage
Average customer acquisitions costsRangeMoney
Average discount margin % of items soldMinimizePercentage
Average discount margin monetary value of items soldMoney
Average number of items per purchaseNumber
Average order sizeMaximizeMoney
Average Product Price (APP)Money
Average response rates of campaignsMaximizePercentage
Average sales per customer or transactionMaximizeMoney
Average sales revenue per sales personMaximizeMoney
Average Spend per CustomerMaximizeMoney
Bonus payout as a % of the total possiblePercentage
Brand awarenessMaximizePercentage
Cost per mille (CPM)Money
Gross Margin as a % of selling pricePercentage
Market share gain comparison %MaximizePercentage
Opportunity success/win rateMaximizePercentage
Sales order by FTEMaximizeNumber
Sales per employeeMaximizeMoney
Sales productivity ratioMaximizeMoney
% of campaigns that fail to start in due timeMinimizePercentage
% of delayed opportunitiesMinimizePercentage
% of dormant customersMinimizePercentage
% of neglected opportunitiesMinimizePercentage
% of new revenueMaximizePercentage
% of sales of clients under 12 months in the companyPercentage
% of sales reps at or above sales quotaMaximizePercentage
% of sales revenue via partner channelRangePercentage
Agent utilizationMaximizePercentage
Answering %MaximizePercentage
Average after call work timeTime
Average lifetime value of customersMaximizeMoney
Average new appointments generated per sales repMaximizeNumber
Average number of accounts per account managerRangeNumber
Average talk time of phone callsRangeTime
Average wrap-up timeMinimizeTime
Awareness growth % following campaignMaximizePercentage
Brand strengthMaximizeScore
Cold calls converted to new clientsMaximizePercentage
Consumer awarenessMaximizeScore
Contact RateMaximizePercentage
Conversation-to-appointment ratioMaximizePercentage
Coupon conversion percentagePercentage
Customer acquisitions costs as % of sales valuePercentage
Customer defection rateMinimizePercentage
Customer loyalty (index)MaximizePercentage
Customer perception of product or service availabilityScore
Debtors Sales Outstanding (DSO)MinimizeTime
Frequency of sales transactionsTime
Growth: number of new customersMaximizeNumber
HitrateMaximizePercentage
Inquiries growth % following campaignMaximizePercentage
Lead to Pipeline conversion RateMaximizePercentage
Markdown goods %Percentage
Marketing expensesMoney
New Customer Retention RateMaximizePercentage
Number of deals in the sales pipelineMaximizeNumber
Number of sales leads to be generated to achieve revenue goalNumber
Product share on shelfMaximizePercentage
Response RateMaximizePercentage
Return on investment (ROI) of brand
Return on Marketing Investment (ROMI)MaximizePercentage
Sale increase % due to loyal customersMaximizePercentage
Sales to-dateMoney
Sell CycleTime
Total transport cost as % of delivered salesPercentage
Value of sales lostMinimizeMoney
Weighted sum of deal size in sales pipelineMaximizeMoney
YOY sales growth %Percentage
% difference between sales travel spent and budgetPercentage
% of advertising spend of total spend of main competitorsRangePercentage
% of automated sales orders that require no manual interventionMaximizePercentage
% of cross-sell/up-sell opportunitiesMaximizePercentage
% of items returned for the second timeMinimizePercentage
% of lead generation budget allocated for experimentationPercentage
% of lead generation budget for inboundPercentage
% of lead generation budget for outboundPercentage
% of leads generated via direct mailPercentage
% of leads generated via emailPercentage
% of leads generated via organic search (SEO)Percentage
% of leads generated via paid search (PPC)Percentage
% of leads generated via social mediaPercentage
% of leads generated via telemarketingPercentage
% of leads generated via trade showsPercentage
% of negative (bad) online buzzMinimizePercentage
% of neglected quotationsMinimizePercentage
% of online sales revenuePercentage
% of overdue quotationsMinimizePercentage
% of patent protected revenuePercentage
% of people remembering messageMaximizePercentage
% of people understanding messageMaximizePercentage
% of phone calls adherence to scriptMaximizePercentage
% of positive (good) online buzzMaximizePercentage
% of press releases that are picked-up by mediaMaximizePercentage
% of re-opened quotationsPercentage
% of sales from products launched previous yearPercentage
% of sales opportunities not modified in last 30 daysMinimizePercentage
% of sales travel trips resulting in sales dealMaximizePercentage
% of time dedicated to sales activitiesMaximizePercentage
% of winbacksMaximizePercentage
Achieve Price PremiumsMoney
Active CustomersMaximizeNumber
Active subscribersMaximizeNumber
Actual -vs- BidMinimizePercentage
Age of sales forecastTime
Agent adherence to schedule %MaximizePercentage
Agent attendance %MaximizePercentage
Agents FTEs as % of total call center FTEsPercentage
Amount of press releases picked up by mediaMaximizeNumber
Amount spent on sales travelMoney
Article marketing click throughsNumber
Article marketing viewsNumber
Average cost per lead of inbound marketingMoney
Average cost per lead of outbound marketingMoney
Average customer recencyTime
Average deal size in sales pipelineMoney
Average dollar cost to hire an Inside Sales RepresentativeMoney
Average dollar cost to hire an Outside Sales RepresentativeMoney
Average handling cost per quotationMinimizeMoney
Average lost deal sizeMinimizeMoney
Average new-hire Ramp-to-QuotaMinimizeTime
Average number of calls received by order entry per clerkMaximizeNumber
Average number of contact moments per accountNumber
Average number of contacts per accountNumber
Average number of days open of quotationsMinimizeTime
Average number of media that pickup story per press releaseMaximizeNumber
Average number of received orders per Inside Sales RepMaximizeNumber
Average number of sales travel trips per sales dealNumber
Average number of times call agents are monitoredNumber
Average overdue time of quotationsMinimizeTime
Average probability of sales opportunitiesNumber
Average time from customer contact to sales responseMinimizeTime
Average time from lead to sales opportunityMinimizeTime
Average time to close a sales opportunityMinimizeTime
Average won deal sizeMaximizeMoney
Backlog of quotationsPercentage
Brand considerationMaximizeScore
Brand credibilityMaximizeScore
Brand DepthMaximizeScore
Brand DistinctivenessMaximizeScore
Brand EarningsMoney
Brand EquityMoney
Brand ExtendibilityMaximizeScore
Brand LoyaltyMaximizePercentage
Brand MemorabilityMaximizeScore
Brand relevanceMaximizeScore
CAC/ACV ratioMinimizePercentage
Close Deals Loss %MinimizePercentage
Close Deals Loss % - value-basedMinimizePercentage
Close Deals Won %MaximizePercentage
Close Deals Won % - value-basedMaximizePercentage
Column-inches of articles appearing in publicationsMaximizeNumber
Contacts per agentMaximizeNumber
Contract, Average Length
Conversion rate of direct online trafficMaximizePercentage
Conversion rate of email generated online trafficMaximizePercentage
Conversion rate of organic online trafficMaximizePercentage
Conversion rate of paid online trafficMaximizePercentage
Conversion rate of referral generated online trafficMaximizePercentage
Conversion rate of social media online trafficMaximizePercentage
Corporate Message Exposure
Cost per minute of handle timeMoney
Customer Growth RateMaximizePercentage
Customer perception of aestheticsScore
Customer perception of company financingScore
Customer perception of ease to work withScore
Customer perception of hidden or indirect costsScore
Customer perception of quality of outputsScore
Customer perception of reliabilityScore
Customer perception of warrantiesScore
Customer Retention RateMaximizePercentage
Customer Wallet ShareMaximizePercentage
Effective cost per mille (eCPM)Money
Effective reachMaximizePercentage
Franchise rankScore
Gross rating point (GRP)Maximize
Gross SalesMaximizeMoney
Growth sustainability rate of brand
Herfindahl-Hirschman IndexRatio
Involuntary customer churnMinimizePercentage
Lead to closed sales opportunity won conversion rateMaximizePercentage
Lost Sales Ratio, StockoutMinimizePercentage
Markdown price %Percentage
Marketing budget awareness-demand ratioPercentage
Marketing budget ratio (MBR)Percentage
Marketing cost per LeadMoney
Maximum call lengthTime
Message PerformanceTime
Minutes of airtime in TV/radio mediaMaximizeTime
Net Promoter Score (tm)MaximizeScore
New account cycle time
New product sales cannibalization ratioRatio
Notice to sales budget delivery periodMinimizeTime
Number of article placements in trade magazinesMaximizeNumber
Number of closed sales opportunitiesNumber
Number of closed sales opportunities lostMinimizeNumber
Number of closed sales opportunities wonMaximizeNumber
Number of customers who nominate recent media item as reason for their inquiryMaximizeNumber
Number of government tenders invitedMaximizeNumber
Number of negative media coveragesMinimizeNumber
Number of new leads per lead generation FTENumber
Number of open sales opportunities not modified in last 30 daysMinimizeNumber
Number of Previously Active CustomersMaximizeNumber
Number of telephone sales made
Number of tenders invitedMaximizeNumber
Numeric product distributionNumber
Online Telesales TrainingPercentage
Outbound Calls Per HourNumber
Perceived value of offerMaximizeScore
Phone occupancy ratePercentage
Pipeline dollars per dollar of investmentMaximizeRatio
Pipeline weight (using SCOTSMAN)MaximizeMoney
PR valueMaximizeMoney
Presentation Task Performance (PTP)Time
Price premiumPercentage
Product KnowledgeMaximizeScore
Product visibility on shelfMaximizeNumber
Promotional sales premiumsMoney
Promotional spend as percentage of first year salesPercentage
Q ScoreMaximize
Queue rate of quotationsRatio
Ratio positive to negative editorial articlesMaximizeRatio
Return on InfluenceMaximizePercentage
Return on InteractionMaximizePercentage
Revenue generation capabilities of brandScore
Revenue per ContractMaximizeMoney
Revenue won/lost due to exchange rates as a % of total revenuePercentage
Rotting lead rateMinimizePercentage
Sales Communication Performance
Sales Conversion Cost Per LeadMoney
Sales Days OutstandingMoney
Sales lead value ratioMaximizePercentage
Sales of a product as as %age of Total Sales of the companyPercentage
Sales per storefrontMoney
Sales Return RatioMinimizePercentage
Sales return to total assetsMaximizePercentage
Sales travel budgetMoney
stock vs sale ratioPercentage
Target Rating Point
Telemarketing cost per sales leadMoney
Telesales CompensationMoney
TeleWeb Sales CostsMoney
TeleWeb Sales RatioPercentage
Total Calling TimeMaximizeTime
Total cost of customer acquisitionMoney
Total SalesMaximizeMoney
Total value of closed sales opportunitiesMaximizeMoney
Total value of closed sales opportunities lostMinimizeMoney
Total value of closed sales opportunities wonMaximizeMoney
Transaction value of brand
Unit Cost of SellingMoney
Unweighted sum of deal size in sales pipelineMaximizeMoney
Value of sales lost by reasonMinimizeMoney
Value to volume ratioRatio
Volume of online buzzNumber
Voluntary customer churnMinimizePercentage

