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| Section | Objectives |
|---|---|
| Topic 1: KPI Documentation | - KPI documentation process - Weights and Indexes - KPI documentation form design - KPI documentation form functions - Organizational KPI libraries development |
| Topic 2: KPI Measurement | - Change log - Data gathering communication - KPI report |
| Topic 3: KPIs in Context | - KPI selection for industry - KPIs cascaded to functional area |
| Topic 4: The World of KPIs | - Challenges in performance measurement - The value added by KPIs - Organizational levels - Governance - KPIs concept map |
| Topic 5: KPI Typology | - Leading vs lagging KPIs - Efficiency vs effectiveness KPIs - Qualitative vs quantitative KPIs |
| Topic 6: KPI Selection at Operational Level | - Operational dashboard - Department scorecard |
| Topic 7: Data Gathering | - Communication with data custodians - Guidelines to improving - KPI reporting data sources - Community of Practice - KPI activation tools - Data quality dimensions - KPI activation techniques |
| Topic 8: KPI Project Coordination | - Primary and secondary data sources - KPI workshop briefing pack - KPI project plan - The business case for KPI implementation |
| Topic 9: Data Visualization | - Best practices in scorecard design - Usability in terms of visual design - Best practices in dashboard design - Scorecard and dashboard examples - Guidelines to design efficient templates |
| Topic 10: Working with Targets | - Negative behaviors when setting - Challenges in working with targets - KPI documentation processes - Targets in practice |
| Topic 11: Understanding KPIs | - KPI related terminology - SMART objectives decomposed - KPI lifecycle |
| Topic 12: KPI Selection | - KPI selection for organizational scorecard - KPI selection sources - KPI selection techniques |
| Topic 13: KPI Taxonomy | - Interdisciplinary systemic worldview - KPI DNA map - KPI use case scenarios |
The KPI Institute認証試験に参加する方はMogiExamの問題集を買ってください。C-KPIP試験の成功を祈ります。
質問 # 40
Which of the following words is not a KPI lifecycle phase?
正解：A
解説：
A KPI lifecycle typically includes phases such as selection (choosing the right measures aligned to objectives), documentation (defining formula, data source, owner, frequency, target, tolerance), activation (making the KPI operational-instrumentation, data pipelines, roles, reporting cadence), and then ongoing reporting, review, and refinement . "Notification" is not usually recognized as a standard lifecycle phase; notifications can be a feature of reporting tools (alerts, reminders) but they are not a core lifecycle stage.
Treating notifications as the "work" can be a pitfall: KPI success depends more on proper definition, reliable data gathering, governance, and consistent review routines than on automated alerts. In practice, activation often includes assigning a KPI owner and data custodian, confirming the data source, building the collection process, and running a pilot to validate accuracy. A common measurement challenge is poor adoption after selection-teams select KPIs but never operationalize them. Clear lifecycle steps prevent that gap and ensure the KPI becomes a trusted management instrument rather than a one-time exercise.
質問 # 41
Who is responsible for providing KPI data for report generation?
正解：A
解説：
In a well-run KPI system, the data custodian is responsible for providing (supplying/extracting/submitting) the data used to calculate and populate KPI reports. This role owns the data source operationally-ensuring the correct dataset is available on time, in the right format, with appropriate quality checks. The KPI owner is accountable for the KPI's performance (interpretation, actions, improvement plans) but does not necessarily
"produce" the data. The report generator compiles and publishes the report, yet should not be the one responsible for the underlying data accuracy or collection. The Strategy/Performance Manager oversees governance, cadence, and alignment across KPIs, but is not typically the operational provider of each KPI's raw inputs. Clear role separation addresses common measurement challenges: late submissions, inconsistent definitions, and disputes over "whose number is correct." During KPI activation, assigning a named data custodian, specifying the data source, and defining the handoff process (timing, validations, exceptions) are essential steps to make reporting reliable and sustainable.
質問 # 42
For "Project delivery by 30 November 2020", the trend is good when:
正解：D
解説：
"Project delivery by 30 November 2020" is not a KPI as written; it is a milestone/initiative statement with a deadline. KPIs are ongoing, continuously measurable indicators (with a repeatable formula, frequency, and trend). A single-date delivery commitment is better treated as an initiative plan element or a project milestone.
To convert this into a KPI, it should be expressed as a measurable, repeatable indicator such as "% projects delivered on time," "schedule variance," "earned value schedule performance index," or "milestones achieved on time (%)." The concept of "trend is good when increasing/decreasing" also doesn't cleanly apply to a one- off due date. This question highlights a core learning objective: differentiate between objectives/initiatives and KPIs . A common pitfall is filling dashboards with project deadlines, which provides visibility but not ongoing performance management. Proper KPI selection ensures measures can be tracked consistently across periods and compared against targets, enabling analysis and continuous improvement rather than only checking whether a single delivery date was met.
質問 # 43
Which tolerance intervals would you propose for "Employee satisfaction (%)"?
正解：B
解説：
Employee satisfaction percentages typically sit in a mid-to-high range in many organizations when measured on standard scales and converted to % favorable. Tolerance intervals should therefore be credible and discriminating : they should separate poor performance from acceptable and strong performance without being either impossible or meaningless. Option B provides practical bands: red below 65% (needs intervention), yellow 65-75% (watch/improve), green above 75% (healthy). Option A is unrealistically low and would label most organizations "green" even with poor satisfaction. Option C is poorly formed (single values at boundaries) and too wide to guide action. Option D implies red is above 80%, which reverses the typical meaning of red/yellow/green and would be nonsensical for satisfaction. Context still matters (industry, geography, survey method), but the principle is consistent: thresholds should be aligned to realistic baselines, allow for improvement, and support decision-making. Implementation should also specify sample size rules, segmentation, and confidence considerations to avoid overreacting to small changes.
質問 # 44
In which stage of the Value Flow Analysis should "Time to complete an order (# / time)" be monitored?
正解：C
解説：
"Time to complete an order" is a cycle time/lead time measure that describes how work flows through the system-how long the process takes from start to finish. In Value Flow Analysis, this is a Process KPI because it reflects the transformation/flow characteristics rather than the resources invested (inputs), the deliverables produced (outputs), or the end results achieved (outcomes). Monitoring cycle time helps identify bottlenecks, delays, rework loops, and capacity constraints. It is also a leading indicator for customer-facing outcomes such as satisfaction and on-time delivery. A common KPI measurement challenge is inconsistent start/end timestamps (e.g., "order received" vs "order approved" vs "order entered"), which can make cycle time incomparable across teams. Proper KPI documentation should specify the exact start and end events, data source fields, exclusions (canceled orders), and the reporting statistic (average, median, percentile). In dashboards, cycle time is often balanced with quality KPIs (error rate, rework) to avoid speeding up at the expense of accuracy.
質問 # 45
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