Master it balanced scorecard (final)

Information Technology
Department
Balanced Scorecard
Prepared by G. B. Alleman
1

The pursuit of operational effectiveness is seductive
because it is concrete and actionable.
Caught up in the race for operational effectiveness, many
managers simply do not understand the need to have a
strategy.
– Dr. Michael E. Porter – Professor of Business
Administration, Harvard Business School
In our balanced scorecard-based approach to planning and performance
management, we always start with strategy.
We are not innovating in the ITD for the sake of innovating.
Rather we are building a core capability that allows us to provide
measureable value to the districts clients and stakeholders defined through
our Value Proposition.
2

Vision
IT Tech Plan
ITD Balanced
Scorecard
Technical
Measures
5 Goals of the Tech Plan and 6 CIO Goals
connected to the Master Plan
Strategic Initiatives defined in a Strategy
Map with cause and effect connections.
Numeric measures for each KPI with
baseline value with variance values.
ü Why We Exist
ü What We Do To
Deliver Value To Our
Stakeholders
ü What We Strive To
Be For Our
Stakeholders
ü What Our
Stakeholders Want
Us To Be
ü Implementation
Framework For
Turning Strategy Into
Execution.
Mission
Vision
GQ(I)M
Master Plan
Mission and Vision of as the starting point
for IT Initiatives and their connections to
the Master Plan
IT Operating Plan
IT operational activities based on BSC for
each operational outcome using ITIL V3.
GQ(I)M
Goal, Question, (Indicator), Measure, to
capture CSFs, KPIs, and connections to
projects through a Strategy Map.

Elements of the Balanced Scorecard
Strategy Map, with four perspectives.
§ Stakeholder perspective – describes the initiatives that directly
impact the stakeholders of the IT Department in pursuit of their
mission and vision.
§ Internal Process Perspective – describes the activities undertaken
by ITD to deliver the stakeholder initiatives.
§ Learning and Growth Perspective – the activities if ITD develop and
maintain the skills, knowledge, and experience needed to implement
the Strategic Initiatives.
§ Budget Perspective – the management initiatives needed to operate
the ITD in a responsible manner while delivering value to the BCSP
Stakeholders.
Score Card
§ Vision – what the future should look like for ITD
§ Narrative – an elevator pitch for this Strategic Initiative telling what
the desired outcome will be in the future (the Vision).
§ Strategic Initiative – a statement of the work to be undertaken to
fulfill the Vision
§ Performance Goals – a stated measureable goal from the work
effort to deliver the Strategic Initiative that fulfills the Vision
§ Critical Success Factors – for each goal, what are the Critical
Success Factors that must be in place for completion of the
Performance Goal
§ Key Performance Indicators – the units of measure and the upper
and lower limits of these measures to satisfy the Critical Success
Factor
4

Cascading The Balanced Scorecard
§ Cascading the scorecard means translating the
“corporate” (ITD – Tier 1) scorecard down to the
“business units” (ITD Departments – Tier 2), and then to
a team of individuals (Department individuals – Tier 3).
§ The current BSC is cascaded to Tier 2.
§ The result is “line of sight” visibility from top to bottom
and back again for each top level strategic initiative.
§ With the strategy map, goals, performance measures
and targets are connected to the top level Mission and
Vision of ITD.
5

Benefits of Cascading the Scorecard
§ Top level Goals - Master Plan and ITD Tech Plan –
remain focused on the Race to the Top initiatives at the
strategy level.
§ Individual department managers can connect these
strategies to their individual technical and operational
performance goals.
§ The department scorecards can then be used to
connect ITD CIO goals with Critical Success Factors
and Key Performance Indicators in the vernacular of
Balanced Scorecard.
6

Connecting the Dots From Tier 1 to Tier 2
7
The scorecard initiative
is expanded in the
performance description
“card”
The “theme,” and the Initiative are flowed down the
Tier 2 scorecard to establish the basis for the
performance of the ITD department.
This answers the question - “what is the
department doing to support the top level ITD
strategy?”
The Tier 2 Goals, CSF’s, and KPI’s answer the
question “what does the department do in support
of the ITD Master Initiatives. This connects the
dots between department level strategic activities,
and the top level ITD strategic activities.