Internet & Ebusiness KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of customers given satisfaction surveysRangePercentage
% of outage due to changes (planned unavailability)MinimizePercentage
% of outage due to incidents (unplanned unavailability)MinimizePercentage
% of systems covered by antivirus/antispyware softwareMaximizePercentage
% of systems with latest antivirus/antispyware signaturesMaximizePercentage
Availability (excluding planned downtime)MaximizePercentage
Average number of calls / service request per handlerNumber
Customer satisfaction (index)MaximizeScore
First-call resolution rateMaximizePercentage
Mean Time to Repair (MTTR)MinimizeTime
Mean-time between failure (MTBF)MaximizeTime
Number of complaintsMinimizeNumber
Number of software defects in productionMinimizeNumber
% of (critical) infrastructure components with automated availability monitoringMaximizePercentage
% of availability SLAs metMaximizePercentage
% of backed-out changesMinimizePercentage
% of calls answered within set timeframeMaximizePercentage
% of changes that cause incidentsMinimizePercentage
% of CIs monitored for performanceMaximizePercentage
% of escalated service requestsMinimizePercentage
% of first-line resolution of service requestsMaximizePercentage
% of incidents solved within deadline/targetMaximizePercentage
% of network bandwidth usedPercentage
% of overdue service requestsMinimizePercentage
% of reopened incidentsMinimizePercentage
% of reopened service requestsMinimizePercentage
% of repeat incidentsMinimizePercentage
% of service requests resolved within an agreed-upon period of timeMaximizePercentage
% of software licenses usedMaximizePercentage
% of unplanned outage/unavailability due to changesMinimizePercentage
% of urgent changesMinimizePercentage
Abandon rate of incoming phone callsMinimizePercentage
AvailabilityMaximizePercentage
Average incident closure durationTime
Average incident response timeMinimizeTime
Average problem closure durationMinimizeTime
Average speed to answer phone callMinimizeTime
DowntimeMinimizePercentage
First line service request closure rateMaximizePercentage
Incident queue rateMaximizeRatio
IT Spending per EmployeeRangeMoney
IT to Total Employees RatioRangeRatio
Mean Time To Detect (MTTD)MinimizeTime
Number of business compliance issues caused by improper configuration of assetsMinimizeNumber
Number of business disruptions caused by problemsMinimizeNumber
Number of times (corporate) website shows a 404 pageMinimizeNumber
Problem backlogMinimizePercentage
Problem queue rateMaximizeRatio
Service request backlogMinimizePercentage
Service request queue rateMaximizeRatio
Unit costs of IT service(s)Money
% incidents solved within SLA timeMaximizePercentage
% IT Budget of Total RevenuesPercentage
% IT Capital Spending of Total InvestmentPercentage
% of (assigned) disk space quota usedPercentage
% of backlogged/neglected change requestsMinimizePercentage
% of callers given satisfaction surveysRangePercentage
% of calls transferredPercentage
% of changes initiated by customersMaximizePercentage
% of critical business processes not covered by a defined service availability planMinimizePercentage
% of delivered changes implemented within budget/costsMaximizePercentage
% of downtime due to security incidentsMinimizePercentage
% of dropped telephone calls (DCR)MinimizePercentage
% of email spam messages stopped/detectedMaximizePercentage
% of email spam messages unstopped/undetectedMinimizePercentage
% of fully documented SLAsMaximizePercentage
% of implemented changes not approved (by management / CAB)MinimizePercentage
% of incidents reported more than once by customerMinimizePercentage
% of incorrectly assigned incidentsMinimizePercentage
% of incorrectly assigned service requestsMinimizePercentage
% of IT costs associated to IT investmentPercentage
% of IT costs associated to IT maintenancePercentage
% of IT labor outsourcedPercentage
% of licences purchased and not accounted for in configuration repositoryMinimizePercentage
% of open service requests worked onPercentage
% of overdue changesMinimizePercentage
% of overdue incidentsMinimizePercentage
% of overdue problemsMinimizePercentage
% of problems resolved within the required time periodMaximizePercentage
% of problems with a root cause analysisMaximizePercentage
% of problems with a root cause identifiedMaximizePercentage
% of problems with available workaroundPercentage
% of response-time SLAs not metMinimizePercentage
% of servers located in data centersMaximizePercentage
% of Service Desk AvailabiltyPercentage
% of service requests due to poor performanceMinimizePercentage
% of service requests posted via web (self-help)MaximizePercentage
% of services covered by SLAMaximizePercentage
% of SLAs without service level breachesMinimizePercentage
% of spent on IT maintenanceRangePercentage
% of system transactions executed within response time thresholdMaximizePercentage
% of unauthorized implemented changesMinimizePercentage
% of vendor services delivered without agreed service targetsMinimizePercentage
% of virus incidents requiring manual cleanupMinimizePercentage
% of virusses & spyware detected in emailPercentage
% recycled printer paperMaximizePercentage
Age of backupTime
Average # of incidents handled by each first line operativesRangeNumber
Average after call work timeTime
Average cost to solve a problemMinimizeMoney
Average cost to solve an incidentMinimizeMoney
Average number of (re)-assignments of incidentsMinimizeNumber
Average overdue time of overdue service requestsMinimizeTime
Average response time of transactionsMinimizeTime
Average time to restore backupMinimizeTime
Carbon footprint
Change queue rateMaximizeRatio
Corporate average data efficiency (CADE)MaximizePercentage
Corrective maintenance to preventive maintenance ratioRatio
Cost of cleanup of virus/spyware incidentsMinimizeMoney
Costs of operating call center / service deskMoney
Critical-time failuresMinimizeNumber
Critical-time outageMinimizePercentage
Datacenter power usage effectiveness (PUE)Ratio
Deviation of planned budget for SLAMinimizePercentage
Email BacklogMinimizeNumber
Incident backlogMinimizeNumber
IT Investment to IT Staff TrainingRatio
Number of alerts on exceeding system capacity thresholdsMinimizeNumber
Number of complimentsMaximizeNumber
Number of detected network attacks
Number of incidents caused by deficient user trainingMinimizeNumber
Old incident backlogMinimizePercentage
Ratio of % growth of IT budget versus % growth of revenuesRatio
Service request closure duration rateMinimizeRatio
Software Bug ResolutionMinimizeTime
Spam detection failure %MinimizePercentage
# of as-is requestNumber
# of FTE per size of storage under managementNumber
# of Significant change requests uses the EA RepositoryNumber
% Incidents Submitted via Automated MonitoringPercentage
% of "dead" serversMinimizePercentage
% of audited CIsMaximizePercentage
% of backup operations that are successfulMaximizePercentage
% of Business Processes with Continuity AgreementsMaximizePercentage
% of business projects that consider IT riskMaximizePercentage
% of changes closed before deadlineMaximizePercentage
% of changes closed with all data fields completedMaximizePercentage
% of changes remaining in 'Plan' status.MinimizePercentage
% of changes remaining in 'Request' statusMinimizePercentage
% of changes scheduled outside maintenance windowMinimizePercentage
% of changes that required restoration of backupMinimizePercentage
% of changes with 'Delay' statusMinimizePercentage
% of changes with 'Delay' status due to third partyMinimizePercentage
% of changes with 'Delay' status due to unavailability of equipmentMinimizePercentage
% of changes with 'Delay' status due to unavailability of manpowerMinimizePercentage
% of changes with 'Delay' status due to unavailability of resourcesMinimizePercentage
% of changes with 'Delay' status due to unavailability of servicesMinimizePercentage
% of changes with all data fields completedMaximizePercentage
% of changes with all planning data completedMaximizePercentage
% of changes with man-hour estimate within 10% of actualMaximizePercentage
% of changes with schedule date earlier or equal to late finish dateMaximizePercentage
% of CIs included in capacity reviewsPercentage
% of CIs mapped onto IT services in the CMDBMaximizePercentage
% of CIs under maintenance contractMinimizePercentage
% of CIs with under-capacityMinimizePercentage
% of current initiatives driven by ITPercentage
% of current initiatives driven by the businessPercentage
% of delivered services not in the service catalogueMinimizePercentage
% of disk space usedPercentage
% of energy used from renewable sourcesPercentage
% of escalated releasesMinimizePercentage
% of failed system transactionsMinimizePercentage
% of growth of IT budgetPercentage
% of high priority service requests registeredMinimizePercentage
% of hours devoted to train tecnichal staff in IT security compared with the total onesPercentage
% of implemented changes without Impact AnalysisMinimizePercentage
% of inaccuratly registered CIs in CMDBMinimizePercentage
% of incident that lost OLA in identify process (MTTI)MinimizePercentage
% of incidents by sourcePercentage
% of incidents caused by deficient documentationMinimizePercentage
% of incidents closed with all data fields completedMaximizePercentage
% of incidents fixed before users noticeMaximizePercentage
% of incidents not solved in-time due to inaccurate configuration dataMinimizePercentage
% of incidents remaining in 'Plan' statusMinimizePercentage
% of incidents remaining in 'Request' statusMinimizePercentage
% of incidents resolved remotelyPercentage
% of incidents which change classification during the lifecycleMinimizePercentage
% of incidents with all data fields completedMaximizePercentage
% of incidents with all planning data completedMaximizePercentage
% of incidents with man-hour estimate within 10% of actualMaximizePercentage
% of incidents with schedule date earlier or equal to late finish dateMaximizePercentage
% of IT contribution in ROTAMaximizePercentage
% of IT initiatives/projects championed by the businessMaximizePercentage
% of IT time associated to IT investmentRangePercentage
% of IT time spent on NPD versus total time spent on NPD rolloutPercentage
% of monitoring coverageMaximizePercentage
% of neglected releasesMinimizePercentage
% of network packet lossMinimizePercentage
% of open service requests unmodified/neglectedMinimizePercentage
% of overdue releasesMinimizePercentage
% of patches applied outside of maintenance windowMinimizePercentage
% of physical backup / archive media that are fully encryptedPercentage
% of Planned vs Unplanned changesPercentage
% of problems closed with all data fields completedMaximizePercentage
% of problems remaining in 'Plan' statusMinimizePercentage
% of problems remaining in 'Request' statusMinimizePercentage
% of problems reported by customersMinimizePercentage
% of problems with all data fields completedMaximizePercentage
% of problems with all planning data completedMaximizePercentage
% of problems with man-hour estimate within 10% of actualMaximizePercentage
% of problems with schedule date earlier or equal to late finish dateMaximizePercentage
% of refused changes by CABPercentage
% of releases handled first time correctlyMaximizePercentage
% of releases handled within agreed upon time-frameMaximizePercentage
% of releases with 'Delay' statusMinimizePercentage
% of releases with 'Delay' status due to third partyMinimizePercentage
% of releases with 'Delay' status due to unavailability of equipmentMinimizePercentage
% of releases with 'Delay' status due to unavailability of manpowerMinimizePercentage
% of releases with 'Delay' status due to unavailability of resourcesMinimizePercentage
% of releases with 'Delay' status due to unavailability of servicesMinimizePercentage
% of resolved calls that have not been closedMinimizePercentage
% of reviewed SLAsMaximizePercentage
% of routine changesPercentage
% of service levels (in SLAs) reported in an automated wayMaximizePercentage
% of service levels (in SLAs) that are actually measuredMaximizePercentage
% of service requests closed before deadlineMaximizePercentage
% of service requests closed with all data fields completedMaximizePercentage
% of service requests remaining in 'Plan' status.MinimizePercentage
% of service requests remaining in 'Request' statusMinimizePercentage
% of service requests with 'Delay' statusMinimizePercentage
% of service requests with 'Delay' status due to third partyMinimizePercentage
% of service requests with 'Delay' status due to unavailability of equipmentMinimizePercentage
% of service requests with 'Delay' status due to unavailability of manpowerMinimizePercentage
% of service requests with 'Delay' status due to unavailability of resourcesMinimizePercentage
% of service requests with 'Delay' status due to unavailability of servicesMinimizePercentage
% of service requests with all data fields completedMaximizePercentage
% of service requests with all planning data completedMaximizePercentage
% of service requests with man-hour estimate within 10% of actualMaximizePercentage
% of service requests with schedule date earlier or equal to late finish dateMaximizePercentage
% of services not covered in Continuity PlanMinimizePercentage
% of SLA breaches caused by underpinning contractsMinimizePercentage
% of SLAs in renegotiationPercentage
% of SLAs requiring changesPercentage
% of SLAs under ReviewMinimizePercentage
% of SLAs with an assigned account managerMaximizePercentage
% of spam false positivesMinimizePercentage
% of spend on current IT capital projects that are considered driven by the businessPercentage
% of successful software upgradesMaximizePercentage
% of successfull software installationsMaximizePercentage
% of system transactions executed within response time threshold during peak-timeMaximizePercentage
% of systems not to policy patch levelMinimizePercentage
% of test backup restores that are successfulMaximizePercentage
% of tickets closed without RequestPercentage
% of time coordinating changesPercentage
% of total changes that are of KTLO activityPercentage
% of unauthorized CI's in the IT infrastructureMinimizePercentage
% of unmodified/neglected incidentsMinimizePercentage
% of unmodified/neglected problemsMinimizePercentage
% of unowned open service requestsMinimizePercentage
% of unplanned purchases due to poor performanceMinimizePercentage
% of unregistered changesMinimizePercentage
% of workarounds to service requests appliedMinimizePercentage
% on-time service level changesMaximizePercentage
% reduction of IPCS's (Incident, Problem, Change, Service Request)Percentage
% rework (number of records) required after initial change implementationMinimizePercentage
Accuracy of expenditure as defined in Capacity PlanMaximizePercentage
Accuracy of expenditure as defined in Continuity PlanMinimizePercentage
Adoption RateMaximizePercentage
Application Performance Index (Apdex)MaximizeScore
Average % of CPU utilizationRangePercentage
Average % of memory utilizationRangePercentage
Average age of hardware assetsTime
Average audit cycle of CIsTime
Average change closure durationTime
Average costs of releaseMinimizeMoney
Average cycle time between urgent releasesMinimizeTime
Average data center rack utilizationMaximizePercentage
Average delay in SLAs reviewMinimizeTime
Average deviation of deadline incidentsMinimizeTime
Average handling cost per releaseMinimizeMoney
Average handling time of releasesMinimizeTime
Average incidents solved by FLMMaximizePercentage
Average international jitterMinimizeTime
Average international packet loss %MinimizePercentage
Average international round-trip latencyMinimizeTime
Average IT-related costs per customerMoney
Average national jitterMinimizeTime
Average national packet loss %MinimizePercentage
Average national round-trip latencyMinimizeTime
Average network round trip latencyMinimizeTime
Average network throughputMaximize
Average number of (re)-assignments of service requestsMinimizeNumber
Average number of components under management per FTENumber
Average number of incidents per desktopMinimizeNumber
Average number of versions of softwareMinimizeNumber
Average number of virtual images per administratorRangeNumber
Average overdue time of releasesMinimizeTime
Average penalty costs per SLAMinimizeMoney
Average retransmissions of network packetsMinimize
Average rework per change after implementation of changesMinimizeTime
Average size of email boxes/storage
Average storage/disk read timeTime
Average storage/disk seek timeTime
Average storage/disk transfer rate
Average storage/disk write timeTime
Average time between CMDB reconciliationTime
Average time between tests of backupTime
Average time between updates of Capacity PlanTime
Average time between updates of Continuity PlanRangeTime
Average time open of unsolved service requestsMinimizeTime
Average time period between identifying and rectifying a discrepancyMinimizeTime
Average time spent on Capacity PlansTime
Average time spent on CMDB reconciliationTime
Average time spent on Continuity PlansTime
Average time to restore off-site backupMinimizeTime
Average time to solve service requestMinimizeTime
Backlog change of service requestsNumber
Balance of Problems solved with a KE - RFC or otherMaximizeRatio
Business Impact Analysis (BIA) CoverageMaximizePercentage
Change closure duration rateMinimizeRatio
Change in "Residual Risk"Percentage
Cost of CMDB reconciliationMoney
Cost of patchesMinimizeMoney
Cost of producing Continuity PlansMoney
Cost of service deliveryMoney
Cost of SLAsMoney
Costs associated to unplanned purchases to resolve poor performanceMinimizeMoney
Data center bypass %Percentage
Data center floor usage %MaximizePercentage
Data Center Infrastructure Efficiency (DCiE)Percentage
Data center recirculation %Percentage
Distribution cycle of patchesMinimizeTime
Duration of Major DeploymentsTime
Efforts required for impact assessment of an incident, changeMinimizeTime
Energy-related costs as % of overall data center expendituresPercentage
Fail rate of tested vs non-tested emergency releasesRatio
Frecuency of IT security audits
Frequency of CAB meetingRangeTime
Frequency of review of IT continuity planTime
Growth of the CMDBPercentage
Hardware asset valueMoney
Humidity % of data centerPercentage
Impact of IT Training on IT Operational CostsRatio
Incident impact rate incomplete CMDBMinimizePercentage
Incidents completed without escalationMaximizePercentage
Information architecture planning horizonTime
IT Service Continuity Plan testing failuresMinimizeNumber
Latency of unapplied patchesMinimizeTime
Lead Time To Change ExecutionMinimizeTime
Maximum age of hardware assetsTime
Maximum Capacity ReservesPercentage
Maximum CPU usageRangePercentage
Maximum memory usageRangePercentage
Maximum response time of transactionsMinimizeTime
Mean Opinion Score (MOS)Maximize
Mean time (days) Request for Change approvalTime
Mean time to provisionTime
Minimum bandwidth guarantee
Network Asset Efficiency %Percentage
Normal Capacity ReservesPercentage
Number of deviations between configuration repository and actual configurationsMinimizeNumber
Number of hours spent in IT Security trainingTime
Number of incidents caused by changes vs total nr of incidentsMinimizePercentage
Number of Incidents Caused By Inadequate CapacityMinimizeNumber
Number of Incidents logged with no diagnosis provided in the Incident descriptionMinimizeNumber
Number of incidents per developed applicationMinimizeNumber
Number of Incidents per Known ProblemNumber
Number of Incidents per ProblemNumber
Number of installed vs. utilized portsPercentage
Number of IT-related events with business impact with failure to escalateNumber
Number of network compliance IT audits per yearNumber
Number of new service requestsNumber
Number of occurrences of loss of strategic dataMinimizeNumber
Number of open service requestsNumber
Number of open service requests older than 28 daysNumber
Number of outgoing virusses/spyware caught
Number of outstanding actions of last SLA reviewMinimize
Number of overdue support ticketsNumber
Number of repeated incidentsMinimizeNumber
Number of service requests solved on first-callNumber
Number of service requests solved on first-lineNumber
Number of service requests solved within deadlineNumber
Number of SLA breaches due to poor performanceMinimizeNumber
Number of solved service requestsNumber
Number of training calls handled by the service deskNumber
Number of untested releasesMinimizeNumber
Number of urgent releasesMinimizeNumber
Number of urgent releases approvals (Hot Fixes)MinimizeNumber
Percent of incidents classified as security relatedMinimizePercentage
Percentage of end user computersPercentage
Percentage of end user printersPercentage
Physical servers vs Virtual serversRatio
Power draw % by networkPercentage
Power draw % by storagePercentage
Power draw % by systemsPercentage
Proportion of Automatic Release DistributionMaximizePercentage
Ratio of cost of materialized and prevented IT incidentsRatio
Ratio of fixed price projects cost versus T&M projects costRatio
Ratio of Incidents to StaffNumber
Ratio of IT management costs and prevented IT incidents costsRatio
Ratio of number of incidents versus number of changesRatio
Ratio of number of incidents versus number of problemsRatio
Requirement Coverage PercentageMinimizePercentage
Requirement Gap PercentageMinimizePercentage
Resolution Time of Capacity ShortageMinimizeTime
RISC Asset Efficiency %Percentage
Risk Level MatrixScore
Security Implementation DurationMinimizeTime
Security Incident Resolution Time by SeverityMaximizePercentage
Security vulnerability density per 1,000 lines of codeMinimizeNumber
Server to System Administration RatioRatio
Service Call Abandoned RateMinimizePercentage
Software support costsMoney
Storage Asset Efficiency %Percentage
Storage/disk capacity
Storage/disk rotation speed
Time lag between code changes/fixes and release of new build/handoff back to QAMinimizeTime
Time to distribute software to all customersMinimizeTime
Time to fix connectivity problemsMinimizeTime
Time to implement a MACTime
Time until Problem IdentificationTime
Total rework after implementation of changesMinimize
Total service delivery penalties paidMinimizeMoney
Watts per Active PortMinimizeEnergy
Website success rate
Weighted security vulnerability density per unit of codeMinimizeScore
x86 Asset Efficiency %Percentage

