DW4Mod - Codes/EMPTY 4-MODULE HTML DOCS/Modules/Module1/Mod1SLP.htmlModule 1 - SLP The Balanced Scorecard & the Financial Perspective The purpose of the Session Long Project is to give you the opportunity to explore the applicability of the Module to your own life, work, and place in space and time, and to experiment with the Module to see how the otherwise academically rigorous presentation of a topic may, with more or less work and/or trauma, become "up close and personal". This is done in a number of different ways -- sometimes cumulative papers, sometimes practical hands-on experimentation with a tool of some sort, sometimes reflections on a place of work or life. The common thread is personal application, aimed at demonstrating a cumulative knowledge and understanding of the course's material.  For this course, the Session Long Project will take the form of putting together background from each of the four perspectives for a balanced scorecard approach to an organization or organizational unit with which you are familiar. In the final module, you will have a go at strategy mapping. You’re not building a complete balanced scorecard -- that would be far beyond our current scope – but you’ll have a chance to see what goes into it and how it gets put together into a coordinated whole. As in the cases, you’ll be drawing on your previous course work to help.  The Module 1 assignment has two parts. First, you need to identify an organization to which you have access to at least some information concerning financial data; staffing and human resource systems; marketing and customer relations; information systems; and operations. While most material on the Balanced Scorecard is written from the private, for-profit point of view, it’s perfectly possible to use this approach with public or non-profit organizations as well.  For the second part of this assignment, consider the organization's mission and strategy from the perspective of its financial operations (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such operations are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. If you’re unclear on just what objectives and measures are, here is a presentation that describes what they are and how to write them.SLP Assignment Expectations When you have thought about it and made your selection, please specify (2-3 pages):The name of your organizationWhat this organization does – its mission, vision and overall strategyThe access you have to information about this organization -- remember, you’ll need information about its financial performance, marketing, internal operations, strategy, and management systems. Once you’re reasonably clear on what’s involved, think about your organization and its finances, and then:Identify at least three objectives for improving the organization's financial position, and show how they r ...

1. DW4Mod - Codes/EMPTY 4-MODULE HTML
DOCS/Modules/Module1/Mod1SLP.htmlModule 1 - SLP
The Balanced Scorecard & the Financial Perspective
The purpose of the Session Long Project is to give you the
opportunity to explore the applicability of the Module to your
own life, work, and place in space and time, and to experiment
with the Module to see how the otherwise academically rigorous
presentation of a topic may, with more or less work and/or
trauma, become "up close and personal". This is done in a
number of different ways -- sometimes cumulative papers,
sometimes practical hands-on experimentation with a tool of
some sort, sometimes reflections on a place of work or life. The
common thread is personal application, aimed at demonstrating
a cumulative knowledge and understanding of the course's
material.
For this course, the Session Long Project will take the form of
putting together background from each of the four perspectives
for a balanced scorecard approach to an organization or
organizational unit with which you are familiar. In the final
module, you will have a go at strategy mapping. You’re not
building a complete balanced scorecard -- that would be far
beyond our current scope – but you’ll have a chance to see what
goes into it and how it gets put together into a coordinated
whole. As in the cases, you’ll be drawing on your previous
course work to help.
The Module 1 assignment has two parts. First, you need to
identify an organization to which you have access to at least
some information concerning financial data; staffing and human
resource systems; marketing and customer relations;
information systems; and operations. While most material on
the Balanced Scorecard is written from the private, for-profit
point of view, it’s perfectly possible to use this approach with

2. public or non-profit organizations as well.
For the second part of this assignment, consider the
organization's mission and strategy from the perspective of its
financial operations (from your work on the case, your previous
course work, and your background reading, you should be
reasonably clear what such operations are). In this section of the
assignment you’ll begin to identify objectives and measures
relevant to that perspective. If you’re unclear on just what
objectives and measures are, here is a presentation that
describes what they are and how to write them.SLP Assignment
Expectations
When you have thought about it and made your selection, please
specify (2-3 pages):The name of your organizationWhat this
organization does – its mission, vision and overall strategyThe
access you have to information about this organization --
remember, you’ll need information about its financial
performance, marketing, internal operations, strategy, and
management systems.
Once you’re reasonably clear on what’s involved, think about
your organization and its finances, and then:Identify at least
three objectives for improving the organization's financial
position, and show how they relate to the mission, vision and
strategy of the organization.For each objective, develop at least
one meaningful performance measure (metric).For each
objective, identify at least one expected level of performance
(target).For each objective, identify at least one new action or
program that needs to be developed to ensure successful
implementation of the organization's strategy (initiative).
Here’s a table that you may wish to copy and fill in:
Objective
Measure
Target
ActionPrivacy Policy | Contact
Modules/Module1/111991ObjectivesMeasuresTargets&ActionPl
ans.ppt

