The banking industry is under increasing cost pressure in the prevailing low interest rate environment, which is why it is particularly important to strive for continuous improvements in process and service quality. Measuring these improvements can be done by implementing KPIs in the affected areas. The objective of this Bachelor Thesis was to develop six KPIs for the sectors IT and Operations which can be reported automatically.

The Balanced Scorecard of the bank translates the strategy into qualitative and quantitative goals. During the development of the KPIs, these goals were always in focus. With the involvement of the team leaders, possible KPIs were developed in the bank's departments.

The added value of this work is the framework for the creation of KPIs in the bank. By normalising the individual KPIs and creating a scale, the KPIs can be combined into clusters. These clusters are based on the categories of the Balanced Scorecard. Management can thus see at a glance how the department is performing. With the weighting of the individual KPIs, larger quantities of KPIs can also be combined in these clusters in the future without giving a false impression. Using this framework, 7 KPIs were defined in the sector Operations and one in the sector IT as part of this Bachelor Thesis.