Human Resources KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of time sheets in need of correction/validationMinimizePercentage
Average number of training hours per employeeRangeNumber
Bonus payout as a % of the total possiblePercentage
Cost of office space per employeeMoney
Full Time Equivalent forecast hit rateRangePercentage
Incremental amount paid to contractors, as percentage of payrollPercentage
Number of HR litigation cases successfully wonMaximizeNumber
Revenue per employee (or FTE)MaximizeMoney
Total overtime costMoney
Training penetration rateMaximizePercentage
% of courses that are web-based or web enhancedPercentage
% of employees gone through trainingPercentage
% of employees receiving regular performance reviewsMaximizePercentage
% of high performing employeesMaximizePercentage
% of HR budget spent on trainingPercentage
% of job vacanciesRangePercentage
% of new hire retentionMaximizePercentage
% of sick days (illness rate)MinimizePercentage
Absence rateMinimizePercentage
Average cost to recruit per job positionMinimizeMoney
Average equipment costs per employeeMoney
Average number of interviewees for open job positionsMaximizeNumber
Average number of sick days per employeeMinimizeTime
Average open time of job positionsMinimizeTime
Average overtime hours per personTime
Average staff turnover costsMinimizeMoney
Average telephone/communication costs per employeeMoney
Average tenure per employeeMaximizeTime
Average time to recruitMinimizeTime
Average training costs per employeeRangeMoney
Average travel costs per employeeMoney
Employee satisfaction with trainingMaximizeScore
Job satisfaction (index)MaximizeScore
Overtime rateRatio
Policy Premium to Personnel CostRatio
Profit per employee (FTE)MaximizeMoney
Ratio of internal versus external trainingRatio
Staff / Personnel turnoverRangePercentage
% man hours availableMaximizePercentage
% new hires achieving satisfactory appraisal at first assessmentMaximizePercentage
% of attendees at training sessionsMaximizePercentage
% of low performing employeesMinimizePercentage
% of management FTEsPercentage
% of new employees/candidates with a recruiting feeMinimizePercentage
% of overdue work itemsMinimizePercentage
% of recruitment without advertisement or outsourcingMaximizePercentage
% of roles with documented position descriptionsMaximizePercentage
% of staff who are womenPercentage
% of temporary contracted FTEsPercentage
% of time spent on planned work itemsMaximizePercentage
% of training courses requested but not offeredPercentage
% of training courses that match organizational requirementsMaximizePercentage
% of vacancies filled internallyPercentage
% of women in managementPercentage
Age of HR strategyRangeTime
Average absenteeism per employeeMinimizeTime
Average age of workforceRangeTime
Average cost of recruitment per employeeMoney
Average feedback time on candidatesMinimizeTime
Average interviewing costsMoney
Average number of responses for open job positionsMaximizeNumber
Average response time for routine HR inquiriesMinimizeTime
Average salary per employeeMoney
Average sourcing cost per hireMoney
Average span of controlNumber
Average time employees are in same job/functionRangeTime
Average time to competenceTime
Average time to update employee recordsMinimizeTime
Average training days per employeeNumber
Average vacation hours utilizedPercentage
Company training expenditure as % of salaries and wages.Percentage
Cycle time from job acceptance until job startMinimizeTime
Employee benefit costs as % of labor costsPercentage
Employer satisfaction (index)MaximizeScore
Female-Male salary ratio relationRatio
HR department cost per FTEMoney
HR FTE to total FTE ratioRatio
Human Capital ROIMaximizeMoney
Job offer acceptance rateMaximizePercentage
Labor costs for full-time employees as % of salesPercentage
New staff versus experienced staff ratioRangeRatio
Overtime headcount factorMoney
Percent of higher degree employeesPercentage
Performance evaluation scores on hired candidatesMaximizeNumber
Ratio between internal promotions and external hires for open functionsRatio
Recruiting fee as percentage of annual salaryMinimizePercentage
Recruitment source ratioRatio
ROI of trainingMaximizePercentage
Talent Retention PercentageMaximizePercentage
Total headcount (FTE)Number
Total OT Hours
Turnover of new hire during first yearMinimizePercentage
Work items queue rateMaximizeRatio
# of 360ŒÁ feedbacks performedNumber
# of MPP adjustments
% employees to have a loyality to companyMaximizePercentage
% hiring manager satisfaction rateMaximizePercentage
% new hires achieving 12 months serviceMaximizePercentage
% new hires achieving 6 months serviceMaximizePercentage
% of 'wanted' new hire retentionMaximizePercentage
% of actual vs target new employee compensationMinimizePercentage
% of annual appraisals still openMinimizePercentage
% of cancelled training coursesMinimizePercentage
% of competent applicants for open job positionsMaximizePercentage
% of completed employee probation reportsMaximizePercentage
% of daylighting in buildingMaximizePercentage
% of early retirementsPercentage
% of eligible employees who signed the Business Conduct and Ethics PolicyMaximizePercentage
% of employee share scheme take-up ratePercentage
% of employees compliant with position, occupational, organizational training mandatesMaximizePercentage
% of employees covered by collective bargaining agreementsMaximizePercentage
% of employees from minority groups managing x or more staff membersPercentage
% of employees on long-term sickness leaveMinimizePercentage
% of employees on short-term sickness leaveMinimizePercentage
% of employees participating in career coaching programPercentage
% of employees taking ill health retirementPercentage
% of employees that almost utilized their vacation balancesPercentage
% of employees that are in unionsPercentage
% of employees that are terminated within statutory and union requirementsMaximizePercentage
% of employees that have been assessedMaximizePercentage
% of employees that started sponsored MBA program completing MBA programMaximizePercentage
% of employees that would leave if they got an offer from another companyMinimizePercentage
% of employees using public transportPercentage
% of employees who are willing to recommend company as employerMaximizePercentage
% of employees who consider that their business acts responsiblyMaximizePercentage
% of employees with mental health problemsPercentage
% of employees with their performance decreased compared to last reviewMinimizePercentage
% of employees with their performance increased compared to last reviewMaximizePercentage
% of HR staff with appropriate Professional QualificationPercentage
% of job positions filled with external agencyPercentage
% of job vacancies for (previously) filled positionsPercentage
% of job vacancies for new positionsPercentage
% of lost time claims to total claimsPercentage
% of mandays lost due to strikeMinimizePercentage
% of open job positions that require temporary staffMinimizePercentage
% of outstanding employee probation reportsMinimizePercentage
% of part-time employeesPercentage
% of part-time employees that are femalePercentage
% of performance appraisals completed on time with complete agreementMaximizePercentage
% of qualified internal trainersPercentage
% of recommended job applicantsMaximizePercentage
% of rewards and recognition utilizedPercentage
% of screened newly recruited employeesMaximizePercentage
% of senior employeesRangePercentage
% of staff with appropriate qualificationsMaximizePercentage
% of terminations replaced by new hiresPercentage
% of time trainers spend in classroomPercentage
% of total compensation tied to performancePercentage
% of training costs spent on managersPercentage
% of training hours with respect to total working hoursPercentage
% of vacancies filled that followed internal proceduresMaximizePercentage
% of women returning to work after maternity leavePercentage
% of workforce holding diplomasPercentage
% of workforce who are persons with disabilitiesPercentage
% of workforce who are visible minoritiesPercentage
% staff in team with excess sick leaveMinimizePercentage
% trainees receiving manager briefing prior to attendanceMaximizePercentage
401K cost per participating employeeMinimizeMoney
401K plan utilization %Percentage
Acrued Annual leaveMinimizePercentage
Actual versus budgeted cost of hireMinimizePercentage
Administration cost per employeeMinimizeMoney
Alternate Level 1 = # Web Hits, # Web Hits / Time
Amount of contact hours trainers spend in classroomTime
Average absence reporting frequency per emplyeeNumber
Average cost of recruitment (management)Money
Average cost of recruitment (non-management)Money
Average cost per lost time claimMinimizeMoney
Average cost per medical only claimMinimizeMoney
Average cost per workers compensation claimMinimizeMoney
Average days of telecommuting per FTERangeNumber
Average days of vacancy duration (management)Time
Average days of vacancy duration (non-management)Time
Average distance traveled by employeeDistance
Average dollar cost to hire an Inside Sales RepresentativeMoney
Average dollar cost to hire an Outside Sales RepresentativeMoney
Average duration rate of Lost Time Injuries (LTI)MinimizeTime
Average employee satisfaction as % of normPercentage
Average estimated cost savings of employees that are teleworkingMoney
Average expense cost per lost time claimMinimizeMoney
Average gap between management and staff payMoney
Average hourly net income of employeeMoney
Average hours worked per weekTime
Average indemnity cost per lost time claimMinimizeMoney
Average lead time to promotionTime
Average losses as a % of payrollMinimizePercentage
Average losses as a % of revenueMinimizeMoney
Average losses per FTEMinimizeMoney
Average management payMoney
Average medical cost per lost time claimMinimizeMoney
Average monthly net income of employeeMoney
Average number of absent days in high production seasonMaximizeTime
Average number of interviews from submitted resumesMaximize
Average number of vacation days per employeeNumber
Average overdue time of work itemsMinimizeNumber
Average performance scores of departing employees
Average planned workload per workforce memberTime
Average retirement ageTime
Average sickness days per FTEMinimizeNumber
Average sickness period of employeesMinimizeTime
Average test score %MaximizePercentage
Average time to promotionTime
Bradford IndicatorScore
Capital Labor RatioPercentage
Carbon footprint of air travel by employeesMinimizeVolume
Carbon footprint of employees driving to workMinimizeVolume
Carbon footprint of employees travelingMinimizeVolume
Classroom based learning and development time per FTETime
Compa ratio (CP)RangeRatio
Compensation cost as % of revenuePercentage
Cost of replacing a key worker vs re-training, re-deploying and retaining
Direct / Indirect Labor Ratio
Effective Worktime IndexMaximizePercentage
Effectiveness of Policies & Procedures ImplementationMaximizeScore
EIS Usefulness Index (EISUI)MaximizePercentage
Employee benefit costs as % of labor costs for full-time employeesPercentage
Employee benefit costs as % of labor costs for part-time employeesPercentage
Employee efectivenessMinimizeScore
Employee Engagement %MaximizePercentage
Employee lateness %MinimizePercentage
Employee satisfaction with conditions/physical work environmentScore
Employee satisfaction with opportunities for developmentScore
Employee satisfaction with participation and recognitionScore
Employee satisfaction with personal relationsScore
Employee satisfaction with teleworkingScore
Employee satisfaction with wages/salary/benefitsScore
Employment brand strength scoreMaximizeScore
Estimated cost savings of employer by having employees teleworkMoney
Expatriate ratePercentage
Forward to interview to hire ratioRatio
Head-to-Head Hire RateMaximizePercentage
HEVAMoney
HR FTEs as % of total workforcePercentage
HR Process Costs (HR Admin Costs / $1,000 revenue)RangeRatio
Human Capital AssetMoney
Human Capital Value AddedMaximizeMoney
In Force Policies to HeadcountRatio
Independent contractors vs. employees ratioRatio
Labor costs for part-time employees as % of salesPercentage
Labor RatioRatio
Labour costs as % of total costsPercentage
Leadership IndexScore
Length of tenure versus performance ratioRatio
Local Schools hire %Percentage
Lost-workday case rateMinimizeRatio
Management compensation as % of total compensationPercentage
Manager satisfaction with teleworkingScore
Managerial quality indexScore
manpower cost ratioMoney
Nearshore and offshore ratioRatio
New hire satisfaction rate with recruiting process
New hire satisfaction scoreMaximizeScore
Notice to sales budget delivery periodMinimizeTime
Number of accepted job offersNumber
Number of employees on secondmentNumber
Number of formal staff grievances raisedNumber
Number of harassment, intimidation, retalaition and discrimination alligationsMinimizeNumber
Number of job offersNumber
Number of lost time daysMinimizeNumber
Number of Lost Time Injuries (LTI)MinimizeNumber
Number of violation of rest hoursMinimizeNumber
Offer conversion rateMaximizePercentage
Overall employee satisfactionScore
Overtime expense per FTEMoney
Overtime labour cost ratioPercentage
Overtime pay %Percentage
Percentage of employees of supervisory level who are not permanent in their roleMinimizePercentage
Performance scores of departing versus existing employeesMaximizePercentage
Position in top employers listsScore
Preventable employee turnoverPercentage
Quality of InstructionMaximizeScore
Ratio between standard level wage compared to local minimum wageRatio
Ratio of FTE per employeeNumber
Ratio of In-house / External Talents for filling up Management positionsRatio
Ratio of work days to utilized vacation daysRatio
Recruiting poolNumber
Recruitment achievement %MaximizePercentage
Recruitment through advertisement factorMaximizePercentage
Rookie RatioRatio
Salary & Expenses Overpayment %MinimizePercentage
Salary range exception factor
Social contributions spent per employeeMoney
Spent training %Percentage
Staff annual leavePercentage
Subsidization effectiveness for trainingPercentage
Time taken to identify sources for hiringTime
Top Schools hire %Percentage
Total cost incurred by employee turnoverMoney
Total cost incurred by planned absenteeismMinimizeMoney
Total cost incurred by unplanned absenteeismMinimizeMoney
Total cost of recruitmentMoney
Total distance flown by employeesDistance
Total full-time headcount
Total headcount (number)Number
Total labour costMoney
Total Number of FTENumber
Total number of incidents of discriminationMinimizeNumber
Total time lost by work lateMinimizeTime
Training courses delivered by internal experts vs.courses by external sourcesRatio
Training request completionMinimizeTime
Training staff to total employees ratiosPercentage
Understanding of Company StrategyMaximizeRatio
Variable versus Fixed HR cost ratioRatio
Workforce stabilitityPercentage
Wrench Time vs Supporting ActivitiesRatio