ITD Balanced Scorecard
§ The Strategy Map and performance scorecards show
how ITD directly enables the initiatives of the Master
Plan
§ The Master ITD scorecard is augmented with individual
department scorecards for the 8 ITD department
leaders
8
Office of the CIO
(PMO)
Human Resource
Management
Systems
Business
Support Systems
Call Center
Services
Technical
Support Services
Teacher Support
Services (TSS)
Student
Information
Systems (SIS)
Security and
Data Center

Budget Perspective
B2: Budget
Management
B3: Resource
Management
Internal Processes Perspective
Stakeholder Perspective
S1: Be the
Preferred
Provider
S2: Use ITIL
to Manage
Services
S3: Provide
Needed
Systems and
Applications
S5: Manage
Stakeholder
Relations
S4: Ensure
Recognition
of Value
Service Attributes Relationships
P1: Use ITIL
for Op
Excellence
P2: Manage
Stakeholder
Relations
P3: Develop
Continuous
Improvement
Processes
P4: Assure
Security and
Privacy
Organizational Capabilities and Capacities
Learnings & Growth Perspective
Image
B1: Project
Performance
L1: Culture L2: Leadership L3: Alignment L4: Teamwork
ITD Strategy Map For
L5: Resource Capacity for
Work
L6: Resource Capabilities
for Work
StakeholderITDepartmentOperations
9

CIO ITD Goals IT Tech Plan
IT Department
Balanced Scorecard
Perspective
1:AlignAndExecute
2:Operational
Execution
3:DesignAndDevelop
Systems
4:PMO,PPM,AndITIL
ImproveQuality
5:ProcessDesignTo
SupportG&O’s
6:ITGovernanceAnd
RiskManagement
1:ImproveLearning
2:ProfessionalDev
3:TechnicalEfficiency
4:EquitableAccess
5:Improved
Infrastructure
S1: Preferred Provider
S2: ITIL Service Management
S3: Needed Applications
S4: Ensure Value Recognition
S5: Stakeholder Relations (External)
P1: Operational Excellence
P2: Stakeholder Relations (Internal)
P3: Develop Continuous Improvement Process
P4: Security and Privacy
L1: Culture
L2: Leadership
L3: Alignment
L4: Teamwork
L5: Capacity for Work
L6: Capability for Work
B1: Project Performance
B2: Budget Management
B3: Resource Management
10

Person
Balanced Score Initiative
Stakeholder Internal Learnings & Growth Budget
James
ü Server operations
ü Network
ü Telecom
ü Security
ü Business Continuity
ü CISSP
ü Cisco VOIP
ü Basic Routing and Switching
ü VM
ü Linux
ü Connect systems with budget
Chuck
ü SMS Operations
ü Tier 3 Help Desk
ü SMS operations ü Connect systems with budget
Shashi
ü Oracle Learning Management
(S3)
ü Oracle R12 Upgrade
ü Oracle performance
Management
Jessica
ü Provide services for IT Mgmt
and CIO
ü Improve PM Methods ü Project Risk ü Align IT budgets
David
ü O1: P3
ü O2: P3, P1
ü O3: P3
ü O4: P3
ü O5: P1
ü O6: P3
ü O7: P3
Bert
ü Provide support for instructional
technology
ü Provide support for
administrative application
ü Provide requirements for
administrative and instructional
applications
ü Understand applications to
deliver training to stakeholders
ü Use budget for PDC facility
ü Field support staff equipped
with tools and expenses
ü Consultant budget for changes
and improvements
Ann
ü Use technology to improve
management and operations
(3)(P1)
ü Ensure access to equitable
access (4)(S2)
ü ITIL training and certification
(L3)
ü (B1), (B2), (B3) Connect budget
with activities FTE and some
capital equipment
Tyrone
ü Empower the stakeholder to be
self sufficient as much as
possible on the student
technical.
ü Processes and procedures
applied to all devices –
computers, peripherals, AV
(projectors, smart) – 47 types
ü Rights based training and
support through the PDC
activities
ü Identify train the trainer
opportunity
11

