Abstract
Managing a group practice requires constant attention to financial and operational data to achieve a sustainable business concern. By identifying key performance areas, a group practice can gather, report, and analyze data that are readily available but often overlooked. Although performance indicators will not solve all management problems, the insight gleaned from historical and projected data trending, in addition to external comparison and benchmarking, can result in proactive analysis and problem identification, mitigating the troubling impacts of ignorance and surprise.