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| Section | Objectives |
|---|---|
| KPI Typology | - Qualitative vs quantitative KPIs - Efficiency vs effectiveness KPIs - Leading vs lagging KPIs |
| KPI Project Coordination | - KPI workshop briefing pack - KPI project plan - Primary and secondary data sources - The business case for KPI implementation |
| KPI Taxonomy | - KPI DNA map - KPI use case scenarios - Interdisciplinary systemic worldview |
| KPI Selection | - KPI selection techniques - KPI selection for organizational scorecard - KPI selection sources |
| The World of KPIs | - KPIs concept map - Organizational levels - The value added by KPIs - Challenges in performance measurement - Governance |
| KPI Measurement | - Data gathering communication - Change log - KPI report |
| Working with Targets | - Targets in practice - Negative behaviors when setting - KPI documentation processes - Challenges in working with targets |
| Data Visualization | - Guidelines to design efficient templates - Scorecard and dashboard examples - Usability in terms of visual design - Best practices in dashboard design - Best practices in scorecard design |
| KPIs in Context | - KPI selection for industry - KPIs cascaded to functional area |
| Data Gathering | - KPI activation tools - Community of Practice - KPI reporting data sources - KPI activation techniques - Guidelines to improving - Data quality dimensions - Communication with data custodians |
| KPI Selection at Operational Level | - Department scorecard - Operational dashboard |
| KPI Documentation | - KPI documentation process - Organizational KPI libraries development - Weights and Indexes - KPI documentation form functions - KPI documentation form design |
| Understanding KPIs | - KPI lifecycle - SMART objectives decomposed - KPI related terminology |
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NEW QUESTION # 51
Which of the following statements is a very important KPI selection criterion?
Answer: B
NEW QUESTION # 52
Which of the following KPIs measures customer advocacy?
Answer: D
Explanation:
Customer advocacy is about a customer's willingness to recommend your product/service to others. Net Promoter Score (NPS) is specifically designed to measure this recommendation intent, making it the most direct advocacy KPI among the options. "Complaints (#)" is typically a service quality/problem indicator; fewer complaints may correlate with higher advocacy but complaints are not an advocacy measure-they capture negative feedback volume, often influenced by customer base size and reporting behavior. "Cross-sell (%)" reflects customer expansion behavior and may indicate loyalty or product fit, but it is not the same as advocacy; customers can buy more without actively recommending. Therefore "All the answers" is incorrect because only one option is explicitly an advocacy metric. In KPI selection, context matters: NPS works best when survey design is consistent (sampling, timing, channel), and it should be paired with diagnostic measures (reasons for score, key drivers like resolution time and quality). A frequent pitfall is treating NPS as the only "customer metric"; it's more actionable when combined with operational drivers and segmented analysis.
NEW QUESTION # 53
Who is responsible for providing KPI data for report generation?
Answer: D
Explanation:
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.
NEW QUESTION # 54
Which of the following is not a performance management tool?
Answer: C
Explanation:
Performance management tools typically include objectives (what you want to achieve), KPIs (how you measure progress), and initiatives (what you do to improve results). These elements work together as a system: objectives set direction, KPIs quantify performance, and initiatives drive change. "Factoring" is not a standard component or tool in performance management terminology in this context, making it the correct answer. A common learning point in KPI frameworks is to prevent category confusion: teams sometimes label initiatives as KPIs ("Implement CRM by date") or use vague concepts as objectives ("Quality assurance") without action orientation. Performance management also includes governance routines (reviews, accountability, action planning), but among the listed options, KPI, initiative, and objective are recognized building blocks. Keeping terminology consistent supports clean cascading from organizational scorecards to departmental dashboards and individual goals. It also reduces miscommunication during KPI implementation and avoids "vanity management," where people track many things without clear ownership or improvement actions.
NEW QUESTION # 55
For "Project delivery by 30 November 2020", the trend is good when:
Answer: D
Explanation:
"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.
NEW QUESTION # 56
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