Stakeholder Perspective
To reach our objectives, how do we create value for our stakeholders?
ITD stakeholders are the “customers” of the services provided by ITD. These are all the people who have an
interest in the ITD Organization, projects managed by ITD, the activities of ITD, the resources, and deliverables
produced by the resources.
The forms a complex network of impacted clients and stakeholders who exercise influence on ITD’s funding,
direction, and ability to fulfill its mission.
The strategic initiatives in this perspective address how ITD will satisfy the needs of these stakeholders and
clients, while maintaining the operational, security, privacy obligations to Master Plan and other governance
processes 13

Narrative Of The Contents Of This BSC “Card”
Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators
Strategic Theme
Master ITD Balanced Scorecard
Have a measurable
contribution to all IT
supported initiatives in the
using the 6 CIO Goals and
the ITD Tech-Plan 5 Goals.
Provide proactive two way
communication of
stakeholder needs and
prompt response and
resolution of customer
concerns for all supported
systems and requests for IT
services.
Implement service
improvement plan per ITIL
[4]
Involve and develop ITD
staff to implement service
improvement plans
To be the preferred technology partner in the achievement of the Master Plan and other
mandated initiatives using Information Technology.
These actions are defined in the Information Technology Department (ITD) Technology Plan
(Tech Plan) through 5 Goals and the ITD CIO’s six (6) goals.
Provide IT products and
services traceable to each
Initiative as defined in a
variety of documents, from
the Master Plan to the
Race To The Top (RTTT).
When there is a choice, be
the preferred technology
partner to BCPSs.
When systems are
mandated, assure
customer satisfaction
exceeds expectations to
maintain preference
S1: Be The Preferred
Provider of IT Services

Strategic Theme
Select from the 5 ITIL
components, which are
applicable for the current
strategy deployment
Develop operational
performance measures for
each of the ITD
departments at the
execution level guided by
the selected ITIL Service
Management Framework
elements
The ITIL Service Management Framework V3 defines the attributes and measures of the Fit
Purpose (Utility) and Fit for Use (Warranty).
Utility is the increase for the possible “benefit” to the BCPS.
Warranty is the availability and reliability in continuity and security of the services provided by
ITD. There are five (5) components: (1) Service, (2) Design, (3) Transition, (4) Operations, and
(5) Continuous Improvement as applied to the Stakeholder.
ITD will select which of these to implement over what periods of time to support the
improvement processes.
Implement selected
components of ITIL
Service Foundation V3. (1)
Service, (2) Design, (3)
Transition, (4) Operations,
and (5) Continuous
Improvement as applied to
the Stakeholder.
Deploy IT Service
Management best
practices guided by ITIL
Foundations V3.
S2: Use ITIL To Manage
Services