Finance & Accounting KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of budget deviation relative to total budgetMinimizePercentage
% of invoices disputedMinimizePercentage
% of repeat business turnover/revenueMaximizePercentage
Average Product Price (APP)Money
Average production costs of itemsMinimizeMoney
Bonus payout as a % of the total possiblePercentage
Cost of office space per employeeMoney
Deviation of planned budgetMinimizePercentage
Incremental amount paid to contractors, as percentage of payrollPercentage
Market share %MaximizePercentage
Revenue per employee (or FTE)MaximizeMoney
% of overdue invoicesMinimizePercentage
% of payable invoices without purchase orderMinimizePercentage
Accounts Days PayableTime
Actual vs. budgeted costsMinimizePercentage
Average discount margin % of items soldMinimizePercentage
Average discount margin monetary value of items soldMoney
Average equipment costs per employeeMoney
Average monetary value of overdue invoicesMinimizeMoney
Average telephone/communication costs per employeeMoney
Average travel costs per employeeMoney
Cash dividends paidMoney
Creditor daysRangeTime
Days Sales Outstanding (DSO)MinimizeTime
Debtor daysTime
Delay in production of financial reportsMinimizeTime
Forecast accuracy of budgetMinimizePercentage
Market share gain comparison %MaximizePercentage
Net Present Value (NPV) of investmentMoney
Net Short Term Liabilities to AssetsRatio
Number of invoices outstandingNumber
Number of overdue invoicesMinimizeNumber
Operating leverage
Policy Premium to Personnel CostRatio
Profit loss due to theftMinimizeMoney
Profit per employee (FTE)MaximizeMoney
Profit per projectMaximizeMoney
Retained EarningsMoney
Return on Investment (ROI)MaximizePercentage
Sales per employeeMaximizeMoney
Short Term Assets to Short Term LiabilitiesRatio
Z-score for predicting bankruptcyScore
% accuracy of periodic financial reportsMaximizePercentage
% of bad debts against invoiced revenueMinimizePercentage
% of budget cuts achievedMaximizePercentage
% of electronic invoicesMaximizePercentage
% of financial reports issued on timeMaximizePercentage
% of invoices requiring special paymentPercentage
% of invoices under queryMinimizePercentage
% of untimely payroll paymentsMinimizePercentage
Accounts PayableMoney
Accounts Payable Turnover
Accounts Receivable Collection Period
Accounts Receivable Turnover
Accounts Receivable, DaysTime
Accuracy of Accounts ReceivableMaximizePercentage
Accuracy of financial statementsMaximize
Average monetary value of invoices outstandingMoney
Average monetary value of unsettled invoicesMoney
Cash Flow Return on Investments (CFROI)
Cost of goods sold (COGS)Money
Cumulative Annual Growth Rate (CAGR)
Cycle time to perform periodic closeMinimizeTime
Cycle time to process payrollMinimizeTime
Cycle time to resolve an invoice errorMinimizeTime
Days Payable Outstanding (DPO)Time
Days Sales Of Inventory (DSI)MinimizeTime
Debtors Sales Outstanding (DSO)MinimizeTime
Earnings before interest & taxes (EBIT)Money
EBITDAMoney
Employee benefit costs as % of labor costsPercentage
Fixed costsMoney
Gross profitMaximizeMoney
Gross profit marginMaximizePercentage
Gross SalesMaximizeMoney
Indirect costsMoney
Internal Rate Of Return (IRR)Percentage
Inventories
Invoicing processing costsMinimizeMoney
Labor costs for full-time employees as % of salesPercentage
Monetary value of invoices outstandingMoney
Monetary value of overdue invoicesMinimizeMoney
Net accounts receivable as % of assetsPercentage
Net Change in CashPercentage
Net Fixed Assets
Net IncomeMaximizeMoney
Net present value (NPV)
Net profit marginMaximizePercentage
Net Receivables
Number of budget deviationsMinimize
Operating incomeMaximizeMoney
Operating marginMaximizePercentage
Organic revenue growth %Percentage
Payroll to Net SalesRatio
Profit per customerMaximizeMoney
Profit per staffMaximizeMoney
Purchase price varianceMoney
Quick ratioRatio
Return on Equity (ROE)Percentage
Sales, General & Administrative Costs (SG&A)Money
Total AssetsMaximizeMoney
Total Current Assets
Value to volume ratioRatio
Variable costsMoney
% of fixed asset disposals that are recordedMaximizePercentage
% effectiveness in payables managementMaximizePercentage
% of accounts receivables overdue to total accounts receivablesMinimizePercentage
% of amounts posted to accounts payable that represent goods/services receivedMaximizePercentage
% of changes to the fixed asset register that are processed timelyMaximizePercentage
% of claims with documentation needed/missingMinimizePercentage
% of customer billing errorsMinimizePercentage
% of customers with a negative contribution margin (Gross Margin)MinimizePercentage
% of delinquent international receivablesMinimizePercentage
% of delinquent national receivablesMinimizePercentage
% of delinquent receivablesMinimizePercentage
% of depreciation charges accurately calculated and recordedMaximizePercentage
% of depreciation charges recorded in the appropriate periodMaximizePercentage
% of derivative transactions recorded in the appropriate periodMaximizePercentage
% of derivative transactions that are recorded in the financial statementsMaximizePercentage
% of disputed accounts payables to total accounts payablesPercentage
% of disputed accounts receivable to total accounts receivablePercentage
% of disputed tax statementsPercentage
% of error in placing w.h tax right parametersMinimizePercentage
% of expense report exception line itemsMinimizePercentage
% of expenses violating corporate policyMinimizePercentage
% of financial obligation paid back in timeMaximizePercentage
% of fixed asset acquisitions are recorded in the appropriate periodMaximizePercentage
% of fixed asset acquisitions that are recordedMaximizePercentage
% of fixed asset disposals accurately calculated and recordedMaximizePercentage
% of fixed asset disposals recorded in the appropriate periodMaximizePercentage
% of interest that is recorded in the appropriate periodMaximizePercentage
% of inventory in accounts payablePercentage
% of loans repaid in accordance with the terms of the loanMaximizePercentage
% of low value invoicesPercentage
% of manual payroll paymentsMinimizePercentage
% of new employees added to the payroll master files within appropriate periodMaximizePercentage
% of non-valid changes to the fixed asset registerMinimizePercentage
% of off-balance sheet derivative transactions recorded in the appropriate periodMaximizePercentage
% of one-time vendor paymentsPercentage
% of overdue international invoicesMinimizePercentage
% of overdue national invoicesMinimizePercentage
% of overdue tax statementsMinimizePercentage
% of past due accounts payables to total accounts payablesMinimizePercentage
% of past due accounts receivables to total accounts receivablesMinimizePercentage
% of payroll disbursements that include retroactive pay adjustmentsMinimizePercentage
% of payroll transactions that are disbursed to appropriate employeesMaximizePercentage
% of receivables outstanding over 120 daysMinimizePercentage
% of recorded derivative transactions that represent assets or liabilitiesMaximizePercentage
% of recorded fixed asset disposals that represent actual disposalsMaximizePercentage
% of T&E expenses on expense claimsPercentage
% of tax statements filed in-timeMaximizePercentage
% of tax statements open longer than 30 daysMinimizePercentage
% of tax statements paid in-timeMaximizePercentage
% of taxes paid in-timeMaximizePercentage
% of terminated employees removed from the payroll master files within appropriate periodMaximizePercentage
Account payable invoicing processing costsMoney
Account receivable invoicing processing costsMoney
Accounting costsMoney
Accounting Expense as a % of RevenuePercentage
Accounts ReceivableMoney
Accuracy of investment income on derivative transactionMaximizePercentage
Accuracy of changes in payroll master filesMaximizePercentage
Accuracy of changes to the fixed asset registerMaximizePercentage
Accuracy of interest calculationMaximizePercentage
Accuracy of recorded derivative transactionsMaximizePercentage
Accuracy of recorded fixed assetsMaximizePercentage
Accuracy of recording of acquired fixed assetsMaximizePercentage
Additional income/expense itemsMoney
Advanced payment control ( Average downpay / Turn Over )
After-tax Return on Equity (ROE)Percentage
Age of assets
Amount of payroll rework per 1000 employeesMinimizeTime
Amount of taxes handled per tax FTEMoney
AUM
Average costs of rework of financial statements due to inaccuracyMinimizeMoney
Average costs to produce financial statementsMoney
Average daily idle cashMoney
Average monetary value of disputed invoicesMoney
Average number of expense claims per employee/FTENumber
Average number of outstanding invoices in accounts payable per FTEMaximizeNumber
Average number of outstanding invoices in accounts receivable per FTEMaximizeNumber
Average overdue time of tax statement filingMinimizeTime
Average overdue time of tax statement paymentMinimizeTime
Average value of expense claimsMoney
Average value of outstanding accounts payable invoices per FTEMaximizeMoney
Average value of outstanding accounts receivable invoices per FTEMaximizeMoney
Average value of T&E expenses per expense claimMoney
Basic Defense IntervalRatio
Berry ratioRatio
Book-to-billMaximizePercentage
Book-to-Bill RatioRangeRatio
CAPEX forecast accuracyPercentage
Capital efficiencyMaximizePercentage
Capital surplusMoney
CashMoney
Cash and equivalents as % of assetsPercentage
Cash Conversion Cycle (CCC)Time
Cash Flow Adequacy RatioRatio
Cash RatioRatio
Client survey ratingMaximizeScore
Common Stock Equity
Compliance with loan covenantsMaximizeScore
Composite Financial Index (CFI)MaximizeScore
Corporate credit ratingMaximizeScore
Cost Income RatioPercentage
Cost of tax penaltiesMinimizeMoney
Cost per accounts payable invoiceMinimizeMoney
Cost per accounts receivable invoiceMinimizeMoney
Cost per payroll per 1000 employeesMinimizeMoney
Cost per payslip issuedMinimizeMoney
Cost PredictabilityMaximizePercentage
Credit analysis costs as a % of revenuePercentage
Current Assets minus InventoryMoney
Current liabilities as % of liabilitiesPercentage
Current RatioRatio
Cycle time for expense reimbursementsMinimizeTime
Cycle time to resolve payroll errorsMinimizeTime
Days taken to close the budgetTime
Deferred chargesMoney
Deferred charges as % of total chargesPercentage
Deferred charges as % of total chargesPercentage
Deferred Liability ChargesMoney
Deferred Long Term Asset ChargesMoney
Deferred revenueMoney
Deferred revenue as % of total revenuePercentage
Depreciation to Cash Flow ratioRatio
Depreciation to Fixed Assets ratioRatio
Direct costsMoney
Discounts LostMinimizeMoney
Dividend yield
Early pay discountsPercentage
Earnings Before TaxMaximizeMoney
Earnings per shareMaximizeMoney
EBITDA currency to debt currency ratioRatio
EBITDA per employee/FTEMoney
Economic value added
Employee benefit costs as % of labor costs for full-time employeesPercentage
Employee benefit costs as % of labor costs for part-time employeesPercentage
Enterprise Value / Takeover ValueMaximizeMoney
Equity ratio
Expense Coverage DaysTime
Expenses claims processed per FTEMaximize
Financial Leverage IndexRatio
Fixed asset utilizationMaximizeRatio
Franchise rankScore
FX Gain/Loss
GearingPercentage
GoodwillMoney
Gross Margin Return on InvestmentMaximizePercentage
Gross profit per shareMaximizeMoney
Herfindahl-Hirschman IndexRatio
Instances of filing of accurate statutory returns
Intangible AssetsMoney
Interest coverage ratioMaximizeRatio
Internal financing ratioPercentage
International invoicing processing costs as % of total invoicing processing costPercentage
InventoryMoney
Invoice completenessMaximizePercentage
Labor costs for part-time employees as % of salesPercentage
Labor MultiplierRatio
Lender‰Ûªs covenant complianceMaximizeScore
Long term assetsMoney
Long term assets as % of assetsPercentage
Long Term InvestmentsMoney
Long Term Investments as % of InvestmentsPercentage
Long-Term Debt
Long-term liabilitiesMoney
Marginal costsMinimizeMoney
Mean age of billing errorsMinimizeTime
Monetary value of unsettled invoices
National invoicing processing costs as % of total invoicing processing costPercentage
Net collection rateMaximizePercentage
Net International IncomeMoney
Net International Income as % of Net IncomePercentage
Net Local IncomeMoney
Net Local Income as % of Net IncomePercentage
No. of Credit NotesNumber
Non-organic revenue growthPercentage
Non-Recurring Operating ExpensesMoney
Non-Recurring Operating Expenses as % of operating expensesPercentage
Number of accounts payable complaintsNumber
Number of accounts payable complaints per 1000 accounts payable invoicesMinimizeNumber
Number of accounts receivable complaintsMinimizeNumber
Number of accounts receivable complaints per 1000 accounts receivable invoicesMinimizeNumber
Number of FTE in Accounts PayableNumber
Number of FTE in Accounts ReceivableNumber
Number of InvoicesNumber
Number of invoices disputedNumber
Number of new payable invoicesNumber
Number of new receivable invoicesNumber
Number of payroll administration errorsMinimizeNumber
Number of payroll payment errorsMinimizeNumber
Number of unsettled invoicesMinimize
Number of years with a balanced budgetMaximizeNumber
Operating expensesMinimizeMoney
Other Current Assets
Other Current Assets as % of AssetsPercentage
Other Current Liabilities
Other Noncurrent Assets
Other Noncurrent Liabilities
Payment errors as % of total payroll disbursementMinimizePercentage
Pre-tax Return on Equity (ROE)Percentage
Preferred Stock Equity
Pretax operating return on total assetsMaximizePercentage
Primary Reserve RatioRatio
Profit per productMaximizeMoney
Profit per unitMoney
Profit PredictabilityMaximizePercentage
Ratio of actual average borrowing rate to current market rateRatio
Realized ProfitMoney
Receivables against Product, Region, Sales officeMoney
Receivables outstanding over 120 daysMinimizeMoney
Return on Assets (ROA)MaximizePercentage
Return on capital employed (ROCE)
Revenue PredictabilityMaximizePercentage
Revenue won/lost due to exchange rates as a % of total revenuePercentage
Revenue/ClientMaximizeMoney
Salary & Expenses Overpayment %MinimizePercentage
Salary range exception factor
Sales return to total assetsMaximizePercentage
Sales, General and Admin ExpensesMinimizeMoney
Sales, General and Admin Expenses as % of operating expensesPercentage
SG&A as % of revenuePercentage
Share priceMoney
Shares OutstandingNumber
Sharpe ratio
Short Term InvestmentsMoney
Short Term Investments as % of InvestmentsPercentage
Short-Term Debt
Sortino ratio
Spend on lobbyingMoney
Stock Holders' EquityMoney
Subsidy Dependence Ratio (SDI)MinimizeRatio
Sunk costsMoney
Systems cost of payroll process as % of total payroll costPercentage
Time by which Budget closed before the year endTime
Timeliness in submission of statutory returns
Total Current Liabilities
Total Equity
Total LiabilitiesMoney
Total monetary value of disputed invoicesMoney
Total revenueMaximizeMoney
Weighted Average Cost Of Capital (WACC)Score

Procurement, Suppliers & Outsourcing KPI’s

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R&D, Manufacturing & Maintenance KPI’s

Attention: The internal data of table “25” is corrupted!

