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My thoughts on measuring performance in the Malaysian government administration
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Arriffin KPI management 1
Introducing the KPIs
Hj Arriffin Mansor
Contents of this talk
Arriffin KPI management 2
1. What is KPI2. Key Result Areas or critical success
factors3. How to set performance targets4. Bench markings to the best5. Performance measuring system.6. How could KPI improve performance;7. Conduct Gap Analysis8. Application of KPI system9. Pitfalls in KPI implementation;
Contents - continue
9. Performance improvement framework10.Programs / initiatives11.Performance Framework12.Improvement cycle13.Business Strategies in metrics14.Departmental key performance indicators15.Input output performance analysis16.Performance management dashboards17.Action plan
What is Diagnosis?What is Diagnosis?
• Diagnosis is the process of understanding how the
organization is currently functioning, and it provides
information necessary to design change interventions.
• It is also a collaborative process between organization
members and the OD (organization development)
consultant to collect pertinent information, analyze it, and
draw conclusions for action planning and intervention.
ManagerManager
Before TrainingBefore Training
• Build transfer of training into supervisory
performance standards
• Collect baseline performance data
• Involve supervisors and trainees in needs
analysis process
• Involve trainees in program planning
• Brief trainees on the importance of the training
(course objective, content, process, and
application on the job)
• Review instructional content and materials
• Plan to participate in training sessions
• Encourage trainees attendance at all sessions
TrainerTrainer
Before TrainingBefore Training
• Align the training plan with the organization's
strategic plan
• Systematically design instruction
• Provide proactive opportunities
• Design a peer coaching component for the
program and its follow-up activities
TraineeTrainee
Before TrainingBefore Training
• Provide input into program planning
• Actively explore training options
• Participate in advance activities
ManagerManager
During TrainingDuring Training
• Prevent interruptions
• Transfer work assignment to others
• Monitor attendance and attention to training
• Recognize trainee participation
• Participate in transfer action planning
• Review information on employee in training
• Plan assessment of transfer of new skills to the
job
TrainerTrainer
During TrainingDuring Training
• Develop application-oriented objectives
• Answer the “WIIFM” question
• Manage the unlearning process
• Provide realistic work-related tasks
• Give individualized feedback
• Provide job performance aid
TraineeTrainee
During TrainingDuring Training
• Maintain an ideas and application notebook
• Participate actively
• Form support groups
• Plan for applications
• Create behavioral contracts
ManagerManager
After TrainingAfter Training
• Plan trainees’ reentry
• Provide opportunities to practice new skills
• Have trainees participate in transfer-related
decisions
• Reduce job pressures initially
• Give positive reinforcement
• Schedule trainee briefings for co-workers
• Set mutual expectations for improvement
• Arrange proactive (refresher) sessions
• Provide and support the use of job aids
TrainerTrainer
After TrainingAfter Training
• Provide follow-up support
• Conduct evaluation surveys and provide
feedback
• Develop and administer recognition system
• Provide refresher/problem-solving sessions
Trainee Trainee
After TrainingAfter Training
• Practice self-management
• Review training content and learned skills
• Develop a mentoring relationship
• Maintain contact with training ‘buddies’
What is KPI?Stands for Key Performance Indicator
Arriffin KPI management 15
Is a measure of efficiency or effectiveness
Efficiency is a ratio of output divided by input which are generally financial in nature
However there are also non-financial KPIs
Key Performance Indicators
• KPI was introduced by Peter Drucker when he envisaged “management by objectives” a situation where defining a clear objective is paramount in effective management.
Arriffin KPI management 16
Arriffin KPI management 17
What is a KPI system?
• A framework consisting of processes, measures, and targets that are used to communicate, monitor and manage performance as well as align resources to achieve the objectives of the organisation "
diagnosisE
valuation
Change
Strategy
MONITORING BOARD
ACTION PLANS© Arriffin Mansor 2010
19
STRATEGIC MAPPINGS
PERFORMANCE FRAMEWORK
Key Result Areas
Key Performance Indicators
Performance Targets / Standards and
Benchmarkings
Goal setting and Objectives
DiagnoseStrategise
ChangeEvaluate
Arriffin KPI management 20
Arriffin KPI management 22
An umbrella term used to describe the methodologies, metrics,
processes and systems used to monitor and manage the business
performance of an enterprise.*
Definition of performance management
Arriffin KPI management 23
Another definition of PMS
• It is a systematic, integrated management approach that links enterprise strategy to core processes and activities. By providing planning, budgeting, analysis and reporting capabilities, PMS allows the business to be "run by the numbers" and measurement to drive management decisions.