Strategic Theme
Identify, implement, and
operate the applications and
systems of ITD to ensure
the Mission and Vision of
the is being met.
For each goal of the ITD
Technical Plan define an
operational plan to maintain
or increase the performance
of each critical application
and system.
Deliberate design of
processes to support BCPS
Understand existing
services and the needs of
the stakeholders
Define technical capabilities
inventory and rank those
against Mstr Plan
Model the capabilities and
capacities of critical systems
Model the infrastructure
needs to meet stakeholder
demand
Customer survey of needs
and satisfaction
assessment
Gap analysis of current
systems against critical
stakeholder needs
Skills, capabilities, and
capacity for work
assessment
Measureable contributed
value to Mstr Plan and IT
Technical Plan
Capacity, and “..ilities”
model for all infrastructure
with monetized value.
Capacity of services in
users, throughput or
volume.
Application and system strategy is about planning deliberate acts that increase shareholder
value. IT is run as an independent business and is therefore regarded as a supplier/outsourcer.
This mindset allows for provisioning services internally or externally, depending upon business
conditions and opportunities.
IT services are viewed as strategic business assets critical to an organization’s survival and
success. A formal business planning process must be designed to complement the strategic
planning process. The planning process includes a market definition step — determining need
and estimating revenue.
Take actions to identify
critical assets and increase
the measurable value of
ITD’s offerings to and
assure ITD is the provider
of choice for these IT
Services by operating and
providing applications that
meet the needs of schools
and administration.
Assure the ITD critical
assets directly contribute
to the success of and its
Mission and Vision in units
of measure meaningful to
the decision makers.
S3: Provide Needed Systems
and Applications
Assess ITD staff’s ability to
deliver value to
stakeholders

Strategic Theme
Define and implement the
feedback processes and
their execution that will
connect the offerings of ITD
with the needs of the
stakeholders in units of
measure meaningful to
those stakeholders
Define and implement the
work processes needed to
close any gaps from
feedback from clients and
stakeholders to increase the
delivered value and the
recognition of this value.
Use business process
measures for meaningful
units
Periodic feedback capture
processes based in ITIL
Service measures
The value of the products and services produced by ITD must be recognized as having value.
ITD cannot declare there is value in the absence of consensus with the clients and stakeholders.
This recognized value comes from the measurable benefits to the stakeholders in units
meaningful to them.
Define the service catalog,
the service performance,
and connect this
performance to the
measures of value agreed
to by the stakeholders.
Have ITD stakeholders
acknowledge the value of
the products and services
provided to the consumers
S4: Recognized Value

Strategic Theme
For the external
stakeholders, define the
processes needed to asses
the needs of the
Stakeholder to determine
what should be in the
Service Portfolio and the
Stakeholder Portfolio.
For the Internal
Stakeholders, define the
organizational maturity of
ITD and the processes used
to manage those
stakeholders and their
project and programs using
the OGC P3M3 Framework
[3]
Increase the service
potential of capabilities and
resources
Increase the performance
potential that creates value
for the stakeholders
Identifying stakeholders – using a matrix of stakeholders and their affinity to projects,
processes or domain areas.
Understanding their expectations – by interviewing, surveys (least preferred) and face to face
interactions asking direct questions.
Managing those expectations – in the same way as managing projects or processes, through
defined outcomes.
Monitoring the effectiveness of stakeholder engagement activities – by defining units of
measure for this management.
Continuous review of the stakeholder community – through frequent and periodic meetings
through the Stakeholder Circle® (http://www.stakeholder-management.com/)
Install a relationship
management process and
identify staff needed to
ensure stakeholders are
satisfied with ITD products
and services.
Relations with the
Stakeholders are defined
and measurable to ensure
continued success of ITD
through a Value Network
of tangible and intangible
value producing
exchanges.
S5: Stakeholder Relations

Internal Process Perspective
What processes must we excel at to satisfy our stakeholders and clients?
Processes are structured activities, designed to accomplish a defined objective. Processes result in a goal-
oriented change, utilizing feedback for self-enhancing and self-corrective actions. Processes are:
ü Measureable because they are performance oriented
ü Have specific results
ü Provide these results to stakeholders
ü Respond to a specific event – either continually or iteratively – originating from that event. 19