Corporate Management KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of KPIs that are automatically measuredMaximizePercentage
% of KPIs within set objectivesMaximizePercentage
% of goals accomplished from most recent strategic planMaximizePercentage
% of KPIs that are improvedMaximizePercentage
% of measured KPIsMaximizePercentage
Average KPI improvementMaximizePercentage
Cost of KPI measurementMoney
% of improvement per critical strategic indicators according to recent strategic planMaximizePercentage
% of KPI‰Ûªs reported according to approved planMaximizePercentage
% of KPIs outside set objectivesMinimizePercentage
% of KPIs that are worsenedMinimizePercentage
% of KPIs that do not reflect business goalsMinimizePercentage
% of strategic budget cuts vs % budget cuts through across-the-board cutsPercentage
Accuracy of informationMaximizePercentage
Average data collection costs per KPIMoney
Number of sources used for data collectionNumber
% of executive directorsPercentage
% of independent directorsPercentage
Average director tenureTime
Average number of other (public) company board seatsNumber
Corporate reputation of executivesMaximizeScore
Degree of data support for reporting of trends and scenario analysisScore
Level of industry expertise of new board membersMaximizeScore
Perception of corporate image
% of directors that have liability insurancePercentage
% of directors that own shares in the companyPercentage
% of female directorsPercentage
% of female executive directorsPercentage
% of KPIs compared against benchmarksPercentage
% of KPIs that are manually measuredMinimizePercentage
Average cost of automated measurement per KPIMoney
Average cost of benchmarking per KPIMoney
Average cost of manual measurement per KPIMoney
Average cost to create strategic plansMoney
Average time between updates of KPIsTime
Average time between updates of KPIs with automated measurementTime
Average time between updates of KPIs with manual measurementTime
Average time between updates of strategic plansTime
Cost of automated measurement of KPIsMoney
Cost of KPI benchmarkingMoney
Cost of manual KPI measurementMoney
Number of directors serving on boardNumber
Number of vacant seats on board of directorsNumber
Ratio between cost of automated and manual KPI measurementRatio
Ratio between renumeration cost of female and male directorsRatio
Renumeration costs per director on board of directorsMoney
Time past after last change on board of directorsTime
Total renumeration costs of board of directorsMoney

Compliance, Governance & Legal KPI’s

KPI NameDirectionUnit Type
% of systems covered by antivirus/antispyware softwareMaximizePercentage
% of systems with latest antivirus/antispyware signaturesMaximizePercentage
Number of (internal) control improvement initiativesNumber
Number of business compliance issues caused by improper configuration of assetsMinimizeNumber
Number of complaints regarding breaches of customer privacyMinimizeNumber
% of policies reported with non-conformancesMinimizePercentage
Age of backupTime
Average time to restore backupMinimizeTime
Corrective action response timeMinimizeTime
Cost of non-complianceMinimizeMoney
Effectiveness of internal audits
Frequency of compliance reviewsRangeTime
Number of (critical) non-compliance issues identifiedMinimize
Number of (major) internal control breachesMinimizeNumber
Number of regulatory or legal non-compliance eventsMinimizeNumber
Number of weaknesses identified by external qualification and certification reportsMinimizeNumber
Recurring audit finding instancesMinimizeNumber
Regulatory Compliance On TimeMaximizePercentage
Time between internal control deficiency occurrence and reportingMinimizeTime
% implemented OFI's raised in auditsMaximizePercentage
% of backup operations that are successfulMaximizePercentage
% of key controlsPercentage
% of obsolete user accountsMinimizePercentage
% of past due corrective actionsMinimizePercentage
% of physical backup / archive media that are fully encryptedPercentage
% of risks with probable frequency of occurrence and probable magnitude of impact measuredMaximizePercentage
% of staff trained in critical risk management techniquesPercentage
% of test backup restores that are successfulMaximizePercentage
Age of agreed-upon recommendationsMinimizeTime
Average time between tests of backupTime
Average time lag between identification of external compliance issues and resolutionMinimizeTime
Average time lag between new regulation and initiation of reviewMinimizeTime
Average time to restore off-site backupMinimizeTime
Government Regulatory Compliance, CorporateMaximizePercentage
Number of Audit Finding closing more than two weeksNumber
Number of minor finding on ISO 9001 Internal AuditMinimizeNumber
Number of non-compliance issues reportedMinimize
Number of postponed ISO 9001 Internal Audit caused by AuditeeNumber
Number of postponed ISO 9001 Internal Audit caused by AuditorMinimizeNumber
Number of repeat audit findingsMinimizeNumber
Percentage of strategic objectives achievedMaximizePercentage
Proportion of information security risks for which satisfactory controls have been fully implementedMaximizePercentage
Regulatory Change Compliance CycleTime
Staff annual leavePercentage
Time lag between detection, reporting and acting upon security incidentsMinimizeTime
Time to respond to legal discovery of recordsMinimizeTime
% of risk mitigation plans executed on timeMaximizePercentage
% coverage of total audit universeMaximizePercentage
% Litigation Cases 'Won'MaximizePercentage
% of compliance issues handled first time correctlyMaximizePercentage
% of compliance issues worked onPercentage
% of controls directly related to maintaining defined risk tolerancePercentage
% of core ERM activities that consider IT riskPercentage
% of core ERM activities with embedded IT risk considerationsMaximizePercentage
% of critical business services not covered by risk analysisMinimizePercentage
% of employees whose performance metrics and rewards reflect risk management objectivesPercentage
% of escalated compliance issuesMinimizePercentage
% of escalated risk vulnerabilitiesMinimizePercentage
% of highly ranked assets, targets and resources reviewedMaximizePercentage
% of HIPAA unauthorized disclosuresMinimizePercentage
% of legal budget spent externallyPercentage
% of neglected compliance issuesMinimizePercentage
% of neglected risk vulnerabilitiesMinimizePercentage
% of overdue compliance issuesMinimizePercentage
% of overdue risk vulnerabilitiesMinimizePercentage
% of parallel risk assessments with same resultsMaximizePercentage
% of re-opened compliance issuesMinimizePercentage
% of re-opened risk vulnerabilitiesMinimizePercentage
% of risk analyses performed by trained risk analystsMaximizePercentage
% of risk analyses that are substantiated by later experience or testingPercentage
% of risk analysis reports accepted on initial deliveryPercentage
% of risk analysis undergoing peer reviewMaximizePercentage
% of risk incident response plans past their next required review dateMinimizePercentage
% of risk incident response plans with one or more open issuesMinimizePercentage
% of risk incidents with business impact not subject to post-mortem reviewMinimizePercentage
% of risk issues exceeding defined risk tolerance without action plansMinimizePercentage
% of risk issues inappropriately distributed in the organisational hierarchyMinimizePercentage
% of risk management expenditures with traceability to business risk strategyMaximizePercentage
% of risk vulnerabilities handled first time correctlyMaximizePercentage
% of risk vulnerabilities worked onPercentage
% of secure third party connectionsMaximizePercentage
% of unaccepted risk issues with action plan developedPercentage
% of unaccepted risk issues without mitigation plans developedMinimizePercentage
% of unassessed risksMinimizePercentage
Accuracy of risk assessments
Amount of investment spent on cancelled risk mitigation effortsMinimizeMoney
Average % of claim amounts paidPercentage
Average closure duration of compliance issuesMinimizeTime
Average closure duration of risk vulnerabilitiesMinimizeTime
Average closure duration of risk vulnerabilitiesMinimizeTime
Average costs incurred per litigation case dealt withMoney
Average handling cost per compliance issueMinimizeMoney
Average handling time of compliance issuesMinimizeTime
Average number of days open of compliance issuesMinimizeTime
Average number of days open of risk vulnerabilitiesMinimizeTime
Average overdue time of compliance issuesMinimizeTime
Average overdue time of risk vulnerabilitiesMinimizeTime
Backlog of compliance issuesMinimizePercentage
Backlog of risk vulnerabilitiesMinimizePercentage
Closure duration rate of compliance issuesMinimizeRatio
Closure duration rate of risk vulnerabilitiesMinimizeRatio
Consistency of risk assessment
Cost of Compliance, CorporateMoney
Cost per hour per laywer (in-house)Money
Cumulative business impact from events not identified by risk evaluation processes
Cycle time from discovery of a control deficiency to risk acceptance decisionMinimizeTime
Cycle time from reported policy exceptions to decision on their dispositionMinimizeTime
Debt recovery rate for each stage of investigationMaximizePercentage
Effectiveness of Process AuditsMaximizePercentage
Extent of overlap of risk management activitiesScore
Extent to which budgets are allocated based on risk significanceMaximizeScore
Frequency of risk management activity reportingTime
Information security costs as a proportion of total revenue or IT budgetPercentage
Information security policy deployment and adoptionMaximizeScore
ISO/OHSAS or EMAS certification (as % of production)
Legal staff per billion of revenueNumber
Legal staff per size of revenueNumber
Number of different issue functions and platformsMinimizeNumber
Number of different risk reports provided to the boardMinimizeNumber
Number of information security-related risksMinimizeNumber
Number of key management decisions without availability of relevant risk analysis reportMinimizeNumber
Number of open positions in the risk management staffMinimizeNumber
Number of policies in force with statements contradicting related risk toleranceMinimizeNumber
Number of prioritised risk response activitiesNumber
Number of prosecutions carried out per FTENumber
Number of Risk EventMinimizeNumber
Number of risk events with business impact due to delayed response plan executionMinimizeNumber
Number of risk incident response plans with unresolved quality issuesMinimizeNumber
Number of risk incident response plans without an accountable ownerMinimizeNumber
Number of risk issues that exceed risk toleranceNumber
Percentage of peer review finds with no errorsMaximizePercentage
Potential business impact of exposures discovered by assurance groups
Queue rate of compliance issuesMaximizeRatio
Queue rate of risk vulnerabilitiesMaximizeRatio
Ratio attorneys and all other legal staff including paralegalsRatio
Ratio attorneys and other legal staff excluding paralegalsRatio
Ratio attorneys to paralegalsRatio
Ratio of cumulative actual losses to expected loss magnitudeRatio
Relative proportions of risks identifiedPercentage
Risk TrendScore
Satisfaction index over risk analysis reportingMaximizeScore
Satisfaction of risk owner regarding risk mitigation project outcomesMaximizeScore
Threat impactScore
Threat likelihoodScore
Timeliness of enacting risk incident response plans
Total legal spending as % of revenuePercentage
Total Risk ExposureMinimizeMoney
Value of failed projects due to risk issues not identifiedMinimizeMoney

Sustainability, Health & Safety KPI’s

KPI NameDirectionUnit Type
% of chemical storage cabinets whose chemicals are properly segregatedMaximizePercentage
% of construction and demolition waste recycledMaximizePercentage
Average overtime hours per personTime
Number of repeat findings in self-assessments, audits, and inspections.MinimizeNumber
Reportable accidents (including fatalities) per hours workedMinimizeNumber
% of chemical storage cabinets with secondary containers being properly labelledMaximizePercentage
% of hazardous operational wastePercentage
% of usage of water from non-traditional sourcesMaximizePercentage
% recycled printer paperMaximizePercentage
Carbon footprint
CO2e emissions per 1000 revenue ton milesMinimizeVolume
Corporate average data efficiency (CADE)MaximizePercentage
Lost time due to accidents (including fatalities) per hours workedMinimizeTime
Lost time due to non-fatal accidents per hours workedMinimizeTime
Nox emissions per 1000 revenue ton milesMinimizeVolume
Number of safety inspections
Reportable non-fatal accidents per hours workedMinimizeNumber
Total of manhours in safety and health trainingNumber
% of corrective actions closed out within specified timeframeMaximizePercentage
% of corrective actions completed within planned time-frameMaximizePercentage
% of employees wearing prescribed PPEMaximizePercentage
% of energy used from renewable sourcesPercentage
% of fatal accidentsMinimizePercentage
% of non-hazardous operational wastePercentage
% of OHS committee recommendations implementedMaximizePercentage
% of staff with adequate OHS trainingMaximizePercentage
% of suppliers that affirmed business code of conductMaximizePercentage
Amount of petrol and diesel usedMinimizeVolume
Average electrical consumption
Employee perception of management commitment (survey)Maximize
Energy costs per unit of productionMinimizeMoney
Energy saved due to conservation & efficiency improvementsMaximizeEnergy
Frequency of senior manager plant toursRangeTime
Health & safety prevention costsMoney
Number of fatalities per hours workedMinimizeNumber
Number of harassment, intimidation, retalaition and discrimination alligationsMinimizeNumber
Number of near missesMinimizeNumber
Number of non-conformance with legal or internal standards in safety inspectionsMinimizeNumber
Number of PM/CM Backlog itemsMinimizeNumber
Number of solved safety non-conformancesMaximizeNumber
Safety Audit scoresMaximizeScore
Total Energy UseEnergy
Water used per amount of product manufacturedMinimizeVolume
# Certified SuppliersMaximizeNumber
$ Fines and penaltiesMinimizeMoney
$ Sustainable capital investmentsMoney
% household waste sent for compostingMaximizePercentage
% household waste sent for recyclingMaximizePercentage
% of actual versus licensed water abstractionMaximizePercentage
% of attendance at OHS committee meetingsMaximizePercentage
% of completed fire protection system inspectionMaximizePercentage
% of completed third party pressure vessel inspectionMaximizePercentage
% of daylighting in buildingMaximizePercentage
% of eligible employees who signed the Business Conduct and Ethics PolicyMaximizePercentage
% of employees using public transportPercentage
% of employees who consider that their business acts responsiblyMaximizePercentage
% of halogenated Volatile Organic Compounds (VOC) emissionsPercentage
% of hazardous debrisMinimizePercentage
% of health and safety representatives (HSR) positions filledMaximizePercentage
% of investment agreements with human rights clausesMaximizePercentage
% of issues raised by H&S reps actionedMaximizePercentage
% of managers trained in accident investigationMaximizePercentage
% of materials used that are recycled input materialsMaximizePercentage
% of non standard environmentsMinimizePercentage
% of offensive odours beyond set boundaryMinimizePercentage
% of on-site created energyEnergy
% of products/services assessed for health & safety impactsMaximizePercentage
% of recycled hazardous operational wastePercentage
% of recycled non-hazardous operational wastePercentage
% of suppliers screened on human rightsMaximizePercentage
% of the total tonnage of household waste sent for compostingPercentage
% of total power that is äóìgreenäó powerMaximizePercentage
% of total tonnage of household waste used to recover heat/power/energyPercentage
% of volume of water recycled & reusedMaximizePercentage
% Safety Meeting AttendanceMaximizePercentage
Aircraft emissions per payload capacityVolume
Amount of household waste collected per headVolume
Carbon footprint of air travel by employeesMinimizeVolume
Carbon footprint of employees driving to workMinimizeVolume
Carbon footprint of employees travelingMinimizeVolume
CO2 EmissionsNumber
CO2 Tonnes per employeeMinimize
CO2e emissions in kg per square foot of property spaceMinimize
Contact water useVolume
Cost of solved safety non-conformancesMoney
Disposal CostsMoney
Electrical Consumption vs Cooling Degree Days
Environmental Responsibility InitiativesNumber
Fleet average per vehicle emissions of greenhouse gasesMinimize
Funds raised per FTE for non-profit and humanitarian organisationsMaximizeMoney
Gas Consumption vs Heating Degree Days
Greenhouse gas (GHG) emissionsVolume
Greenhouse gases emitted per mile traveledMinimize
Health and safety prevention costs per FTEMoney
Non-contact cooling water useVolume
Number of accidental releases of substancesMinimizeNumber
Number of contained spillsMinimizeNumber
Number of formally raised safety-related employee concernsMinimizeNumber
Number of full-time employees dedicated to social investment projectsNumber
Number of initiatives to promote greater environmental responsibilityNumber
Number of paper pages used per employeeMinimizeNumber
Number of reports in relation to products or services endangering health and safetyMinimizeNumber
Number of substituted hazardous substances or hazardous workNumber
Number of times work was stopped due to unplanned unsafe conditionMinimizeNumber
Number of violation of rest hoursMinimizeNumber
Percentage of operating income dedicated to social contributionPercentage
Philanthropic contributionsMoney
Philanthropy as a % of (pretax) profitPercentage
Pollution incident rateMinimizeNumber
Position on sustainability indexesScore
Ratio of actual pollution discharge to target levelsMinimizePercentage
Ratio of Health and Safety Professionals to Company EmployeesRatio
Ratio, Disposed Materials / Net Sales
Ratio, Revenues / CO2 EmmisionsMoney
Ratio, Water Use / Net Sales
Recycling revenuesMoney
Safety attitude scoresMaximizeScore
Safety Inspections done / Inspections duePercentage
Sales from products that use recycled materialMoney
Savings, $'s, from accident reductionMaximizeMoney
Size of contaminated land sites
Social contributions spent per employeeMoney
Social Enterprise ChangeScore
Spend on lobbyingMoney
Total distance flown by employeesDistance
Total energy used per unit of productionMinimizeEnergy
Total investment in the communityMoney
Total Number of AccidentsMinimizeNumber
Total number of incidents of discriminationMinimizeNumber
Total on-site energyEnergy
Total Purchased EnergyEnergy
Total value of goods / services donatedMoney
Total waste materials disposed / net salesMinimizeRatio
Waste disposed of per amount of product manufacturedVolume
Water useVolume
Water use / net salesRatio
Water used per amount of product manufactured
Weight recycled as % of past salesMaximizePercentage

