Design and Integration of the PMS

Stefano Tonchia () and Luca Quagini ()
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Stefano Tonchia: Università di Udine
Luca Quagini: SDG Group

Chapter Chapter 5 in Performance Measurement, 2010, pp 61-80 from Springer

Abstract: Abstract This chapter deals with the design and implementation of a PMS. This is a clearly identified and complex process which, starting with the specificities of a company, allows analysts to identify and introduce all the performance indicators required, at various organisational levels and for various company departments, until it reaches the management dashboard In short, this can mean an update of the current IT system or the installation of a new one. Consequently, particular attention must be given to the relationships between organisation on the one hand, and corporate strategy on the other. Relationships between the PMS and organisation is analysed, including Human Resources evaluation and the measurement of Intangible Assets. As far as strategy is concerned, relationships between the traditional strategic models (related to Industrial Organization – Porter’s approach) and the “new” strategic theories like Resource-Based View and the Competence Theory. It goes on to consider corporate’s Performance Improvement Projects and the fundamental importance that Project Management activities have in targeting high levels of performance.

Keywords: Intellectual Capital; Business Unit; Intangible Asset; Balance Scorecard; Tangible Asset (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-642-13235-3_5

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DOI: 10.1007/978-3-642-13235-3_5

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