Strategic Theme
Measure alignment with
schools using traceability to
paragraphs and sections in
the Master Plan to the
portfolio of projects
managed in ITD.
Organize ITD around the
management of Projects,
Programs, and Portfolio of
projects with units of
measure meaningful to the
decision makers.
Line of sight traceability of
projects to the Master Plan
Monetized investment
analysis of this work
Develop a portfolio
management process using
P3M3 guidance
Use PPM to select and
prioritize projects in the
portfolio
Select project based on
“real options” decision
making
Operational excellence
metrics met
Monetized performance
metrics met within
variance bands
Performance measures for
the 7 P3M3 perspectives.
To be operationally excellent requires leadership, teamwork and problem solving resulting in
continuous improvement throughout the IT Department by focusing on the needs of the
customer, empowering employees, and optimizing existing activities in the process.
Once aligned with the Master Plan and IT Plan, the execution activities must be performed in the
context of operational excellence.
Operational aspects of ITD will be guided by the ITIL Foundations of IT Service Management
V3. Seven activities from the P3M3 provided during the delivery of this Operational Excellence
are: (1) Management Control; (2) Benefits Management; (3) Budget Management; (4)
Stakeholder Management; (5) Risk Management; (6) Organizational Governance; and (7)
Resource Management.
Focus IT activities on
systems and application
integration to enable
people, processes, and
technology to be traceable
to IT Tech Plan and
Master Plan, guided by
ITIL Foundations V3 and
OGC P3M3 processes.
Develop, align and
execute ITD initiatives with
the IT Technology Plan
and Master Plan
P1: Use ITIL for Operational
Excellence
Provide Operational
Excellence ITIL V3
guidance

Strategic Theme
Define and oversee
measures connected to
customer facing
performance of all
initiatives.
Define and oversee
measures connected to all
internal operations in
support of external
initiatives.
Identify stakeholders and
their specific needs
Use Stakeholder
Typography to classify and
engage stakeholders [1]
Identify stakeholders and
their specific needs
Define risk, value, and
relationship
interactions
Stakeholder management is the process of managing the expectations of anyone that has an
interest in a project or will be effected by its deliverables or outputs.
Managing stakeholders means knowing what stakeholders want, defining what products and
services ITD is capable of providing, and confirming that the Stakeholders agree with and
acknowledge that ITD has the capabilities to provide those products and services.
This starts with identifying the Stakeholders and their attributes. Stakeholder management is
embedded in the overall risk management of projects and portfolios of projects managed by ITD.
Starting with the Race To
The Top (RTTT) initiative
and others, provide
measureable operational
excellence for all activities
performance by ITD
around stakeholder
management.
Define and deploy
management process to
provide operational
excellence for the Race to
the Top Initiative to the
external and internal
stakeholders.
P2: Stakeholder Management

Strategic Theme
Create a service
improvement plan based on
the seven step improvement
process defined by ITIL.
Create an organization that
includes a CSI Management
and Service Management
role in ITD
Perform CSI audits and take
corrective actions
Processes are the internal affairs of the ITD as a service provider. The first step is the activities
that focus on gaining control of the systems that provide internally focused services. Until this
control is established, external focus will be difficult.
Create a Continual Service
Improvement (CSI)
process to support the
needs of the Stakeholder.
Apply a repeating pattern
of improvement efforts that
allow ITD to better meet
internal and external
stakeholder needs.
P3: Continual Improvement

Strategic Theme
Develop of an Information
Security policy and
governance (Controls)
process.
Develop an Information
Security Management
Systems (ISMS) to plan,
implement, evaluate and
maintain the information
management policy and
governance processes
Information security is aligned with IT and business security is managed effectively in all
services and service management operations . This includes:
Information is available and useable when necessary (availability)
Information is available exclusively to authorized persons (confidentially)
The information is complete, accurate, and programs against unauthorized changes (integrity)
Information and information exchanges between other systems re reliable (authenticity)
Develop a security
management framework in
alignment with the ITD
governance process.
Align IT and business
security to ensure effective
management of services.
P4: Security and Privacy

Learning & Growth Perspective
How do we align our intangible assets – people, systems, and culture – to improve critical processes?
Learning-and-growth metrics is a framework for quantitatively assessing stakeholder satisfaction, productivity, and
retention in the framework of the balanced scorecard (BSC). These Goals, Critical Success Factors, and Key
Performance Indicators of the learning-and-growth perspective is “the foundation for all strategy” (Kaplan &
Norton, 2001, p. 93). These metrics are not just behavioral and statistical but “developmental.”
25