Arriffin KPI management 24
Objective of PMS
• The objectives of an effective performance management system are to realize improved performance -- increased profitability, growth, competitiveness, quality and customer satisfaction, to name a few.
Arriffin KPI management 25
Components of PMSAt minimum, the critical components of PMS include the following: 1. A set of well-defined, measurable, and published corporate
performance objectives that act as the focal point for developing performance measures in functional areas within the company.
2. A set of standard metrics that are used to define and describe the relative contribution or influence that business functions within the organization have on the performance objectives.
3. The first two components provide a common framework for measurement, collaboration and cross- functional understanding of the effect of each area's performance on the overall company objectives, as well as the influence each organization has on the performance of other organizations within the enterprise.
4. The ability to predict outcomes based on the common framework for understanding and collectively managing performance -- from high-level objectives to operational activities.
Arriffin KPI management 27
Tuesday May 17, 2005Nor Mohamed wants GLCs to start implementing growth strategiesSECOND Finance Minister Tan Sri Nor Mohamed Yakcop wants government-linked companies (GLCs) to start implementing growth strategies this year, saying that this is “the year of implementation for the GLCs”.
The Star
Arriffin KPI management 28
1. Targets have been established for improving current levels of performance.
2. Targets are achievable, but they may require changes to existing processes.
3. Targets are quantifiable so that the target communicates if the expected performance was met.
4. Longterm Targets (3 to 5 years) stretch the organization towards its strategic goals.
5. Longterm Targets are established first before short term targets.
6. Financial related targets are established first before non financial targets.
Establishing goals – (1)
Arriffin KPI management 29
Establish Goals and objectives
Criteria MenuCriteria for
Defining GoalsDefine Goals
Marketplace
Industry Trends
Technology
Competition
Past Performance
___________
___________
___________
___________
EXAMPLE ->Past Performance
We will increase revenues by 40% over the next three years
Arriffin KPI management 30
SMART(ER) Objectives
• Specific: clear, unambiguous, straightfordward, understandable
• Measurable: can be related to quantified or qualitative performance measures
• Achievable: Objective should be realistic and within known resources
• Relevant: Linked to operational/service plan• Timebound: Building in target date & review dates• Extending Capabilities: Stretching team performance • Recognition: Acknowledgement of team achievement,
reflection, learning
Arriffin KPI management 31
The Challenge…
Turning
Data
Into
Actionable
Information
Improving Performance Management (PM)
Arriffin KPI management 32
Strategic Focused Management Process
Strategy
Balanced Scorecard
Align organization to strategy
Translate strategy into operating terms
Mobilize change starting at the top
Make strategy a continuous process
Make strategy everyone's job
PMS
Key result areas
• Drucker also introduced the concept of key result areas where minimum effort is directed and focus which would generate maximum impact to the objectives.
• KRA has a strong causal relationship with the objectives.
• Other ways of identifying KRA is sensitivity analysis, pareto and root cause analysis
Arriffin KPI management 33
Arriffin KPI management 34
What is a Key Result Areas? – (2)
A key area where satisfactory performance is required for the organization to achieve its goals
A means of identifying the tasks and requirements needed for success
At the lowest level, KRAs become concrete requirements
A means to prioritize requirements
Arriffin KPI management 35
Michael Porter’sBusiness-Level Strategy
DifferentiationDifferentiationCostCostLeadershipLeadership
FocusFocus
Arriffin KPI management 36
OrganizationalOrganizationalObjectivesObjectives
DivisionalDivisionalObjectivesObjectives
DepartmentalDepartmentalObjectivesObjectives
IndividualIndividualObjectivesObjectives
PMS ensures that performance is measured at all levels?
Arriffin KPI management 37
More DifficultGoals LeadTo Higher
Performance
Does PMSWork?
Specific GoalsLead to
Better Results
Support fromTop
ManagementIs Critical
ParticipationIs Key
Measuring Performance
Input output ratio analysis
Arriffin KPI management 38
Performance Analysis
• Take input output data of before and after performance.