Supply Cahin, Inventory & Logistics KPI’s

KPI NameDirectionUnit Type
Average production costs of itemsMinimizeMoney
Average Unit CostMoney
Inventory months of supplyTime
Inventory TurnsNumber
Manufacturing Schedule AdherenceMinimizePercentage
Sell-through %MaximizePercentage
% of backordersMinimizePercentage
% of orders delivered with damaged products/itemsMinimizePercentage
% of total stock that is not displayed to customersPercentage
Average age of inventoryMinimizeTime
Customer order cycle timeMinimizeTime
Damages as % of throughputMinimizePercentage
Fill rateMaximizePercentage
Freight cost per unit shippedMinimizeMoney
Inventory AccuracyMinimizePercentage
Inventory turnover
Manufacturing cycle timeTime
On time ship rateMaximizePercentage
Ontime delivery and pickup [Load, stop and shipment]MaximizePercentage
Perfect Order Measure / FulfillmentMaximizePercentage
Scrap value %MinimizePercentage
Size of safety stockRangePercentage
Transit timeTime
Warehouse productivity levelMaximizeNumber
% of accuracy in physical stock against system stockMaximizePercentage
% of correctly picked line itemsMaximizePercentage
% of Inventory items incorrectly locatedMinimizePercentage
% of inventory items with incorrect stock balancesMinimizePercentage
% of safety stock usedMinimizePercentage
% of stock available at customers first requestMaximizePercentage
% of undamaged goods after shipping/transportationMaximizePercentage
Cash to cash cycle timeMinimizeTime
Empty milesMinimizePercentage
Forecast AccuracyMaximizePercentage
Freight bill accuracyMaximizePercentage
Gross Margin Return on Inventory InvestmentMaximizeScore
Inactive StockMinimize
Inbound Volume ReceivedNumber
Inventory Carrying CostsMoney
Inventory Days of SupplyTime
Inventory holding costs (IHC) as % of gross salesMinimizePercentage
Inventory lead timeTime
Inventory Location AccuracyMaximizePercentage
Inventory replenishment cycle timeTime
Inventory service levelMaximizePercentage
Inventory to obsolete goods ratioRatio
Inventory ValueMoney
Number of line items pickedMaximizeNumber
On-time pickupsMaximizePercentage
Optimize Load Fulfilment (OLF) %MaximizePercentage
Outbound freight costs as percentage of net salesMinimizePercentage
Quantity per shipmentMaximizeNumber
Sales order by FTEMaximizeNumber
Sell through %MaximizePercentage
Stock coverTime
Stockouts in periodMinimizeNumber
Supply chain cycle timeMinimizeTime
Total logistics costs as a percentage of salesPercentage
Total transport cost as % of delivered salesPercentage
Value of obsolete stockMinimizeMoney
Frequency of canceled ordersTime
% of EDI transactionsMaximizePercentage
% of escalated ordersMinimizePercentage
% of filled warehouse locationsPercentage
% of goods received from 1 batchMaximizePercentage
% of incorrectly assigned ordersMinimizePercentage
% of inventory in accounts payablePercentage
% of items equipped with Radio frequency identification (RFID)Percentage
% of items tracked with Radio frequency identification (RFID)Percentage
% of logistics outsourcingPercentage
% of neglected ordersMinimizePercentage
% of orders closed with all data fields completedMaximizePercentage
% of orders remaining in 'Plan' statusMinimizePercentage
% of orders remaining in 'Request' statusMinimizePercentage
% of Orders Requiring ReworkMinimizePercentage
% of orders that were captured with incorrect attributesMinimizePercentage
% of orders that were delivered with requested documentationMaximizePercentage
% of orders with 'Delay' statusMinimizePercentage
% of orders with 'Delay' status due to unavailability of equipmentPercentage
% of orders with 'Delay' status due to unavailability of manpowerPercentage
% of orders with 'Delay' status due to unavailability of resourcesPercentage
% of orders with 'Delay' status due to unavailability of servicesPercentage
% of orders with all data fields completedMaximizePercentage
% of orders with all planning data completedMaximizePercentage
% of orders with schedule date earlier or equal to late finish datePercentage
% of orders/items arrives at the right locationMaximizePercentage
% of overdue ordersMinimizePercentage
% of re-opened ordersMinimizePercentage
% of shipment visibility/traceabilityMaximizePercentage
% of slow moving productsPercentage
% of time spent picking back ordersMinimizePercentage
% of unfinished received itemsMinimizePercentage
% of uninterrupted ordersMaximizePercentage
% of unsell-able stock due to out-of-fashionMinimizePercentage
% of warehouse shrinkagePercentage
% Orders Delivered by Committed DateMaximizePercentage
Accessorials as percent of total freightPercentage
Average age of order backlogMinimizeTime
Average closure duration of ordersMinimizeTime
Average consignment size
Average cost involved with import or export transactionMinimizeMoney
Average days late per late orderMinimizeTime
Average dock-to-stock time for handlingTime
Average dock-to-stock time for inspection/testingTime
Average dock-to-stock time for receivingTime
Average handling cost per orderMinimizeMoney
Average handling time of ordersMinimizeTime
Average number of days open of ordersMinimizeTime
Average number of orders per handlerNumber
Average overdue time of ordersMinimizeTime
Average time difference between LOGR and LOGCTime
Average time in inventoryTime
Average time of import or export transactionMinimizeTime
Backlog of ordersMinimizePercentage
Box Order CompletenessMaximizePercentage
Box Order CorrectnessMaximizePercentage
Carrying Costs, Finished GoodsMoney
Closure duration rate of ordersMinimizeRatio
Cost of Fulfillment ProcessMoney
Cubic meters per 1,000 packagesVolume
Customer order pick-to-ship cycle timeMinimizeTime
Customer order promised cycle timeTime
Delivery Schedule Adherence (DSA)MaximizePercentage
Early PO Receipts to PO due date
Early receipts to MRP date (required date)
Economic Order Quantity (EOQ)
Floor space utilizationMaximizePercentage
Frequency of emergency ordersTime
Fulfillment Process Costs as % OpExPercentage
Independent demand ratioPercentage
Insurance costs as % of inventory costsPercentage
Internal cycle time Receipt of material to GRN/MRRTime
Inventory Age, Value weightedMoney
Inventory Carrying RatePercentage
Inventory Dollars DiscrepantMinimizeMoney
Inventory holding costs (IHC) as % of inventory valueMinimizePercentage
Inventory management cost as % of gross salesMinimizePercentage
Item issuing timeTime
Material value addPercentage
Mean Duration to Fulfill Service OrderTime
Mean time order to activationMinimizeTime
Mean Time to Handle Defects or Rework from Order to ActivationMinimizeTime
Missed Deliveries per Million (MPM)Minimize
Number & Value of surplus / obselete stock
Number of active suppliers per supply employeeRatio
Number of deliveries with past due goods issue dateMinimize
Number of inaccurate business forecast inputs providedMinimizeNumber
On Time In Full, Commit DateMinimizeNumber
On Time In Full, Request DateMinimizeNumber
Ontime line countMaximizePercentage
Ontime value %MaximizePercentage
Order Authorization to Order Receipt CycleTime
Order Cycle, Customer Receipt to InstallTime
Order Cycle, Entry to PaymentTime
Order Cycle, Order Entry to Build StartTime
Order Cycle, Order Entry to ShipmentTime
Order Cycle, Order Receipt to EntryMinimizeTime
Order Cycle, Order Shipment to ReceiptMinimizeTime
Order Fill Rate, CustomerMaximizePercentage
Order Fill Rate, SupplierMaximizePercentage
Order Fulfillment CostsMoney
Order Fulfillment Lead TimeTime
Order Management CostsMoney
Order Management Costs, Order SpecificMoney
Order Management Costs, Return Specific
Order to activation time by major processTime
Orders, Correct DocumentationMaximizePercentage
Orders, Damage ShipmentsMinimizePercentage
Orders, Delivery ErrorsMinimizePercentage
Orders, Invoice ErrorsMinimizePercentage
Orders, Receipts Error Free MaximizePercentage
Pallet Order CompletenessMaximizePercentage
Pallet Order CorrectnessMaximizePercentage
Percent Variability in Lead TimeMinimizePercentage
Percentage of duplicate stock numbersMinimizePercentage
Percentage of problem suppliersMinimizePercentage
Percentage of stock controlled SKUsMaximizePercentage
Picks per man hourNumber
PPV
Product lead timeTime
Queue rate of ordersMaximizeRatio
Range in number of orders issuedNumber
Rate of customers returns or billing disputes due to products shipped but not orderedPercentage
Receiving errorsMinimizeNumber
Recommended Cut Orders
Requested Time in Full (RTIF)MaximizePercentage
Return Warehouse ExpenseMoney
Stock in excess of next 60 days needs
Stock Status (Number & value of Stock Items)
Stored items per employeeNumber
Supplier delivery dock-to-stock cycle timeMinimizeTime
Total Logistic EfficiencyMoney
Total value of consignment stockMoney
Unit Cost of FulfillmentMoney
Unit Cost per batchMoney
Value of Items last transaction > than given periodMoney
Value of items stolen from inventoryMinimizeMoney
.

