├── CITATION.cff ├── CODE_OF_CONDUCT.md ├── README.md └── README.png /CITATION.cff: -------------------------------------------------------------------------------- 1 | cff-version: 1.2.0 2 | title: Critical success factor (CSF) 3 | message: >- 4 | If you use this work and you want to cite it, 5 | then you can use the metadata from this file. 6 | type: software 7 | authors: 8 | - given-names: Joel Parker 9 | family-names: Henderson 10 | email: joel@joelparkerhenderson.com 11 | affiliation: joelparkerhenderson.com 12 | orcid: 'https://orcid.org/0009-0000-4681-282X' 13 | identifiers: 14 | - type: url 15 | value: 'https://github.com/joelparkerhenderson/critical-success-factor/' 16 | description: Critical success factor (CSF) 17 | repository-code: 'https://github.com/joelparkerhenderson/critical-success-factor/' 18 | abstract: >- 19 | Critical success factor (CSF) 20 | license: See license file 21 | -------------------------------------------------------------------------------- /CODE_OF_CONDUCT.md: -------------------------------------------------------------------------------- 1 | 2 | # Contributor Covenant Code of Conduct 3 | 4 | ## Our Pledge 5 | 6 | We as members, contributors, and leaders pledge to make participation in our 7 | community a harassment-free experience for everyone, regardless of age, body 8 | size, visible or invisible disability, ethnicity, sex characteristics, gender 9 | identity and expression, level of experience, education, socio-economic status, 10 | nationality, personal appearance, race, caste, color, religion, or sexual 11 | identity and orientation. 12 | 13 | We pledge to act and interact in ways that contribute to an open, welcoming, 14 | diverse, inclusive, and healthy community. 15 | 16 | ## Our Standards 17 | 18 | Examples of behavior that contributes to a positive environment for our 19 | community include: 20 | 21 | * Demonstrating empathy and kindness toward other people 22 | * Being respectful of differing opinions, viewpoints, and experiences 23 | * Giving and gracefully accepting constructive feedback 24 | * Accepting responsibility and apologizing to those affected by our mistakes, 25 | and learning from the experience 26 | * Focusing on what is best not just for us as individuals, but for the overall 27 | community 28 | 29 | Examples of unacceptable behavior include: 30 | 31 | * The use of sexualized language or imagery, and sexual attention or advances of 32 | any kind 33 | * Trolling, insulting or derogatory comments, and personal or political attacks 34 | * Public or private harassment 35 | * Publishing others' private information, such as a physical or email address, 36 | without their explicit permission 37 | * Other conduct which could reasonably be considered inappropriate in a 38 | professional setting 39 | 40 | ## Enforcement Responsibilities 41 | 42 | Community leaders are responsible for clarifying and enforcing our standards of 43 | acceptable behavior and will take appropriate and fair corrective action in 44 | response to any behavior that they deem inappropriate, threatening, offensive, 45 | or harmful. 46 | 47 | Community leaders have the right and responsibility to remove, edit, or reject 48 | comments, commits, code, wiki edits, issues, and other contributions that are 49 | not aligned to this Code of Conduct, and will communicate reasons for moderation 50 | decisions when appropriate. 51 | 52 | ## Scope 53 | 54 | This Code of Conduct applies within all community spaces, and also applies when 55 | an individual is officially representing the community in public spaces. 56 | Examples of representing our community include using an official e-mail address, 57 | posting via an official social media account, or acting as an appointed 58 | representative at an online or offline event. 59 | 60 | ## Enforcement 61 | 62 | Instances of abusive, harassing, or otherwise unacceptable behavior may be 63 | reported to the community leaders responsible for enforcement at 64 | [INSERT CONTACT METHOD]. 65 | All complaints will be reviewed and investigated promptly and fairly. 66 | 67 | All community leaders are obligated to respect the privacy and security of the 68 | reporter of any incident. 