• Using the ratio O/I calculate targeted KPI and compare against actual KPI.
• Eliminate the impact of extra input.
• Calculate the pure performance output as a result of efficiency or competency.
Arriffin KPI management 39
Measures
Arriffin KPI management 40
Measuring overall MARKETING DEPARTMENT
Return on Sales Sales Turnover Return on assets
Standard Standard Standard Assets
Sales Assets Performed Performed Performed
Profits Sales Profits
Efficiency indicator
Arriffin KPI management 41
PROFIT MARGIN
10%
ORIGINAL KPI LINE p
SALES 12%
IMPROVED KPI LINE
10 Input Change
4
12000 14400 16800Profit RM
Efficiencyimpact
VolumeImpact
TOTAL IMPROVEMENT = Efficiency + volume improvement
4800 = 2400 24004800 = 16800 12000
© Arriffin Mansor
Types of KPIs
• Lead and lag
• Input output process and outcomes
• Drivers and enablers
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Arriffin KPI management 43
Cycle Times CustomerSatisfaction
• Customer orderfulfillment
• Product assemblycycle time
ROA
EVA
EPS
Drivers Moderators Outcomes
(lead indicators) (lag indicators)
Balanced ScorecardChain of Causality of Performance Measures
Quality• Defect rate• Scrap rate
Manufacturing Unit Costs
Arriffin KPI management 44
Service to the Customer
Internal Business Process Measures (Source: Kaplan & Norton, 1996)
Model of Internal Business Process Logistics
Customer Need Identified
Innovation Process
Operations Process
Post-Sale Service Process
Customer Need Satisfied
Identify Market
Create Product
Build Product
Deliver Product
Relevant Metrics:
•Development Cycle Time
•Quality Defects
•MCE
•Delivery Cycle Time
•Service Satisfaction
Arriffin KPI management 45
Corporate Goals & key variables
Return on Equity
•Pricing•Costs•Expenses•Product Mix
Profit Margin Return on
Assets
Asset Turnover
•Inventory & Receivable Management
•Fixed Asset Management
(leverage)
20%10%
5%
2.0
Arriffin KPI management 46
Profit/Capital Employed
Profit/ Revenue from Sales
Revenue from Sales/ Capital Employed
Revenue from Sales/ Total Cost
Labor Cost/ Capital Employed
Labor Cost/ Total Cost
Performance Network
Arriffin KPI management 48
What is so special about the PMS?
What so special about PMS
• It is personal yet organisational
• Performance goal is objective yet collective
• Leadership, teamwork and synergy
• Learning and coaching take place at all times
• Continous improvement through innovation and best practises
Arriffin KPI management 49
Arriffin KPI management 50
CUSTOMER
INTERNAL PROCESSES
GROWING BIGGER & STRONGER /
ACHIEVE GOP
EMPLOYEE & RELATIONSHIP FINANCIAL
Balanced Scorecard PerspectivesBalanced Scorecard Perspectives
New Focus:Balanced measurement of 4 equally important criterias or dimensions
Arriffin KPI management 51
• Improve your organisation / structure• Improve communication (Internal / External)• Link strategy towards operation and towards
measured performance• Focus on results• Strategies are integrated into total management• New approach to measure performance• Diverse / complete measurement with benefits for
all stake holders• Use the PMS as a team-building tool
THE THE benefitbenefits of PMSs of PMS??
Arriffin KPI management 52
1. Focus on traditional financial accounting measures such as ROA, ROE, EPS gives misleading signals to executives with regards to quality and innovation. It is important to look at the means used to achieve outcomes such as ROA, not just focus on the outcomes themselves.
Reasons for PMS
Arriffin KPI management 53
2. Executive performance needs to be judged on success at meeting a mix of both financial and non-financial measures to effectively operate a business.
Reasons for PMS
3. Some non-financial measures are drivers of financial outcome measures which give managers more control to take corrective actions quickly.
(Example: controls in jet cockpit for pilot)
Arriffin KPI management 54
Reasons for PMS
4. Too many measures, such as hundreds of possible cost accounting index measures, can confuse and distract an executive from focusing on important strategic priorities. The balanced scorecard disciplines an executive to focus on several important measures that drive the strategy.
