LEADER 04092nam 2200517 450 001 9910555156303321 005 20200224193213.0 010 $a1-119-66016-5 010 $a1-119-66018-1 010 $a1-119-66012-2 035 $a(CKB)4100000010118967 035 $a(MiAaPQ)EBC6027964 035 $a(CaSebORM)9781119658672 035 $a(EXLCZ)994100000010118967 100 $a20200311d2020 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cn$2rdamedia 183 $anc$2rdacarrier 200 10$aValue-based management in government /$fDouglas W. Webster and Gary Cokins 205 $a1st edition 210 1$aHoboken, New Jersey :$cJohn Wiley & Sons, Incorporated,$d[2020] 210 4$dİ2020 215 $a1 online resource (xvii, 270 pages) 225 1 $aWiley corporate F & A series 300 $aIncludes index. 311 $a1-119-65867-5 320 $aIncludes bibliographical references and index. 330 $aProvides step-by-step guidance on implementing and using a value-based management system within the government Countless books on proposed management practices have been written and published over the past century. Some of these have focused on specific management practices for government. In more recent decades, the topics of strategic planning, performance management, cost management and risk management have been extensively covered. However, little has been offered as an approach to integrate these and numerous other management methods and practices in a manner that maximizes the delivery of value to the organization?s key stakeholders. A general management framework is presented in this book in a manner particularly applicable to government organizations. Value-Based Management in Government introduces a new, integrating framework for management practices that optimizes the balancing of results sought; resources supplied and allocated; and risks accepted. These considerations are all balanced for the purpose of delivering maximum stakeholder value. The book offers guidance on how strategic planning, performance management, cost/resource management, and risk management must all be integrated as part of a portfolio management framework across the organization. The book also discusses the role of information technology (IT) in providing data for insights and decision-making, and the importance of organizational change management to implement the needed organizational and behavioral changes. Beginning by explaining the concept of Value-Based Management for the public sector and government, the text goes on to explore topics such as the evolutionary stages of maturity of management accounting, the benefit of attributes (e.g., value-add versus nonvalue-add) in cost data, predictive planning with expense projections, risk management, and various performance measurements (e.g., key performance indicators [KPIs] ). This authoritative book: Discusses a framework for balancing and integrating cost, performance, and risk Explains IT systems integration issues related to activity-based cost management (ABC/M) Addresses why some ABC/M implementation projects fail to meet expectations Describes how quality management efforts can be measured in financial terms Explores the wider uses of predictive accounting (e.g., driver-based budgeting, what-if scenario analysis) Provides organizational change management insights and recommendations needed to achieve t... 410 0$aWiley corporate F & A series. 606 $aFinance, Public$zUnited States$xAccounting 606 $aActivity-based costing$zUnited States 615 0$aFinance, Public$xAccounting. 615 0$aActivity-based costing 676 $a352.40973 700 $aWebster$b Douglas W.$f1948-$0857135 702 $aWalker$b David M$g(David Michael),$f1951- 702 $aCokins$b Gary 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910555156303321 996 $aValue-based management in government$92818883 997 $aUNINA