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A short concise name for the indicator.

The version of the indicator. It is composed of a major version number that must be incremented whenever a modification is made to the indicator that represents a methodological breaking point susceptible of impacting the comparability of measurement results. And a minor version number that must be incremented whenever small changes are made to the indicator. See Methodological Stability /wiki/spaces/PRIV/pages/2621634.

Format:

[major version].[minor version]

Examples:

• 1.0

• 1.2

• 2.3

• 5.1

The version number is generally accompanied with a status, such as:

• Status
  colour Yellow title Draft

• Status
  colour Blue title REady for peer review

• Status
  colour Green title Final

The formula used to compute the indicator.

Whether this indicator is fit for benchmarking purposes. In general, absolute values are expressed in ratios.

A list of the typical organization’s generic stakeholders that would typically have an interest in this indicator.

Classes of strategic or general goals that A list of generic goals linked to this indicator with an appreciation of the degree of alignment with the indicator. The following scale will be used:

• +++ strong alignment

• ++ medium alignment

• + weak alignment

• 0 no alignment

• - weak negative alignment (counterproductive)

• -- weak negative alignment (counterproductive)

• --- weak negative alignment (counterproductive)

There will obviously be a level of subjectivity, this should be peer reviewed by professionals.

Why would an organization monitor this indicator? What is the rationale behind this indicator?

A list of generic scoping dimensions that may prove useful to focus and monitor the indicator.

A list of known or potential negative effects that this indicator may produce. The description of negative effects should be accompanied by propositions of mitigating countermeasures. See The Dual Side of Performance Measurement Systems /wiki/spaces/PRIV/pages/1410058 for a discussion on this topic.

A suggested visual representation for the indicator.

Some indicators may require that a certain level of process, organizational or system maturity be reached before measurement becomes feasible or useful.

A list of related indicators. Documenting dependencies between indicators may help the selection process of indicators.

A list of generic data sources that may be used as data sources to measure the indicator.

Dictionary entries for the key terms used to describe the indicator.

Articles, interviews or other sources related to this indicator.