Arriffin KPI management 56
Key Result Areas
1. There are no more than five strategic themes.
2. Strategic themes are realistic and achievable within the organization
3. Themes support and connect with strategic goals.
4. Themes convey a positive impact upon the organization.
5. Themes place focus and direction on what is important.
6. Each theme is distinct and different.
7. Themes are strategic in scope and not tactical day to day.
8. Themes are consistent with the mission and vision of the organization.
9. Themes have an impact on the financial objectives of the organization.
Arriffin KPI management 57
Key Result Areas Guidelines
Those 4 to 6 major areas wherein performance is essential during the coming year.
Include both financial and non-financial areas.
Will not cover the entire organization—will identify the critical few areas where priority efforts should be directed.
Most will require cross-functional effort.
Each will be limited, generally, to 2 or 3 words and will not be measurable as stated, but willcontain factors that could be measurable.
Arriffin KPI management 58
4 key result areas
Financial• ROI• EVA• Revenue• Earnings• Capital• Cash Flow
Customer ->• Quality• Service• Pricing• Time• Image• Relations
Arriffin KPI management 59
Key Result Areas
• Internal Processes ->• Production• Delivery• Marketing• Operations• Quality Control• Service Dept• R & D••
Learning ->
LEARNING
Employee
HR Capital
Knowledge
Technology
Best Practices
Intangibles
Arriffin KPI management 61
The Benefits of KPIs1. More clearly defined objectives
2. Better quality of services rendered3. Objective evaluation of performance.
4. Strategies clearly communicated to all levels within the organisation.
5. Performance improvement strategies identified.
Some example of KPIs
Under the heading of the 4 perspectives
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Arriffin KPI management 63
KPIs in a typical private firms
Customer Perspective: KPI or measures include:
1. % of revenue from new customers
2. Customer retention rate
3. Market share
Financial Perspective: KPI or measures include:
1. Profit revenue
2. Revenue total cost
3. ROI and/or ROA
Arriffin KPI management 64
Internal Business Perspective: KPI or measures include:
1. Inventory turnover
2. On-time delivery
3. Production yield
Learning and Innovation Perspective: KPI or measures include:
1. % of staffs who have not been trained for the past 12 months
2. % of revenue from new products
3. Product mix
Relating to the Balanced Scorecard (typical private firms)
Arriffin KPI management 65
Leading
Definition
Lagging
Input
Output
Outcome
Objective / Quantitative
Example
Intermediate outcomes that predicts or drive bottom-line performance results
Measure Type
Bottom-line performance results resulting from actions taken
Amount of Investments, assets, equipment, labor hours, or budget dollars used
Units of a product or service rendered - a measure of yield
Resulting effect (benefit) of the use or application of an output
Empirical indicators of performance
Subjective / Qualitative
Perceptions and evaluations of major customers and stakeholders
Employee turnover rate
Employee satisfaction rating
Number of Value Meal orders fulfilled
Customer satisfaction rating
Wait time
Customer complaints received as a % of total customers served
Number of cashiers
Types of Measurements or KPIsTypes of Measurements or KPIs
Arriffin KPI management 66
Program outcomes related to factor(s)
- HOW - WHOWHAT and WHY
Define the elements of the program or project in a table.
External Influences:
Resources/Inputs Activities Outputs Customers Short-term Intermediate Long-term Reached (Changes in Attitude) (Changes in Behavior) (Changes in Condition)
Outcomes
66
A. ORGANIZATIONAL LEVEL
B. GROUP LEVEL
C. INDIVIDUAL LEVEL
- General Environment- Industry Structure
Inputs Design Components
Organization Effectiveness
Outputs
Strategy
Structure Culture
Human Resources
Technology
- Organization Design
Inputs Design Components
Team Effectivenesse.g., quality of work life, performance
OutputsGoal Clarity
Task Structure
Group Functioning
Group Composition
Group Norms
- Organization Design- Group Design- Personal Characteristics
Inputs Design Components
Individual Effectivenesse.g., job satisfaction, personal development
Outputs
Skill Variety
Task Identity Autonomy
Task Significance
Feedback about Results
Comprehensive Model for Diagnosing OrganizationComprehensive Model for Diagnosing Organization
Types of InterventionTypes of Intervention
Human Process
Intervention
Types of Types of
InterventionIntervention
Structural
Intervention
Human Resource
Management Intervention
Strategic
Intervention
Intervention
Characteristics:
Goal SpecifityThis involves the extent to which intervention
goals are specific rather than broad.