Strategic Theme
Define the End Values to be
delivered through the
culture in terms of quality,
excellence, reliability,
innovation, and budget
management success.
Define the Instrumental
Values to be the desired
behaviors in terms of
standards, respect for
tradition and authority.
Identify team building
opportunities, e.g. Strength
Finder 2.0
Aligning ITD culture with the Balanced Scorecard strategy defines who we get things done
around here. Defining the Cultural Web consists of Stories, Rituals and Routines, Symbols,
Organizational Structure, Control Systems, and Power Structures.
This approach provides a “ways of being” to define the attitudinal aspects of how ITD operates
on a daily, including personal interactions, problem solving approaches, and the situational
analysis needed improve the performance of the organization, using the Katzenbach and Gallup
frameworks for Teams and Employee Engagement Activities. (in the Backup Materials)
Identify the existing
cultural aspects and
behaviors, gaps in these
behaviors, and take
specific action to address
gaps and develop a
measurable response.
Create and maintain a
culture of mutual support,
accountability and shared
outcomes for all ITD
personnel.
L1: Culture

Strategic Theme
Select a strategic theme or
project that will enhance the
ITD and take steps toward
to achieving its overall
strategic goal through hands
on leadership of the work
activities.
Define the work processes
of a “project leader” to focus
on the delivery of beneficial
outcomes that meet
stakeholder needs.
Track the few critical
elements of strategy for
three major projects
Focus on short-term view of
leadership to critical areas
that impact stakeholders
Ensure key resources are
deployed to support critical
projects.
The leaders of an organization have the prime responsibility for the quality produced by the
organization, i.e., the success of the mission. The commitment and participation of leaders
have long been recognized as critical factors in successful organizations (Tichy & Devanna,
1990). [2]
Only leaders have the sufficient authority, influence, and access to information to
begin and maintain major organizational change.
Define and deploy a
leadership training,
mentoring, and coaching
process for all members of
the IT Department.
Train, coach, mentor, and
develop leaders in the ITD
department capable of
delivering on the Tech
Plan, Operations Plan and
Master Plan
L2: Leadership

Strategic Theme
Align internal support and
service units with the IT
Tech Plan, 6 ITD Goals,
and cross referenced items
in the Master Plan.
Define how leaders become
accountable to the
governance processes,
actions, and performance
through their personal
involvement in planning,
communications, coaching,
vision, actions, and
performance of ITD.
The Balanced Scorecard, when developed as a strategic planning and management system,
helps align an organization behind a shared vision of success, and gets the ITD working on the
right things and focusing on results.
A scorecard is more than a way of keeping score, it is a system, consisting of people, strategy,
processes, and technology. The responsibility for this critical alignment lies with the ITD
leadership.
Define the processes
needed to be aware of why
I am here and what am I
doing to support the
Strategic Initiatives of the
ITD.
Align ITD organization with
the needs of the
stakeholders to assure
delivery of each strategic
initiative on-time, on-
budget, and compliant with
the stakeholder needs
L3: Alignment

Strategic Theme
Provide a leadership that
unifies all parts of the ITD’s
staff through a methodology
that turns the eyes of all ITD
members to a single
direction – toward the
stakeholder.
Develop an ongoing team
work engagement process
that provides the
mechanism for Jon
Katzenbach [5] definition of
a team – a group of
individuals who hold each
other mutually accountable
for a shared outcome.
Define the organizational
structure and make that
visible to all ITD members
Define the channels of
communication and ensure
all participants are informed
Deploy Katzenbach’s
principles across ITD
It is often difficult to improve overall organizational performance because the collective goals are
unclear. Employees are often only aware of the aims of their own "team island", and regard
other team islands as having a different job. Individuals are often motivated to "do their bit", but
they lack the overall understanding of where the organization is going or how the various team
islands are supposed to work together for collective good. Whereas a sports team is often
characterized by a focus on goals, results and league tables, businesses are often characterized
by an absence of such a unifying force.
Establish “teams” that are
the first point of contact for
stakeholders. This
includes, call center
support, deep technical
support, and client and
stakeholder requirements
and satisfaction
processes.
Create an organization
that fosters teamwork and
cooperation to improve the
performance of the work of
ITD.
L4: Teamwork
Create a culture of “shared
outcomes,” for all ITD work.

