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| Section | Objectives |
|---|---|
| Topic 1: KPI Project Coordination | - The business case for KPI implementation - Primary and secondary data sources - KPI workshop briefing pack - KPI project plan |
| Topic 2: Working with Targets | - Targets in practice - Negative behaviors when setting - Challenges in working with targets - KPI documentation processes |
| Topic 3: KPI Selection at Operational Level | - Department scorecard - Operational dashboard |
| Topic 4: The World of KPIs | - Governance - Organizational levels - Challenges in performance measurement - The value added by KPIs - KPIs concept map |
| Topic 5: KPI Documentation | - KPI documentation form design - KPI documentation form functions - KPI documentation process - Organizational KPI libraries development - Weights and Indexes |
| Topic 6: KPIs in Context | - KPIs cascaded to functional area - KPI selection for industry |
| Topic 7: KPI Selection | - KPI selection for organizational scorecard - KPI selection techniques - KPI selection sources |
| Topic 8: KPI Taxonomy | - KPI use case scenarios - KPI DNA map - Interdisciplinary systemic worldview |
| Topic 9: Understanding KPIs | - KPI lifecycle - KPI related terminology - SMART objectives decomposed |
| Topic 10: Data Gathering | - Guidelines to improving - Community of Practice - Communication with data custodians - KPI activation techniques - KPI reporting data sources - KPI activation tools - Data quality dimensions |
| Topic 11: KPI Typology | - Leading vs lagging KPIs - Qualitative vs quantitative KPIs - Efficiency vs effectiveness KPIs |
| Topic 12: Data Visualization | - Usability in terms of visual design - Scorecard and dashboard examples - Best practices in dashboard design - Guidelines to design efficient templates - Best practices in scorecard design |
| Topic 13: KPI Measurement | - Data gathering communication - KPI report - Change log |
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NEW QUESTION # 55
Which KPI measures the achievement of the following objective: "Contribute to organizational productivity"?
Answer: A
Explanation:
Organizational productivity is about output achieved relative to input effort/resources. "Team man-hours per service requests processed" is a direct productivity/efficiency KPI because it expresses labor effort per unit of output . Lower man-hours per request (while maintaining quality) typically indicates improved productivity. Budget variance is financial control, not productivity. Number of processes is a structural count and not a performance measure. Internal customer satisfaction is an outcome measure of service quality, valuable but not productivity. A measurement challenge for man-hours per request is ensuring accurate time capture and consistent definition of a "service request" (complexity varies). Good practice is to segment by request type/complexity or use weighted units to avoid penalizing teams handling harder work. This KPI should also be balanced with effectiveness/quality measures (rework, errors, satisfaction) to prevent speed at the expense of service quality. In cascading dashboards, executives may track high-level productivity trends, while departments track drivers (workload mix, automation rate, first-time resolution) that explain changes in man-hours per request.
NEW QUESTION # 56
Which of the following phrases can convert into a KPI the statement: "Customers evaluated the service quality as being high"?
Answer: D
Explanation:
To convert a statement into a KPI, you need a quantifiable measure that can be consistently collected.
"Service quality rating" implies a numeric score (e.g., 1-5, 1-10, CSAT-style rating, or a weighted index), which can be tracked over time, compared to a target, and analyzed by segment/channel. "Achieve high service quality" is an objective (a desired outcome, not a measure). "Service quality project" is an initiative (an activity intended to improve results). "Quality services" is vague and not operationally measurable. Strong KPI selection also requires defining the calculation method (average rating, top-box %, index), data source (post-interaction survey, mystery shopping, QA audits), and frequency. A key measurement challenge here is bias and sampling : ratings can skew based on who responds. Mitigations include minimum response thresholds, consistent survey timing, and separating "experience" ratings from operational drivers (e.g., response time). A well-defined rating KPI enables root-cause analysis and prioritization of improvement actions.
NEW QUESTION # 57
The relevant sources to be analyzed in order to set targets are:
Answer: C
Explanation:
Target setting is stronger when it triangulates multiple sources: historical data shows your baseline and internal variability; market analysis reflects shifts in demand, pricing, competition, and customer expectations; and external benchmarking provides reference points for what peers or best-in-class performance can look like. Because each contributes a different lens, "All the answers" is the correct choice.
Relying on only one source creates risk: historical-only targets can lock in mediocrity or ignore new conditions; benchmarking-only targets can be unrealistic if definitions differ or resources aren't comparable; market-only targets can be aspirational without operational grounding. Measurement challenges include comparability (different KPI definitions across organizations) and regime changes (new products, new systems) that make past data less predictive. Good practice is to document the rationale for targets, specify the period used, and revisit targets when strategy or operating context materially changes-while keeping KPI definitions stable to preserve trend integrity.
NEW QUESTION # 58
Which KPI best measures the achievement of the following objective: "Improve employee skills & competencies"?
Answer: D
NEW QUESTION # 59
Which is the calculation formula for "On-time arrivals (%)"?
Answer: B
Explanation:
"On-time arrivals (%)" is a classic ratio KPI : the number of arrivals that met the on-time definition divided by total arrivals, multiplied by 100. Option B matches that structure directly: (on-time arrivals / total arrivals) × 100 . Option A calculates the complement (late arrivals as a percentage), not on-time arrivals.
Option D is an average duration calculation, which is a different type of measure (cycle time) and not an on- time percentage. A key measurement challenge is defining "on-time" precisely-e.g., arrival within 5 minutes of schedule, or within a contractual window. The KPI documentation should specify: time window, inclusion
/exclusion rules (canceled trips, rescheduled arrivals), time source (system timestamp vs manual entry), and how partial data is handled. Without consistent definitions, the KPI becomes easy to dispute and hard to improve. This KPI is also sensitive to data accuracy (clock sync, GPS timestamps), so activation should include data validation checks and ownership for corrections.
NEW QUESTION # 60
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