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| Section | Objectives |
|---|---|
| Topic 1: KPI Project Coordination | - KPI project plan - KPI workshop briefing pack - The business case for KPI implementation - Primary and secondary data sources |
| Topic 2: Data Gathering | - Data quality dimensions - Communication with data custodians - KPI activation techniques - KPI activation tools - Guidelines to improving - KPI reporting data sources - Community of Practice |
| Topic 3: KPI Measurement | - KPI report - Change log - Data gathering communication |
| Topic 4: Understanding KPIs | - SMART objectives decomposed - KPI related terminology - KPI lifecycle |
| Topic 5: KPI Taxonomy | - KPI DNA map - KPI use case scenarios - Interdisciplinary systemic worldview |
| Topic 6: KPIs in Context | - KPIs cascaded to functional area - KPI selection for industry |
| Topic 7: KPI Typology | - Leading vs lagging KPIs - Qualitative vs quantitative KPIs - Efficiency vs effectiveness KPIs |
| Topic 8: The World of KPIs | - The value added by KPIs - Organizational levels - Governance - Challenges in performance measurement - KPIs concept map |
| Topic 9: KPI Selection | - KPI selection sources - KPI selection for organizational scorecard - KPI selection techniques |
| Topic 10: Working with Targets | - KPI documentation processes - Targets in practice - Challenges in working with targets - Negative behaviors when setting |
| Topic 11: KPI Documentation | - KPI documentation form functions - Weights and Indexes - Organizational KPI libraries development - KPI documentation process - KPI documentation form design |
| Topic 12: KPI Selection at Operational Level | - Operational dashboard - Department scorecard |
| Topic 13: Data Visualization | - Best practices in dashboard design - Usability in terms of visual design - Guidelines to design efficient templates - Scorecard and dashboard examples - Best practices in scorecard design |
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NEW QUESTION # 12
How often should KPIs be modified?
Answer: A
NEW QUESTION # 13
Fill in the blank word: "A measurable expression for the achievement of a desired level of results in an area relevant to the evaluated ________'s activity."
Answer: D
Explanation:
A KPI is commonly defined as a measurable expression of performance in an area relevant to the evaluated entity's activity. "Entity" is the most inclusive and correct term because KPI systems can be applied at multiple levels and units: an organization, a department, a team, an individual, a facility, a program, or even a supplier relationship-each can be an "entity" being evaluated. Using "company" or "organization" narrows the scope unnecessarily, and "team" is too specific. This definition supports cascading: the same KPI principles apply whether you're evaluating the whole enterprise (strategic outcomes), a department (operational performance), or an individual (role-relevant contribution). It also reinforces proper design: KPIs must align to the entity's objectives, be controllable where possible, and be supported by reliable data. A common pitfall is selecting KPIs that do not match the evaluated entity's sphere of influence, leading to frustration and disengagement. Using "entity" in the definition emphasizes that KPI design must be tailored to context and accountability.
NEW QUESTION # 14
Which KPI is suitable for measuring the following objective: "Improve process performance"?
Answer: D
Explanation:
An objective states the desired direction ("Improve process performance"), while a KPI should quantify progress toward that outcome. "Processes improved to the desired level (%)" directly measures the extent to which processes have reached a defined performance standard, making it a strong KPI candidate. Option A is an initiative milestone (a project deliverable with a deadline), not an ongoing performance indicator. Option B measures effort (hours spent), which can be gamed and does not guarantee performance improvement. Option C ("# Processes") is a count that does not reflect improvement or performance level. For KPI quality, "desired level" must be defined (e.g., cycle time # X, defect rate # Y, compliance # Z) and verified consistently, otherwise the KPI becomes subjective. A common measurement challenge is attributing improvements: teams may "optimize" processes on paper without measurable gains. Strong KPI activation includes clear criteria, baseline measurement, periodic audits, and linkage to outcome KPIs (customer satisfaction, cost per unit) so improvements translate into business value.
NEW QUESTION # 15
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 # 16
Initiatives should start with:
Answer: C
Explanation:
Initiatives are typically framed as named programs, projects, or implementations, and they commonly start with nouns (e.g., "CRM implementation," "Customer feedback system rollout," "Lean redesign program,"
"Training program"). This naming convention distinguishes initiatives from objectives, which usually start with action verbs (Increase/Improve/Reduce). While initiatives do involve actions, they are often referred to as "the thing" being executed (a project), hence noun-led phrasing. This helps keep a clean separation in a performance management system: objectives define what results you want, KPIs define how you measure results, and initiatives define what work you will do to change results. A frequent pitfall is writing initiatives as objectives (e.g., "Improve onboarding"), which blurs whether it's a desired result or a project. Another pitfall is writing initiatives as KPIs ("Implement CRM by date") and then treating a milestone as ongoing performance. Clear language conventions make cascading and reporting cleaner and support governance:
projects are tracked via milestones and delivery KPIs, while business outcomes are tracked via performance KPIs.
NEW QUESTION # 17
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