Strategic Theme
Create and maintain an up-
to-date resource capacity
plan with defined objectives
reflecting current and future
needs of stakeholders.
Use this plan to forecast
performance of service
requests.
Align resource capacity
management and the
Service Portfolio and
communicate this alignment
to the stakeholders to
confirm their understanding
of what can be
accomplished with the
resource’s capacity.
It is essential to have an analytical understanding of ITD resource’s Capacity for Work. The
capacity must coincide with the current and future needs of the clients and stakeholders of the
BCPS. Any capacity gaps must be understood and communicated to these stakeholders in units
of measure meaningful to the decision making processes.
Provide IT resource
capacity coinciding with
the current and future
needs of stakeholders
against the justifiable costs
of this capacity.
Inform stakeholder of ITD’s
ability to respond to all
non-discretionary demand
for service with predictable
durations and quality of
performance.
L5: Resource Capacity for
Work

Strategic Theme
Using the Gallup 12
assessment of business
capabilities survey and
define gaps and closure
strategies for each of the
G12
elements as shown in
the BSC supporting
materials pages.
Discern alignment to the
professional development
initiatives.
Assess capability and
capacity for work using the
G12
profile
Establish a Professional
Development Center for ITD
staff
When there is need for resources to be available to meet strategic objectives, we need to
understand current and future work capability.
The current capability includes an assessment of task focus, self conduct, and interpersonal
perspectives of the performed activities.
The future capability includes an assessment of the needed development levels and
developmental potentials and the risk associated with regressing to lower levels of capability
based on a systems thinking approach to capacity planning.
Identify the capabilities for
the needed services of
Clients and Stakeholders
through an assessment of
these needs in a survey
instrument and direct
“customer contact.”
Provide the needed
technical, operational, and
interpersonal capabilities
to meet the needed
demands of clients and
stakeholders
L6: Resource Capability for
Work

Budget Process Perspective
What are our stakeholder and client expectations of our budget management performance?
The budget perspective activities are those necessary to ensure the execution of the ITD strategy in support of the
Mission and Vision.
This activity assigns budget to projects and controls the consumption of that budget in exchange for measurable
value – both tangible and intangible.
33

Strategic Theme
Project execution
performance parameters
meaningful to internal
decision making of the ITD
Project business
performance parameters
defined in units meaningful
to the Clients and
Stakeholders for IT
services.
Cost performance
Schedule performance
Project business
performance measures
Customer satisfaction
measures
Technical performance
Project performance management starts with repeatable processes. The “baseline” of a project
includes, cost, schedule, and the measures of physical percent complete. These measures are
defined in units meaningful to the decision makers.
Successful management of projects and the portfolio of projects starts with the Integrated
Master Plan showing what capabilities will be produced for the stakeholders, what significant
accomplishments must be completed, the success criteria for those accomplishments, and the
work efforts (in the form a work package) are needed for complete the Accomplishment Criteria.
These activities are arranged in the Integrated Master Schedule (IMS) and placed on baseline.
The IMS is a resource loaded activity network include schedule and cost margins.
Establish a project
performance management
system using cost,
schedule, and technical
performance measures to
increase the probability of
success for each ITD
project.
Install and operate a
project, program, and
portfolio governance
process to increase the
probability of success of
each project produced by
ITD
B1: Project Performance