Information Technology KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of customers given satisfaction surveysRangePercentage
% of outage due to changes (planned unavailability)MinimizePercentage
% of outage due to incidents (unplanned unavailability)MinimizePercentage
% of systems covered by antivirus/antispyware softwareMaximizePercentage
% of systems with latest antivirus/antispyware signaturesMaximizePercentage
Availability (excluding planned downtime)MaximizePercentage
Average number of calls / service request per handlerNumber
Customer satisfaction (index)MaximizeScore
First-call resolution rateMaximizePercentage
Mean Time to Repair (MTTR)MinimizeTime
Mean-time between failure (MTBF)MaximizeTime
Number of complaintsMinimizeNumber
Number of software defects in productionMinimizeNumber
% of (critical) infrastructure components with automated availability monitoringMaximizePercentage
% of availability SLAs metMaximizePercentage
% of backed-out changesMinimizePercentage
% of calls answered within set timeframeMaximizePercentage
% of changes that cause incidentsMinimizePercentage
% of CIs monitored for performanceMaximizePercentage
% of escalated service requestsMinimizePercentage
% of first-line resolution of service requestsMaximizePercentage
% of incidents solved within deadline/targetMaximizePercentage
% of network bandwidth usedPercentage
% of overdue service requestsMinimizePercentage
% of reopened incidentsMinimizePercentage
% of reopened service requestsMinimizePercentage
% of repeat incidentsMinimizePercentage
% of service requests resolved within an agreed-upon period of timeMaximizePercentage
% of software licenses usedMaximizePercentage
% of unplanned outage/unavailability due to changesMinimizePercentage
% of urgent changesMinimizePercentage
Abandon rate of incoming phone callsMinimizePercentage
AvailabilityMaximizePercentage
Average incident closure durationTime
Average incident response timeMinimizeTime
Average problem closure durationMinimizeTime
Average speed to answer phone callMinimizeTime
DowntimeMinimizePercentage
First line service request closure rateMaximizePercentage
Incident queue rateMaximizeRatio
IT Spending per EmployeeRangeMoney
IT to Total Employees RatioRangeRatio
Mean Time To Detect (MTTD)MinimizeTime
Number of business compliance issues caused by improper configuration of assetsMinimizeNumber
Number of business disruptions caused by problemsMinimizeNumber
Number of times (corporate) website shows a 404 pageMinimizeNumber
Problem backlogMinimizePercentage
Problem queue rateMaximizeRatio
Service request backlogMinimizePercentage
Service request queue rateMaximizeRatio
Unit costs of IT service(s)Money
% incidents solved within SLA timeMaximizePercentage
% IT Budget of Total RevenuesPercentage
% IT Capital Spending of Total InvestmentPercentage
% of (assigned) disk space quota usedPercentage
% of backlogged/neglected change requestsMinimizePercentage
% of callers given satisfaction surveysRangePercentage
% of calls transferredPercentage
% of changes initiated by customersMaximizePercentage
% of critical business processes not covered by a defined service availability planMinimizePercentage
% of delivered changes implemented within budget/costsMaximizePercentage
% of downtime due to security incidentsMinimizePercentage
% of dropped telephone calls (DCR)MinimizePercentage
% of email spam messages stopped/detectedMaximizePercentage
% of email spam messages unstopped/undetectedMinimizePercentage
% of fully documented SLAsMaximizePercentage
% of implemented changes not approved (by management / CAB)MinimizePercentage
% of incidents reported more than once by customerMinimizePercentage
% of incorrectly assigned incidentsMinimizePercentage
% of incorrectly assigned service requestsMinimizePercentage
% of IT costs associated to IT investmentPercentage
% of IT costs associated to IT maintenancePercentage
% of IT labor outsourcedPercentage
% of licences purchased and not accounted for in configuration repositoryMinimizePercentage
% of open service requests worked onPercentage
% of overdue changesMinimizePercentage
% of overdue incidentsMinimizePercentage
% of overdue problemsMinimizePercentage
% of problems resolved within the required time periodMaximizePercentage
% of problems with a root cause analysisMaximizePercentage
% of problems with a root cause identifiedMaximizePercentage
% of problems with available workaroundPercentage
% of response-time SLAs not metMinimizePercentage
% of servers located in data centersMaximizePercentage
% of Service Desk AvailabiltyPercentage
% of service requests due to poor performanceMinimizePercentage
% of service requests posted via web (self-help)MaximizePercentage
% of services covered by SLAMaximizePercentage
% of SLAs without service level breachesMinimizePercentage
% of spent on IT maintenanceRangePercentage
% of system transactions executed within response time thresholdMaximizePercentage
% of unauthorized implemented changesMinimizePercentage
% of vendor services delivered without agreed service targetsMinimizePercentage
% of virus incidents requiring manual cleanupMinimizePercentage
% of virusses & spyware detected in emailPercentage
% recycled printer paperMaximizePercentage
Age of backupTime
Average # of incidents handled by each first line operativesRangeNumber
Average after call work timeTime
Average cost to solve a problemMinimizeMoney
Average cost to solve an incidentMinimizeMoney
Average number of (re)-assignments of incidentsMinimizeNumber
Average overdue time of overdue service requestsMinimizeTime
Average response time of transactionsMinimizeTime
Average time to restore backupMinimizeTime
Carbon footprint
Change queue rateMaximizeRatio
Corporate average data efficiency (CADE)MaximizePercentage
Corrective maintenance to preventive maintenance ratioRatio
Cost of cleanup of virus/spyware incidentsMinimizeMoney
Costs of operating call center / service deskMoney
Critical-time failuresMinimizeNumber
Critical-time outageMinimizePercentage
Datacenter power usage effectiveness (PUE)Ratio
Deviation of planned budget for SLAMinimizePercentage
Email BacklogMinimizeNumber
Incident backlogMinimizeNumber
IT Investment to IT Staff TrainingRatio
Number of alerts on exceeding system capacity thresholdsMinimizeNumber
Number of complimentsMaximizeNumber
Number of detected network attacks
Number of incidents caused by deficient user trainingMinimizeNumber
Old incident backlogMinimizePercentage
Ratio of % growth of IT budget versus % growth of revenuesRatio
Service request closure duration rateMinimizeRatio
Software Bug ResolutionMinimizeTime
Spam detection failure %MinimizePercentage
# of as-is requestNumber
# of FTE per size of storage under managementNumber
# of Significant change requests uses the EA RepositoryNumber
% Incidents Submitted via Automated MonitoringPercentage
% of "dead" serversMinimizePercentage
% of audited CIsMaximizePercentage
% of backup operations that are successfulMaximizePercentage
% of Business Processes with Continuity AgreementsMaximizePercentage
% of business projects that consider IT riskMaximizePercentage
% of changes closed before deadlineMaximizePercentage
% of changes closed with all data fields completedMaximizePercentage
% of changes remaining in 'Plan' status.MinimizePercentage
% of changes remaining in 'Request' statusMinimizePercentage
% of changes scheduled outside maintenance windowMinimizePercentage
% of changes that required restoration of backupMinimizePercentage
% of changes with 'Delay' statusMinimizePercentage
% of changes with 'Delay' status due to third partyMinimizePercentage
% of changes with 'Delay' status due to unavailability of equipmentMinimizePercentage
% of changes with 'Delay' status due to unavailability of manpowerMinimizePercentage
% of changes with 'Delay' status due to unavailability of resourcesMinimizePercentage
% of changes with 'Delay' status due to unavailability of servicesMinimizePercentage
% of changes with all data fields completedMaximizePercentage
% of changes with all planning data completedMaximizePercentage
% of changes with man-hour estimate within 10% of actualMaximizePercentage
% of changes with schedule date earlier or equal to late finish dateMaximizePercentage
% of CIs included in capacity reviewsPercentage
% of CIs mapped onto IT services in the CMDBMaximizePercentage
% of CIs under maintenance contractMinimizePercentage
% of CIs with under-capacityMinimizePercentage
% of current initiatives driven by ITPercentage
% of current initiatives driven by the businessPercentage
% of delivered services not in the service catalogueMinimizePercentage
% of disk space usedPercentage
% of energy used from renewable sourcesPercentage
% of escalated releasesMinimizePercentage
% of failed system transactionsMinimizePercentage
% of growth of IT budgetPercentage
% of high priority service requests registeredMinimizePercentage
% of hours devoted to train tecnichal staff in IT security compared with the total onesPercentage
% of implemented changes without Impact AnalysisMinimizePercentage
% of inaccuratly registered CIs in CMDBMinimizePercentage
% of incident that lost OLA in identify process (MTTI)MinimizePercentage
% of incidents by sourcePercentage
% of incidents caused by deficient documentationMinimizePercentage
% of incidents closed with all data fields completedMaximizePercentage
% of incidents fixed before users noticeMaximizePercentage
% of incidents not solved in-time due to inaccurate configuration dataMinimizePercentage
% of incidents remaining in 'Plan' statusMinimizePercentage
% of incidents remaining in 'Request' statusMinimizePercentage
% of incidents resolved remotelyPercentage
% of incidents which change classification during the lifecycleMinimizePercentage
% of incidents with all data fields completedMaximizePercentage
% of incidents with all planning data completedMaximizePercentage
% of incidents with man-hour estimate within 10% of actualMaximizePercentage
% of incidents with schedule date earlier or equal to late finish dateMaximizePercentage
% of IT contribution in ROTAMaximizePercentage
% of IT initiatives/projects championed by the businessMaximizePercentage
% of IT time associated to IT investmentRangePercentage
% of IT time spent on NPD versus total time spent on NPD rolloutPercentage
% of monitoring coverageMaximizePercentage
% of neglected releasesMinimizePercentage
% of network packet lossMinimizePercentage
% of open service requests unmodified/neglectedMinimizePercentage
% of overdue releasesMinimizePercentage
% of patches applied outside of maintenance windowMinimizePercentage
% of physical backup / archive media that are fully encryptedPercentage
% of Planned vs Unplanned changesPercentage
% of problems closed with all data fields completedMaximizePercentage
% of problems remaining in 'Plan' statusMinimizePercentage
% of problems remaining in 'Request' statusMinimizePercentage
% of problems reported by customersMinimizePercentage
% of problems with all data fields completedMaximizePercentage
% of problems with all planning data completedMaximizePercentage
% of problems with man-hour estimate within 10% of actualMaximizePercentage
% of problems with schedule date earlier or equal to late finish dateMaximizePercentage
% of refused changes by CABPercentage
% of releases handled first time correctlyMaximizePercentage
% of releases handled within agreed upon time-frameMaximizePercentage
% of releases with 'Delay' statusMinimizePercentage
% of releases with 'Delay' status due to third partyMinimizePercentage
% of releases with 'Delay' status due to unavailability of equipmentMinimizePercentage
% of releases with 'Delay' status due to unavailability of manpowerMinimizePercentage
% of releases with 'Delay' status due to unavailability of resourcesMinimizePercentage
% of releases with 'Delay' status due to unavailability of servicesMinimizePercentage
% of resolved calls that have not been closedMinimizePercentage
% of reviewed SLAsMaximizePercentage
% of routine changesPercentage
% of service levels (in SLAs) reported in an automated wayMaximizePercentage
% of service levels (in SLAs) that are actually measuredMaximizePercentage
% of service requests closed before deadlineMaximizePercentage
% of service requests closed with all data fields completedMaximizePercentage
% of service requests remaining in 'Plan' status.MinimizePercentage
% of service requests remaining in 'Request' statusMinimizePercentage
% of service requests with 'Delay' statusMinimizePercentage
% of service requests with 'Delay' status due to third partyMinimizePercentage
% of service requests with 'Delay' status due to unavailability of equipmentMinimizePercentage
% of service requests with 'Delay' status due to unavailability of manpowerMinimizePercentage
% of service requests with 'Delay' status due to unavailability of resourcesMinimizePercentage
% of service requests with 'Delay' status due to unavailability of servicesMinimizePercentage
% of service requests with all data fields completedMaximizePercentage
% of service requests with all planning data completedMaximizePercentage
% of service requests with man-hour estimate within 10% of actualMaximizePercentage
% of service requests with schedule date earlier or equal to late finish dateMaximizePercentage
% of services not covered in Continuity PlanMinimizePercentage
% of SLA breaches caused by underpinning contractsMinimizePercentage
% of SLAs in renegotiationPercentage
% of SLAs requiring changesPercentage
% of SLAs under ReviewMinimizePercentage
% of SLAs with an assigned account managerMaximizePercentage
% of spam false positivesMinimizePercentage
% of spend on current IT capital projects that are considered driven by the businessPercentage
% of successful software upgradesMaximizePercentage
% of successfull software installationsMaximizePercentage
% of system transactions executed within response time threshold during peak-timeMaximizePercentage
% of systems not to policy patch levelMinimizePercentage
% of test backup restores that are successfulMaximizePercentage
% of tickets closed without RequestPercentage
% of time coordinating changesPercentage
% of total changes that are of KTLO activityPercentage
% of unauthorized CI's in the IT infrastructureMinimizePercentage
% of unmodified/neglected incidentsMinimizePercentage
% of unmodified/neglected problemsMinimizePercentage
% of unowned open service requestsMinimizePercentage
% of unplanned purchases due to poor performanceMinimizePercentage
% of unregistered changesMinimizePercentage
% of workarounds to service requests appliedMinimizePercentage
% on-time service level changesMaximizePercentage
% reduction of IPCS's (Incident, Problem, Change, Service Request)Percentage
% rework (number of records) required after initial change implementationMinimizePercentage
Accuracy of expenditure as defined in Capacity PlanMaximizePercentage
Accuracy of expenditure as defined in Continuity PlanMinimizePercentage
Adoption RateMaximizePercentage
Application Performance Index (Apdex)MaximizeScore
Average % of CPU utilizationRangePercentage
Average % of memory utilizationRangePercentage
Average age of hardware assetsTime
Average audit cycle of CIsTime
Average change closure durationTime
Average costs of releaseMinimizeMoney
Average cycle time between urgent releasesMinimizeTime
Average data center rack utilizationMaximizePercentage
Average delay in SLAs reviewMinimizeTime
Average deviation of deadline incidentsMinimizeTime
Average handling cost per releaseMinimizeMoney
Average handling time of releasesMinimizeTime
Average incidents solved by FLMMaximizePercentage
Average international jitterMinimizeTime
Average international packet loss %MinimizePercentage
Average international round-trip latencyMinimizeTime
Average IT-related costs per customerMoney
Average national jitterMinimizeTime
Average national packet loss %MinimizePercentage
Average national round-trip latencyMinimizeTime
Average network round trip latencyMinimizeTime
Average network throughputMaximize
Average number of (re)-assignments of service requestsMinimizeNumber
Average number of components under management per FTENumber
Average number of incidents per desktopMinimizeNumber
Average number of versions of softwareMinimizeNumber
Average number of virtual images per administratorRangeNumber
Average overdue time of releasesMinimizeTime
Average penalty costs per SLAMinimizeMoney
Average retransmissions of network packetsMinimize
Average rework per change after implementation of changesMinimizeTime
Average size of email boxes/storage
Average storage/disk read timeTime
Average storage/disk seek timeTime
Average storage/disk transfer rate
Average storage/disk write timeTime
Average time between CMDB reconciliationTime
Average time between tests of backupTime
Average time between updates of Capacity PlanTime
Average time between updates of Continuity PlanRangeTime
Average time open of unsolved service requestsMinimizeTime
Average time period between identifying and rectifying a discrepancyMinimizeTime
Average time spent on Capacity PlansTime
Average time spent on CMDB reconciliationTime
Average time spent on Continuity PlansTime
Average time to restore off-site backupMinimizeTime
Average time to solve service requestMinimizeTime
Backlog change of service requestsNumber
Balance of Problems solved with a KE - RFC or otherMaximizeRatio
Business Impact Analysis (BIA) CoverageMaximizePercentage
Change closure duration rateMinimizeRatio
Change in "Residual Risk"Percentage
Cost of CMDB reconciliationMoney
Cost of patchesMinimizeMoney
Cost of producing Continuity PlansMoney
Cost of service deliveryMoney
Cost of SLAsMoney
Costs associated to unplanned purchases to resolve poor performanceMinimizeMoney
Data center bypass %Percentage
Data center floor usage %MaximizePercentage
Data Center Infrastructure Efficiency (DCiE)Percentage
Data center recirculation %Percentage
Distribution cycle of patchesMinimizeTime
Duration of Major DeploymentsTime
Efforts required for impact assessment of an incident, changeMinimizeTime
Energy-related costs as % of overall data center expendituresPercentage
Fail rate of tested vs non-tested emergency releasesRatio
Frecuency of IT security audits
Frequency of CAB meetingRangeTime
Frequency of review of IT continuity planTime
Growth of the CMDBPercentage
Hardware asset valueMoney
Humidity % of data centerPercentage
Impact of IT Training on IT Operational CostsRatio
Incident impact rate incomplete CMDBMinimizePercentage
Incidents completed without escalationMaximizePercentage
Information architecture planning horizonTime
IT Service Continuity Plan testing failuresMinimizeNumber
Latency of unapplied patchesMinimizeTime
Lead Time To Change ExecutionMinimizeTime
Maximum age of hardware assetsTime
Maximum Capacity ReservesPercentage
Maximum CPU usageRangePercentage
Maximum memory usageRangePercentage
Maximum response time of transactionsMinimizeTime
Mean Opinion Score (MOS)Maximize
Mean time (days) Request for Change approvalTime
Mean time to provisionTime
Minimum bandwidth guarantee
Network Asset Efficiency %Percentage
Normal Capacity ReservesPercentage
Number of deviations between configuration repository and actual configurationsMinimizeNumber
Number of hours spent in IT Security trainingTime
Number of incidents caused by changes vs total nr of incidentsMinimizePercentage
Number of Incidents Caused By Inadequate CapacityMinimizeNumber
Number of Incidents logged with no diagnosis provided in the Incident descriptionMinimizeNumber
Number of incidents per developed applicationMinimizeNumber
Number of Incidents per Known ProblemNumber
Number of Incidents per ProblemNumber
Number of installed vs. utilized portsPercentage
Number of IT-related events with business impact with failure to escalateNumber
Number of network compliance IT audits per yearNumber
Number of new service requestsNumber
Number of occurrences of loss of strategic dataMinimizeNumber
Number of open service requestsNumber
Number of open service requests older than 28 daysNumber
Number of outgoing virusses/spyware caught
Number of outstanding actions of last SLA reviewMinimize
Number of overdue support ticketsNumber
Number of repeated incidentsMinimizeNumber
Number of service requests solved on first-callNumber
Number of service requests solved on first-lineNumber
Number of service requests solved within deadlineNumber
Number of SLA breaches due to poor performanceMinimizeNumber
Number of solved service requestsNumber
Number of training calls handled by the service deskNumber
Number of untested releasesMinimizeNumber
Number of urgent releasesMinimizeNumber
Number of urgent releases approvals (Hot Fixes)MinimizeNumber
Percent of incidents classified as security relatedMinimizePercentage
Percentage of end user computersPercentage
Percentage of end user printersPercentage
Physical servers vs Virtual serversRatio
Power draw % by networkPercentage
Power draw % by storagePercentage
Power draw % by systemsPercentage
Proportion of Automatic Release DistributionMaximizePercentage
Ratio of cost of materialized and prevented IT incidentsRatio
Ratio of fixed price projects cost versus T&M projects costRatio
Ratio of Incidents to StaffNumber
Ratio of IT management costs and prevented IT incidents costsRatio
Ratio of number of incidents versus number of changesRatio
Ratio of number of incidents versus number of problemsRatio
Requirement Coverage PercentageMinimizePercentage
Requirement Gap PercentageMinimizePercentage
Resolution Time of Capacity ShortageMinimizeTime
RISC Asset Efficiency %Percentage
Risk Level MatrixScore
Security Implementation DurationMinimizeTime
Security Incident Resolution Time by SeverityMaximizePercentage
Security vulnerability density per 1,000 lines of codeMinimizeNumber
Server to System Administration RatioRatio
Service Call Abandoned RateMinimizePercentage
Software support costsMoney
Storage Asset Efficiency %Percentage
Storage/disk capacity
Storage/disk rotation speed
Time lag between code changes/fixes and release of new build/handoff back to QAMinimizeTime
Time to distribute software to all customersMinimizeTime
Time to fix connectivity problemsMinimizeTime
Time to implement a MACTime
Time until Problem IdentificationTime
Total rework after implementation of changesMinimize
Total service delivery penalties paidMinimizeMoney
Watts per Active PortMinimizeEnergy
Website success rate
Weighted security vulnerability density per unit of codeMinimizeScore
x86 Asset Efficiency %Percentage

