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Performance measurement is the process of collecting, analyzing and/or reporting information regarding the performance of an individual, group, organization, system or component. [dubious – discuss] [1] Definitions of performance measurement tend to be predicated upon an assumption about why the performance is being measured. [2]
This paper introduced the idea that active performance can be analysed by comparing the returns of different notional portfolios. In particular, if one examines the performance of a portfolio that holds each sector at the active weight, while earning a passive return within each sector, one can measure exactly the amount of value that is added ...
Portfolio Analysis: Advanced topics in performance measurement, risk and attribution (Risk Books, 2006. ISBN 1-904339-82-4 ) is an industry text written by a comprehensive selection of industry experts and edited by Timothy P. Ryan .
In a classification task, the precision for a class is the number of true positives (i.e. the number of items correctly labelled as belonging to the positive class) divided by the total number of elements labelled as belonging to the positive class (i.e. the sum of true positives and false positives, which are items incorrectly labelled as belonging to the class).
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
between 2008 and 2012, better performance than 92% of all directors The William R. Loomis Jr. Stock Index From April 2012 to December 2012, if you bought shares in companies when William R. Loomis Jr. joined the board, and sold them when he left, you would have a 56.2 percent return on your investment, compared to a 2.8 percent return from the ...
Broadly, the original 'measures in four boxes' type design (as initially proposed by Kaplan & Norton [5]) constitutes the 1st generation balanced scorecard design; balanced scorecard designs that include a 'strategy map' or 'strategic linkage model' (e.g. the Performance Prism, [29] later Kaplan & Norton designs, [17] and the Performance Driver ...
between 2008 and 2012, better performance than 89% of all directors The Linda S. Wolf Stock Index From January 2008 to December 2012, if you bought shares in companies when Linda S. Wolf joined the board, and sold them when he left, you would have a 43.9 percent return on your investment, compared to a -2.8 percent return from the S&P 500.