Ключевые показатели эффективности в текущем управлении ПрОП нефтегазовой отрасли
Key performance indicators (KPI) present an effective, high-precision framework for continuous monitoring of target achievements. The KPI framework has proved itself to be a functional tool within different economic sectors in series of large and mid-size companies. Notwithstanding all ad- vantages and effects of the implementation of KPI framework, it cannot be used for assessment and monitoring of operational risk level that was accepted for achievement of defined targets. Switching towards a risk-balanced approach in process management requires the definition and implementation of framework for monitoring the compliance of company risk-profile with its risk-tolerance. This requirement results in a key risk indicators KRI framework. The article provides an example of deve- loping a set of KRI for internal information system.
Modern tendencies of the home and world company restructuring practices are analyzed by the author who had top positions in some large companies and thus the experience of their restructuring. The recommendations on restructuring procedures are given here.