Quality, Improvement & Innovation KPI’s

KPI NameDirectionUnit Type
Average number of training hours per employeeRangeNumber
Number of (internal) control improvement initiativesNumber
Time-to-market of changes to existing products/servicesTime
Time-to-market of new products/servicesMinimizeTime
% of employees gone through trainingPercentage
% of new product/service developments launched on timeMaximizePercentage
% of sales due to launched product/servicesPercentage
Average frequency of updates of documentsTime
Average number of quality checks vs. targetMaximizePercentage
Defects per million opportunities (DPMO)MinimizeNumber
Effectiveness of internal audits
Number of customer complaint due to quality of servicesMinimizeNumber
Quality personnel to normal personnel ratioRatio
R&D spend as % of revenuePercentage
Training penetration rateMaximizePercentage
Yield %Percentage
% implemented OFI's raised in auditsMaximizePercentage
% of defects/ violations/ deviations found on Process controlPercentage
% of documents not stored in document management systemMinimizePercentage
% of improvements done from process improvement activitiesPercentage
% of new product/service developments launched on budgetMaximizePercentage
% of R&D projects involving customersPercentage
% of recjected patentsMinimizePercentage
% of sales from products launched previous yearPercentage
% of time of employees available for improvement activitiesRangePercentage
Average application time for patentsMinimizeTime
Average development costs per new productMoney
Average number of prototypes per new productNumber
Average time from idea to first patent filingMinimizeTime
Cost of quality as % of annual revenuesRangePercentage
Defects %MinimizePercentage
Idea conversion ratePercentage
Number of Audit Finding closing more than two weeksNumber
Number of collected ideas that were implementedNumber
Number of ideas developedNumber
Number of units rejected by quality inspection
Ratio of paper to electronic documentsMinimizeRatio
Time to respond to legal discovery of recordsMinimizeTime
Total turnaround time (per business process)Time
% Change in New Product Revenue To Total RevenuePercentage
% coverage of review of existing documents to check its appropriatenessMaximizePercentage
% coverage of validation plan for systemsMaximizePercentage
% dedicated resources for radical innovationPercentage
% of action points derived from self audit, implemented within time plannedMaximizePercentage
% of batches reprocessed / rejectedMinimizePercentage
% of benchmarking activities that result in implementation of enhancementsMaximizePercentage
% of change controls reviewed vs implementedMaximizePercentage
% of cost savings attributed to use of Six SigmaMaximizePercentage
% of defects/ violations/ deviations found on materials controlPercentage
% of deviation reports approved vs generatedMaximizePercentage
% of document change amendments completed within agreed timeMaximizePercentage
% of documents digitally archivedPercentage
% of documents in non-enterprise repositoriesMinimizePercentage
% of documents not accessed regularyPercentage
% of duplications/document variationsMinimizePercentage
% of enterprise documents accessible to search engineMaximizePercentage
% of existing vendors / suppliers re-certified by auditPercentage
% of ideas from outside the organizationPercentage
% of ideas that are funded for developmentPercentage
% of ideas that are killedPercentage
% of improvement of training timeMaximizePercentage
% of internal BlackbeltsPercentage
% of internal GreenbeltsPercentage
% of investment in non-core innovation projectsPercentage
% of new customers from new products / servicesMaximizePercentage
% of new patents as leading edge on competitorsMaximizePercentage
% of patents for salePercentage
% of profit increases attributed to use of Six SigmaMaximizePercentage
% of R&D projects involving pre-competitive research with competing companiesPercentage
% of R&D projects involving universities / research institutesPercentage
% of senior management time invested in growth innovationPercentage
% of validation plans completed within agreed timeMaximizePercentage
% reduction of market complaintsMaximizePercentage
% searches resulting in a document being openedPercentage
Average age of knowledge assetsTime
Average age of patentsTime
Average cost of benchmarking studyMoney
Average cost per patentMoney
Average experience with Six SigmaTime
Average lead time to respond to ideas / suggestionsMinimizeTime
Average prototyping speedTime
Average time to complete benchmarking studyTime
Average time-to-profitability for changes to existing products/servicesMinimizeTime
Average time-to-profitability for new product/serviceMinimizeTime
Average value of ideas / suggestions implementedMaximizeMoney
Benchmarking performancePercentage
Cost of IT as % of total cost of KMPercentage
Cost of participation in KM activities as % of total cost of KMPercentage
Customer satisfaction with new products / servicesMaximizeScore
Defects per unit (DPU)
Document change turn around timeMinimizeTime
Document storage costsMoney
Effectiveness of Process AuditsMaximizePercentage
EnE RatioMaximizeRatio
Frequency of use of knowledge assetsTime
New product sales cannibalization ratioRatio
New product turn around timeMinimizeTime
Number of change controls reviewed after implementationNumber
Number of collected ideas that were developed furtherNumber
Number of documents that have not been removed after end-of-lifeMinimize
Number of inactive billing addressesMinimizeNumber
Number of minor finding on ISO 9001 Internal AuditMinimizeNumber
Number of new commercial proposals launchedNumber
Number of patent submissions, benchmarked against competitorsRatio
Number of patents due to expireNumber
Number of postponed ISO 9001 Internal Audit caused by AuditeeNumber
Number of postponed ISO 9001 Internal Audit caused by AuditorMinimizeNumber
Number of total documents changed as % of total documentsPercentage
Percent R&D cost for new productsPercentage
Potential double customers in master dataMinimize
Product Innovation IndexScore
Quality Verification CostsMoney
R&D productivity based on gross margin
Ratio of number of concepts to actual productsRatio
Ratio, Data AccuracyMaximizePercentage
Ratio, Data DuplicationMinimizePercentage
Research idea conversion rateMaximizePercentage
Six Sigma Improvements, CorporateMaximizeMoney
Six Sigma Working Capital, CorporateMaximizeMoney
Total costs of Knowledge Management per FTEMoney
Total funds invested in non-core innovation projectsMoney
Total Lead TimeTime
Total number of active face to face communities of practice per full time KM employeeNumber
Total number of defects
Total number of KM participants per full time KM employeeMaximizeNumber
Total number of opportunities for a defect

Property & Facility KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
Average equipment costs per employeeMoney
Cost of office space per employeeMoney
Accuracy of cleaning servicesMaximizePercentage
Average age of fleetTime
Cleaning costs per square footMoney
Facility maintenance response timeMinimizeTime
Maintenance cost per square footMinimizeMoney
Square feet cleaned per FTEMaximizeNumber
% of daylighting in buildingMaximizePercentage
% of personnel trained in safety, security and facilities measuresMaximizePercentage
% of vacant floor spaceMinimizePercentage
Amount of petrol and diesel usedMinimizeVolume
Annual Maintenance Expenditure (AME)MinimizeMoney
Average employee lost productivity per move (down time)Minimize
Average time per move (from request to completion)MinimizeTime
Backlog work by craft equivalentsMinimizeTime
Cost of janitorial services per square footMoney
Facility CoefficientMinimizeRatio
Greenhouse gases emitted per mile traveledMinimize
Planned maintenance completed on timeMaximizePercentage
% of warranty work costs recovered through claimsMaximizePercentage
Avarage property occupancy costMoney
Building Risk Indicator (BRI)Score
Fleet accident frequencyMinimizeNumber
Normalized Annual Maintenance Expenditure (NAME)MinimizeMoney
Property capacity ratioMaximizePercentage
% of building rehabilitatedPercentage
% of building space accessible for the disabledMaximizePercentage
% of commercial properties with access to daycarePercentage
% of commercial properties with access to wellness facilitiesPercentage
% of non standard environmentsMinimizePercentage
% of properties located in areas with good transit accessibilityPercentage
% of properties located on infill or brownfield sitePercentage
% of properties that are employing green leases with majority of tenantsPercentage
% of properties with tenant sub-meteringPercentage
% of warranty work with submitted claimsMaximizePercentage
Average corrective maintenance costs per square foot of property spaceMoney
Average corrective maintenance time per square foot of property spaceTime
Average direct costs per square foot of property spaceMoney
Average employee costs per square foot of property spaceMinimizeMoney
Average fixed costs per square foot of property spaceMinimizeMoney
Average maintenance costs per square foot of property spaceMoney
Average maintenance time per square foot of property spaceTime
Average mileage of vehicleDistance
Average non-employee costs per square foot of property spaceMinimizeMoney
Average preventive maintenance costs per square foot of property spaceMoney
Average preventive maintenance time per square foot of property spaceTime
Average total costs per square foot of property spaceMinimizeMoney
Average variable costs per square foot of property spaceMinimizeMoney
Average variable costs per square foot of property spaceMoney
Building Condition IndexScore
CO2e emissions in kg per square foot of property spaceMinimize
Indoor Air Quality IndexScore
Number of employees per parking spaceNumber
Number of parking spaces per person working in buildingRangeNumber
OOSPercentage
PIVCRatio
Property vacancy ratioMinimizePercentage
Ratio corrective versus preventive maintenance costs per square foot of property spaceRatio
Ratio corrective versus preventive maintenance time per square foot of property spaceRatio
Ratio direct versus indirect costs per square foot of property spaceRatio
Ratio employee costs versus non-employee costs per square foot of property spaceRatio
Ratio fixed versus variable costs per square foot of property spaceRatio
Sq. ft. of properties with LEED or other third party certification
Total warranty work hours / costs
Total water use for the whole portfolioMinimizeVolume

Project Portfolio KPI’s (Key Performance Indicators)

KPI NameDirectionUnit Type
% of initiated projects without business caseMinimizePercentage
% of time sheets in need of correction/validationMinimizePercentage
Average number of projects per project managerRangeNumber
Average time between defining and starting projectsTime
Deviation of planned budgetMinimizePercentage
% of "killed" projectsMinimizePercentage
% of early no's on project proposalsPercentage
% of milestones missedMinimizePercentage
% of overdue project tasksMinimizePercentage
% of projects on budgetMaximizePercentage
% of projects on timeMaximizePercentage
% of projects on time and on budgetMaximizePercentage
% of unapproved projectsMinimizePercentage
Average time to approve projectsTime
Deviation of planned hours of workMinimizePercentage
Deviation of planned time schedule for project/programMinimizePercentage
Ratio of project managers to total project staffRatio
Resource utilization (%)MaximizePercentage
Return on Investment (ROI)MaximizePercentage
Sum of costs of "killed" projectsMinimizeMoney
% of assigned FTE actually working on projectMaximizePercentage
% of FTE actually working on project that were not initially assignedMinimizePercentage
% of project completedPercentage
% of projects following standardsMinimizePercentage
% of projects meeting stakeholder expectationsMaximizePercentage
% of projects receiving Quaility Assurance reviewMaximizePercentage
% of projects with missed milestonesMinimizePercentage
% of projects with post-project reviewMaximizePercentage
% of time coordinating projectPercentage
Actual Cost of Work Performed (ACWP)
Average amount of overspending on project timeMinimizeTime
Average number of alterations made to project definitionsMinimizeNumber
Average number of milestones per project planRangeNumber
Average number of people assigned per project/programRangeNumber
Average project durationTime
Budgeted Cost of Work Performed (BCWP) or Earned Value
Budgeted Cost of Work Scheduled (BCWS)
Cost Performance Index (CPI)
Cost Schedule Index (CSI)
Cost Variance (CV)MaximizeMoney
Deviation of net present value (NPV)MinimizePercentage
Deviation of planned break-even timeMinimizePercentage
Deviation of planned ROIMinimizePercentage
Estimate at Completion (EAC)Money
Number of milestones missedMinimizeNumber
Number of new project/program issuesMinimize
Number of unstaffed hoursMinimize
Project issue queue rateMaximizeRatio
Schedule Performance Index (SPI)
Schedule Variance (SV)MaximizeMoney
# planned hours per taskRange
% of delivered projects with incorrect feasibility assumptionsMinimizePercentage
% of escalated project issuesMinimizePercentage
% of escalated project tasksMinimizePercentage
% of incorrectly assigned project tasksMinimizePercentage
% of lessons learnt sessions per registered projects before project close outs completedMaximizePercentage
% of neglected project issuesMinimizePercentage
% of neglected project tasksMinimizePercentage
% of overdue project issuesMinimizePercentage
% of overdue project status reportsMinimizePercentage
% of projects "in control"MaximizePercentage
% of projects or resources allocated through business unit approvalPercentage
% of Projects tested using Automated testing toolsPercentage
% of projects that are prioritised according to business needsMaximizePercentage
% of projects that consider riskMaximizePercentage
% of projects using the standard budgeting processMaximizePercentage
% of projects with a testing planMaximizePercentage
% of projects with Cost VariancePercentage
% of projects with high risk profileRangePercentage
% of projects with non-ideal resource assignmentMinimizePercentage
% of projects with non-positive ROIMinimizePercentage
% of projects with pre-defined ROIMaximizePercentage
% of projects with scope changesMinimizePercentage
% of projects without deviation of planned break-even timeMaximizePercentage
% of projects without deviation of planned budgetMaximizePercentage
% of projects without deviation of planned hours of workMaximizePercentage
% of projects without deviation of planned net present value (NPV)MaximizePercentage
% of projects without deviation of planned ROIMaximizePercentage
% of projects without deviation of planned time scheduleMaximizePercentage
% of projects/programs with company sponsorMaximizePercentage
% of re-opened project issuesMinimizePercentage
% of re-opened project tasksMinimizePercentage
% of under-staffed projectsMinimizePercentage
Asset YieldPercentage
Average age of project status reportsTime
Average amount of overspending on project budgetMinimizeMoney
Average break-even time of projectsMinimizeTime
Average budget size of projectsMoney
Average closure duration of project issuesMinimizeTime
Average closure duration of project tasksMinimizeTime
Average costs per projectMoney
Average costs per project taskMoney
Average delay in production of progress reportsMinimizeTime
Average deviation of planned break-even time of projectsMinimizePercentage
Average deviation of planned budget of projectsMinimizeMoney
Average deviation of planned duration of projectsMinimizeTime
Average deviation of planned net present value (NPV) of projectsMinimizePercentage
Average deviation of planned ROI of projectsMinimizePercentage
Average employee costs per projectMoney
Average employee costs per project taskMoney
Average handling time of project issuesMinimizeTime
Average net present value (NPV) of projectsMoney
Average non employee costs per projectMoney
Average non-employee costs per project taskMoney
Average number of changes to Project Charter after project startMinimizeNumber
Average number of days open of project issuesMinimizeTime
Average number of days open of project tasksMinimizeTime
Average number of interdependencies between project tasksMinimizeNumber
Average number of interdependencies between projectsMinimizeNumber
Average number of projects managed by project managersNumber
Average number of re-assignments of project tasksMinimizeNumber
Average number of years working as project managersNumber
Average overdue time of project issuesMinimizeTime
Average overdue time of project status reportsMinimizeTime
Average overdue time of project tasksMinimizeTime
Average project/program ROIMaximizePercentage
Average risk profile for projects/programsMinimize
Average stakeholder satisfaction with outcome of projectsMaximize
Average stakeholder satisfaction with project managementMaximize
Average time between defining and completing projectsTime
Backlog of project issuesMinimizePercentage
Backlog of project tasksMinimizeRatio
Break-even timeTime
Budget at Completion (BAC)Money
Capability to advance in a projectRangeRatio
Change in Deadline - VRP
Changes in Costs - VC
Closure duration rate of project issuesRatio
Closure duration rate of project tasksRatio
Cost Performance Index Cumulative
Cost-/Benefit estimation %MaximizePercentage
Earned revenue to total expenses
Effective Planning %Percentage
Engineering costs as % of Total Installed Costs (TIC)Percentage
Estimate for Typical End
Gate Approval RatePercentage
Index Term Performance
Internal Rate Of Return (IRR)Percentage
Milestone Achievement RatioMaximizePercentage
Modified Internal Rate Of Return (MIRR)
Net present value (NPV)
Number of projects per 1000 employeesNumber
Number of projects that provide documented code changesNumber
Number of projects that provide documented RequirementsNumber
Planned Value - PV
Project cost predictabilityMaximizePercentage
Project time predictabilityMaximizePercentage
Queue rate of project tasksMaximizeRatio
Ratio employee costs versus non employee costs per projectRatio
Ratio of fixed price projects cost versus T&M projects costRatio
Ratio total employee costs versus total non-employee costs of projectRatio
Real Cost - CR
Retention of Key Personnel assigned to projectPercentage
Scope Performance IndexMaximizeRatio
Total cost of projectMoney
Total cost of project taskMoney
Total deviation of planned budget of projectsMinimizeMoney
Total deviation of time in projectsMinimizeTime
Total employee cost of projectMoney
Total employee cost of project taskMoney
Total non-employee cost of projectMoney
Total non-employee cost of project taskMoney
Total project/program delayMinimizeTime
Value Added - VA
Value of failed projects due to risk issues not identifiedMinimizeMoney