ProgrammabilityThis involves the degree to which the
changes can be programmed or the extent to
which the different intervention characteristics
can be specified early in advance to enable
socialization, commitment, and reward
allocation.
Intervention
Characteristics:
Level of Change Target
This concerns the extent to which the change
target is the total organization, rather than a
department or small work group.
Internal Support
This refers to the degree to which there is an
internal support system to guide the change
process.
Intervention
Characteristics:
SponsorshipThis concerns the presence of a powerful
sponsor who can initiate, allocate, and
legitimize resources for the intervention.
The Strategic Map
Linking the 4 perspectives
Arriffin KPI management 73
Arriffin KPI management 74
Measurement is the language that gives clarity to vague concepts.
Measurement is used to communicate, not to control.
Strategy can be described as a series of cause and effect relationships
"If we succeed, how will we look to our shareholders?”
The Strategy
Financial Perspective
"To achieve my vision, how must I look to my
customers?”
Customer Perspective
"To satisfy my customers, at which processes must
I excel?”
Internal Perspective
"To achieve my vision, how must my organization
learn and improve?”
Organization Learning
TRANSLATE THE STRATEGY TO
OPERATIONAL TERMS
Arriffin KPI management 75
Basic Scorecard Terminology(Southwest Airlines Example)
Objectives
• Fast ground turnaround
Objectives:What the
strategy is trying to achieve
Targets
• 30 Minutes• 90%
Targets:The level of performance
or rate of improvement
needed
• Cycle time optimization
Initiatives:Key action programs
required to achieve targets
InitiativesMeasures
• On Ground Time• On-Time
Departure
Measures:How success
or failure (performance)
against objectives is monitored
Strategic Theme: Operating Efficiency
Profits and RONAFinancial
Learning
Ground crew alignment
Lowest prices
Fewer planes
Customer
Internal
Fast ground turnaround
Strategy Map
On-time Service
Attract & Retain More Customers
Grow Revenues
Arriffin KPI management 76
Inte
rna
l Pro
cess
Sta
keh
old
er
Le
arn
ing
& G
row
th
Reduce Re-Activities thru ABC/M
Establish Web Based Self Services
Knowledge Management
Human Capital
Improved Returns on Investments
More rapid and accessible services
Leadership Development
Inve
stm
en
tsStrategy Map: Capture a Cause Effect
Relationship from the Bottom Up
IT InfrastructureFacilities and Fixed Assets
Economic Model Process
Expand Global Facility Reach
Pitfall in implementing KPIs
Some of them are ......
Arriffin KPI management 78
Some pitfalls in installing KPIs
• Goals and Objectives not clearly defined
• Wrong Key Result Areas identified to achieve the goals set.
• KPIs used are not suitable for proper performance evaluation
• Performance targets are not achieveable and not integrated with that of the organisation.