69 | 70 | ## Enforcement Guidelines 71 | 72 | Community leaders will follow these Community Impact Guidelines in determining 73 | the consequences for any action they deem in violation of this Code of Conduct: 74 | 75 | ### 1. Correction 76 | 77 | **Community Impact**: Use of inappropriate language or other behavior deemed 78 | unprofessional or unwelcome in the community. 79 | 80 | **Consequence**: A private, written warning from community leaders, providing 81 | clarity around the nature of the violation and an explanation of why the 82 | behavior was inappropriate. A public apology may be requested. 83 | 84 | ### 2. Warning 85 | 86 | **Community Impact**: A violation through a single incident or series of 87 | actions. 88 | 89 | **Consequence**: A warning with consequences for continued behavior. No 90 | interaction with the people involved, including unsolicited interaction with 91 | those enforcing the Code of Conduct, for a specified period of time. This 92 | includes avoiding interactions in community spaces as well as external channels 93 | like social media. Violating these terms may lead to a temporary or permanent 94 | ban. 95 | 96 | ### 3. Temporary Ban 97 | 98 | **Community Impact**: A serious violation of community standards, including 99 | sustained inappropriate behavior. 100 | 101 | **Consequence**: A temporary ban from any sort of interaction or public 102 | communication with the community for a specified period of time. No public or 103 | private interaction with the people involved, including unsolicited interaction 104 | with those enforcing the Code of Conduct, is allowed during this period. 105 | Violating these terms may lead to a permanent ban. 106 | 107 | ### 4. Permanent Ban 108 | 109 | **Community Impact**: Demonstrating a pattern of violation of community 110 | standards, including sustained inappropriate behavior, harassment of an 111 | individual, or aggression toward or disparagement of classes of individuals. 112 | 113 | **Consequence**: A permanent ban from any sort of public interaction within the 114 | community. 115 | 116 | ## Attribution 117 | 118 | This Code of Conduct is adapted from the [Contributor Covenant][homepage], 119 | version 2.1, available at 120 | [https://www.contributor-covenant.org/version/2/1/code_of_conduct.html][v2.1]. 121 | 122 | Community Impact Guidelines were inspired by 123 | [Mozilla's code of conduct enforcement ladder][Mozilla CoC]. 124 | 125 | For answers to common questions about this code of conduct, see the FAQ at 126 | [https://www.contributor-covenant.org/faq][FAQ]. Translations are available at 127 | [https://www.contributor-covenant.org/translations][translations]. 128 | 129 | [homepage]: https://www.contributor-covenant.org 130 | [v2.1]: https://www.contributor-covenant.org/version/2/1/code_of_conduct.html 131 | [Mozilla CoC]: https://github.com/mozilla/diversity 132 | [FAQ]: https://www.contributor-covenant.org/faq 133 | [translations]: https://www.contributor-covenant.org/translations 134 | 135 | -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | # Critical success factor (CSF) 2 | 3 | Critical Success Factor 4 | 5 | Contents: 6 | 7 | * [What is a critical success factor?](#what-is-a-critical-success-factor) 8 | * [How to define a CSF](#how-to-define-a-csf) 9 | * [How to improve a CSF](#how-to-improve-a-csf) 10 | * [Key result area (KRA)](#key-result-area-kra) 11 | * [Key success factor (KSF)](#key-success-factor-ksf) 12 | * [Key factor of difference (KFD)](#key-factor-of-difference-kfd) 13 | * [For more information](#for-more-information) 14 | * [Tracking](#tracking) 15 | 16 | 17 | ## What is a critical success factor? 18 | 19 | A critical success factor (CSF) is a management term for an element that is necessary to achieve success. 20 | 21 | * A CSF drives the strategy forward. 22 | 23 | * A CSF makes or breaks the success of the strategy. 24 | 25 | * When all the CSFs are combined, they are sufficient for success. 26 | 27 | Choosing the right CSFs needs good understanding of what is important to the organization, to the industry, and to the customers. 28 | 29 | * Critical success factors are the essential elements of a strategy for success in a particular business in a particular industry at a particular time. 30 | 31 | * Strategists should ask "Why would customers choose us?" and the answer is typically a critical success factor. 