The Benchmarking Book A How-to-Guide to Best Practice for Managers and Practitioners Tim Stapenhurst

Contents
Part I: A background to BM
1 What is Benchmarking
2 Methods of Benchmarking
Part II: The Benchmarking Process
Introduction and Process Overview
Phase 1: The Benchmarking Process: Internal Preparation
3 Selecting a Project and Commissioning the Team
4 The Team Begins Work: Honing the Project Charter
5 Identifying and Selecting Benchmarking Participants
6 Metrics and Data
7 Normalization: How to Compare Apples with Pears
8 How to Identify Benchmarking Metrics
9 Reviewing and Finalizing Metrics
10 The Importance of Operational Defi nitions and How to Create Them
11 Finalizing the Project Plan and Gaining Management Support
12 Inviting and Working with Participants
Phase 2: The Benchmarking Process – Benchmarking Performances
13 Effective Acquisition of Complete Accurate Data
14 Turning Data into Recommendations: Data Analysis
15 Finalizing the Report and Other Deliverables
Phase 3: The Benchmarking Process–Improving Performance
16 From Report to Improvement: Preparing for Improvement
17 Beyond the Numbers: Gathering Information from Participants
18 Implementation Considerations
19 Copying without Understanding: A Risk Too Far
Part III: Managerial and Organizational Aspects of Benchmarking
20 Management Roles and Responsibilities
21 An Introduction to Legal Issues and Working with Consultants
Part IV: Case Studies
22 Benchmarking IT at Citigroup
23 The Drilling Performance Review – The Evolution of a Benchmarking Club
24 Benchmarking Local Government Services
25 The Best Practice Club
Bibliography
Appendix A1: Data Analysis and Presentation Tools
Appendix A 2 : Querying the Quartile