Arriffin KPI management 79
Arriffin KPI management 80
Organizational benefits of performance management
• Common approach to setting goals and reviewing performance & development
• Aligning individual plans with organizational goals
• Ongoing dialogue between employees and supervisors on performance & development
• Links to corporate learning & development, career & succession planning, rewards & recognition
Arriffin KPI management 81
Integrated performance management framework - elements & linkages
Start of yearIndividualPerformance Management
Ongoing
Plan• Goal Setting
Focus• Progress and
realignment
Review• Results
• Feedback to develop new
planEnd of year
•Career Plan •High Potential•Succession Plan•Learning Needs & Courses
•Recognitionmechanisms (e.g.informal and
formal rewards and recognition,
development, base pay, pay for performance
•Recognitionmechanisms (e.g.informal and
formal rewards and recognition,
development, base pay, pay for performance
Gov’t Strategic Plan, Ministry Plan, Branch Plan
Gov’t Strategic Plan, Ministry Plan, Branch Plan
Corporate Opportunities
CompetenciesCompetencies
ReviewOutcomes
Arriffin KPI management 82
PMS in summary
• Define performance objectives
• Establish Key Result Areas
• Key Performance Indicators
• Performance Targets and Standards
• Performance Record Keeping
• Variance or gap analysis
• Strategic Interventions
400 INTERNAL PROCESSINPUT PROCESS OUTPUT OUTCOME
Material variances
Labour
Overhead Efficiency ratios
Quantity produced
Average cost per transaction
Research dev expense
Productivity ratios
Value produced
ROI
Inventory turnover
Average lead time
Average Prodn cost
Waste Reduction84
900 HRM INPUT PROCESS OUTPUT OUTCOME
Incentives variances Turnover ratio
Hours Efficiency ratios
No produced
Profit per employee
Training Productivity ratios
Value produced
ROI
Salary Average lead time
Turnover Revenue per employee
Skill competency
Waste Reduction Employee productivity
Value added per employee
85
500 MARKETINGINPUT PROCESS OUTPUT OUTCOME
Material Response rate No of customers
Labour Marketing costs % Sales volume
Overhead Efficiency ratios Customers Profitability
Research dev expense
Productivity ratios
Product profitability
ROA marketing
Average cost per transaction
Customer acquisition
Return on Sales
Inventory turnover Average lead time Customer retention
Price rel to comp Waste Reduction Revenue growth
Delivery Channel
86
400 INTERNAL PROCESSINPUT PROCESS OUTPUT OUTCOME
Material variances
Labour
Overhead Efficiency ratios
Quantity produced
Average cost per transaction
Research dev expense
Productivity ratios
Value produced
ROI
Inventory turnover
Average lead time
Average Prodn cost
Waste Reduction87
Arriffin KPI management 88
Arriffin KPI management89
Business objectives
Key ResultAreas
Critical SuccessFactors
PerformanceIndicators
Performancestandards
Strategicinitiatives
PerformanceActuals
Change
PERFORMANCE CYCLE
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
• Skills• Knowledge• Attitudes
Required• Skills• Knowledge• Attitudes
90
Cost Efficiency
Long-term Shareholder Value
Revenue Growth
Price Availability BrandServiceQuality
Operations Management
Processes
Human Capital
CustomerManagement
Processes
Innovation Processes
Regulatory and Social Processes
Organization Capital Information Capital
Strategy Map FrameworkStrategy Map Framework
Financial
Customer
Internal Process
Learning & Growth
Long-term Shareholder Value
Revenue Growth
Improve Cost Structure
Increase Asset Utilization
Cost Efficiency
Strategic Objectives in FinancialStrategic Objectives in Financial
Expand Revenue
Opportunities
Enhance Customer Value
Price Availability BrandServiceQuality
Customer AcquisitionCustomer Acquisition
Customer SatisfactionCustomer Satisfaction
Customer Retention Customer Retention Customer ProfitabilityCustomer Profitability
Market ShareMarket Share
Strategic Objectives in CustomerStrategic Objectives in Customer
Operations Management
Processes
CustomerManagement
Processes
Innovation Processes
Regulatory and Social Processes
Processes that produce and
deliver products and services
Processes that enhance customer
value
Processes that create new
products and services
Processes that improve
communities and the environment
• Supply
• Production
• Distribution
• Selection
• Acquisition
• Retention
• Growth
• New Ideas
• R&D Portfolio
• Design/
Develop
• Launch
• Environment
• Safety &
Health
• Employment
• Community
Strategic Objectives in Internal ProcessStrategic Objectives in Internal Process
Human Capital Organization Capital
Information Capital
• Skills• Knowledge• Attitude
• Systems• Database• Networks
• Culture• Leadership• Organization
Development
Strategic Objectives in Strategic Objectives in
Learning & GrowthLearning & Growth
Improve Cost Efficiency
Enhance Long-term Shareholder Value
Increase Revenue Growth
Enhance Brand Image
Build High Performance Products
Achieve Operational Excellence
Develop Strategic Competencies
Drive Demand through Customer
Relation Management
Manage Dramatic Growth through
Innovation
Implement GoodEnvironmental
Policy
Build Learning Culture
Expand Capabilities with Technology
Strategy Map TemplateStrategy Map Template
Financial
Customer
Internal Process
Learning & Growth
Expand Market Share
Action Plan Format
Objective:
Action Steps
Accountability Schedule
Resources
Feedback Mechanis
mPrimary Others Start
Complete
Money
Time
THANK YOU FOR YOUR ATTENTIONQuestions please
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