32 | 33 | 34 | 35 | ## How to define a CSF 36 | 37 | To define a CSF, you can cover these areas: 38 | 39 | * Plan 40 | 41 | * Clear definition of goals, roles, and impacts 42 | 43 | * Realistic calendar of tasks and activities 44 | 45 | * Access to financial resources 46 | 47 | * Set norms of quality 48 | 49 | * Balanced budget 50 | 51 | * Processes 52 | 53 | * Formal work methodology 54 | 55 | * Solid infrastructures 56 | 57 | * People 58 | 59 | * Team work 60 | 61 | * Competencies 62 | 63 | * Commitment 64 | 65 | * Power 66 | 67 | * Experienced managers 68 | 69 | * Sense of fairness 70 | 71 | * Contingency strategy 72 | 73 | * Risk and vulnerability assessments 74 | 75 | You can also consider Rockart's CSF types: 76 | 77 | * Industry: these factors result from specific industry characteristics. These are the things that the organization must do to remain competitive. 78 | 79 | * Environmental: these factors result from macro-environmental influences on an organization. Things like the business climate, the economy, competitors, and technological advancements are included in this category. 80 | 81 | * Strategic: these factors result from the specific competitive strategy chosen by the organization. The way in which the company chooses to position themselves, market themselves, whether they are high volume low cost or low volume high cost producers, etc. 82 | 83 | * Temporal: these factors result from the organization's internal forces. Specific barriers, challenges, directions, and influences will determine these CSFs. 84 | 85 | 86 | ## How to improve a CSF 87 | 88 | To improve a CSF, you can ask these questions: 89 | 90 | * Does the CSF clearly relate to a strategic objective and key result (OKR)? 91 | 92 | * Does the organization have the right resources and infrastructures? 93 | 94 | * Does the team clearly understand the plan, goals, roles, and impacts? 95 | 96 | * Does the team feel empowered, capable, and ready for the challenges? 97 | 98 | 99 | ## Key result area (KRA) 100 | 101 | A key result area (KRA) is a synonym for CSF. 102 | 103 | * The KRA synonym can confuse peoplem, so it's typically better to write CSF and not KRA. 104 | 105 | * CSF is the more widespread term. 106 | 107 | 108 | ## Key success factor (KSF) 109 | 110 | A key success factor (KSF) is a performance factor that is generally for a trade, profession or industry. 111 | 112 | * Key success factors are common across firms within a product area, market area, or industry area. 113 | 114 | * A KSF is something that a business must do to be successful. 115 | 116 | 117 | ## Key factor of difference (KFD) 118 | 119 | A key factor of difference (KFD) is a performance dimension that makes an individual businesses unique and distinct. 120 | 121 | * The uniqueness and distinctness is specifically from other businesses in the same product area, market area, or industry area. 122 | 123 | * Key factors of difference are the factors that a particular business chooses to differentiate itself on. 124 | 125 | 126 | ## For more information 127 | 128 | * [Wikipedia: Critical success factor](https://wikipedia.org/wiki/Critical_success_factor) 129 | 130 | * [Key Succes Factors and their role in strategic planning](http://www.differentiateyourbusiness.co.uk/key-success-factors-and-their-role-in-strategic-planning) 131 | 132 | * [Critical Success Factors: Identifying the Things That Really Matter for Success](https://www.mindtools.com/pages/article/newLDR_80.htm) 133 | 134 | * [How To Determine Critical Success Factors For Your Business](https://www.clearpointstrategy.com/how-to-determine-critical-success-factors-for-your-business/) 135 | 136 | 137 | ## Tracking 138 | 139 | * Package: critical_success_factor 140 | * Website: http://joelparkerhenderson.com/critical_success_factor 141 | * Cloning: https://github.com/joelparkerhenderson/critical_success_factor 142 | * Version: 2.1.0 143 | * Created: 2018-02-16 144 | * Updated: 2019-01-01 145 | * License: GPL 146 | * Contact: Joel Parker Henderson (http://joelparkerhenderson.com) 147 | * Tracker: f44c30d1b876f8987cf78c727e573542 148 | -------------------------------------------------------------------------------- /README.png: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/joelparkerhenderson/critical-success-factor/d1f84527b7cdc3ac8635084ac78e71923ef6d1bf/README.png --------------------------------------------------------------------------------