Strategic Theme
Defines budget
management and submittal,
authorization processes to
maintain the integrity of the
Integrated Master Schedule.
Define and deploy a
Change Management
Process guided by PMBOK
and ITIL processes to
ensure the integrity of the
Integrated Master Schedule.
Financial assets are necessary to support the ownership or use of all assets.
Resources and capabilities form the basis for the value of a service.
Financial management is an integrated element of service management. Budget management
provides vital information needed to ensure effective and efficient service delivery, allowing the
ITD to justify expenditures and allocate funding directly to the services.
Establish budget
management, forecasting,
and performance
management services for
all projects in the ITD
portfolio.
Assure the management of
ITD budget and the assets
are guided by the IT
Governance processes.
B2: Budget Management

Strategic Theme
Create a resource pool
management system
starting with the measurable
“capacity for work” that
ensures over commitments
are not made without
explicit approval and the
resulting accountability of
senior management
Provide forecasts of needed
resources using the
Integrated Master Schedule
as the “approved” demand
for work.
Resources and capabilities are types of assets. The management of the ITD resources creates
value in the form of services and IT applications. Management, organization, people, and
knowledge convert these resources into value.
The ITD capacity for work is the starting point for resource management. The capacity for work
of a mix of people, processes, tools, systems, and organizational structures along with intangible
assets of ideas and culture.
The latter – “intangible assets” – is the Critical Success Factor for ITD’s success.
Provide tools, processes,
and leadership needed to
manage resources for all
ITD activities.
Provide tools and
processes needed to
manage ITD resources to
meet the demand of the
Stakeholders
B3: Resource Management

Gallup Q12 elements
G12 Critical Employee Engagement Activities Outcomes for the BSC Leadings and Growth Perspective
I know what is expected of me at work. We have a shared outcome for all work activities
I have the materials and equipment I need to do my work right. In the Master Schedule all needed resources are defined
and available on the planned date
At work, I have the opportunity to do what I do best every day. Work activities are agreed to by the performing element
In the last seven days, I have received recognition or praise for good
work.
Katzenbach’s “teaming” processes are in place and
operational.
My supervisor or the person I report seems to care about me as a
person.
There is someone at work who encourages my development.
In the last six months, someone at work has talked with me about my
progress.
At work, my opinions seem to count.
The mission/purpose of my company makes me feel my job is important. Using the BSC, trace all activities to a strategic initiative
My associates (fellow employees) are committed to doing quality work. Measures of success include measures of effectiveness for
the clients and stakeholders and measures of performance
for the products and services
I have a best friend at work.
The last year, I have had opportunities at work to learn and grow. Provide needed technical, operational, and managerial
mentoring, coaching, and training through senior leaders
38

10 Ways to Build Capability
1. Create a leadership/coaching system that links all business functions.
2. Right Action=Reward the right: people, things, ways, time and reasons.
3. Create the feeling in your organization that people can fail to succeed.
4. Create the necessary infrastructure to connect people with metrics.
5. Become a teaching organization and teach at every level continuously.
6. Enable people with development opportunities to higher levels of function.
7. Understand appreciative coaching and how to build a culture around it.
8. Make it fun to work in your company.
9. Make perfectly clear what should be perfectly clear.
10. Get out of people’s way.
39

References
[1] A Typology of Operational Approaches for Stakeholder Analysis and
Engagement, Dr. Jing (Rebecca) Yang. Deakin University Prof. Ping Qi
(Geoffrey) Shen, Hong Kong Polytechnic University, Dr. Lynda Bourne,
Stakeholder Management Pty Ltd Christabel MF Ho & Dr. Xiaolong Xue.
http://www.stakeholdermapping.com/
[2] Transformational Leader, Tichy and Devanna, 1997
[3] OGC P3M3 (Project, Program, Portfolio Management Maturity Model)
[4] ITIL Foundations V3
[5] Jon Katezenbach, “Unleashing the Power of Teams: From Theory to
Execution, Booz and Company. The Wisdom of Teams: Creating the High-
Performance Organization.
40

Chapter 042 Performance-Based Project Management ® is a registered trademark of Niwot Ridge L.L.C.

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