3. Most Effective Use of Contracting
Approaches to Maximize Efficiency
and Cost Effectiveness
Use of Electronic Commerce:
Data Source: Electronic Small Purchase Systems,
FPDS-NG, IIPS, DOE/C-Webb, local
tracking systems.
Data Generation: Data is tabulated from the listed
tracking systems.
Data Verification: Procurement Directors are
responsible for accurately reporting results and
retention of records in accordance with records
management requirements. Records will be made
available for compliance and/or HQ reviews.
Performance Based Service Contracts:
Data Source: FPDS-NG.
Data Generation: Data is tabulated from the listed
tracking system.
Data Verification: Procurement Directors are
responsible for accuracy of data entered into the
FPDS-NG. HQ will randomly sample pre and
post award actions and compare against the
FAR PBSC standards.
Use of Electronic Commerce:
1. Percent of purchase and delivery orders issued
through electronic commerce as a percentage of

4. total simplified acquisition actions.
2. Percent of all synopses (for which widespread
notice is required) and associated solicitations posted
on FEDBIZOPPS for actions over $25K. This
measure will be tracked at HQ.
3. Percent of all new competitive acquisition
transactions over $100K conducted through
electronic commerce.
Performance Based Service Contracts:
PBSCs awarded as a percentage of total eligible new
service contract awards (applicable to actions
over $100K).
Percent of total eligible service contract dollars
obligated for PBSCs (applicable to all actions
over $25K). This measure will be tracked at HQ.
70%
100%

5. 40%
66%
75%
INTERNAL BUSINESS PERSPECTIVE - Cont.
OBJECTIVE MEASURE
TARGET
5
BALANCED SCORECARD
PERFORMANCE MEASURES, PERFORMANCE TARGETS
AND MANAGEMENT INITIATIVES

6. INTERNAL BUSINESS PERSPECTIVE
Procurement
6
OBJECTIVEMEASURE
OPERATIONALTARGET
MANAGEMENT INITIATIVES
Project
Action Officer
Due Date
Most Effective Use of Contracting Approaches to Maximize
Efficiency and Cost Effectiveness
Use of Electronic Commerce:
Data Source: Electronic Small Purchase Systems; FPDS-NG;
IIPS; DOE/C Web; Local Tracking Systems
Use of Electronic Commerce:
1. Percent of purchase and delivery orders issued through
electronic commerce as a percentage of total simplified
acquisition actions. (Contd)
70%
· Support Integrated Acquisition Environment:
· Transition to electronic Subcontracting Reporting System and
retire DOE’s legacy SRS
· Assess Agency use of Federal Technical Document

7. Solution
ME-65
D Hoexter
4th Qtr
2. Percent of all synopses (for which widespread notice is
required) and associated solicitations posted on FedBizOpps for
actions over $25K. This measure will be tracked at HQ.
( ( (
100%

8. ( Presidential Management Agenda( FY05-09 Planning
Guidance
( FY05 OMBE Congressional Budget( Identified by Mgmt as a
Critical Mgmt Improvement Initiative (DOE N 125.1)
( DOE 5-Yr Workforce Restructuring Plan( GAO/IG
Management Challenge
( FMFIA – Acquisition Workforce Issues( OMBE Management
Commitment Plan - FY05
( SES Performance Plan (RHopf)( OMBE Strategic Workforce
Plan FY05 Interim Update

9. ACTION PLAN/STATUS REPORT FOR BSC INITIATIVE - FY
2005
Balanced Scorecard Initiative:Title of initiative (in italics and
bold text)
Action Officer:Name of staffer (and office code) with
responsibility for completion.
Objective of the Initiative:No more than one paragraph that
clarifies WHY we are doing this action and the intended
RESULTS. Also, if appropriate, provide a description of the
scope of the initiative in terms of the work to be done (e.g., will
this be a major effort requiring establishment of a large work
group? etc.).
Approach:Briefly describe the plan, processes, and resources
necessary to accomplish the objective.

10. Due Date:List the FY quarter in which completion will occur.
Planned Milestones:Identify the major processes, milestones,
and list the scheduled start/completion dates. Attach any chart
you may have developed that shows work flow/scheduling, etc.
Current Status:Current status is to be up-dated by each Action
Officer and submitted to the Office Director prior to each of the
quarterly reviews of BSC status (Office Directors and Mr.
Hopf). This information will be important, particularly if the
planned milestones listed above are not on-track, or have not
been met.
Outcome:When the action is completed, provide a brief
statement (one or two sentences) describing the finished product
and its benefits.
(Note: When the initiative is complete, and the Outcome section
is filled-in, send a copy of this Action Plan/Status Report to
Yolonda along with a copy of the “completion document” for
the initiative (i.e., the report, Acquisition Letter, or other
document that evidences completion of the initiative. If there is
no “completion document,” then state this in the Outcome
section). At the end of the year, this Action Plan/Status Report

11. will then serve as the cover page for the “completion document”
that becomes part of the BSC Initiatives Completion Book that
Yolonda maintains for Mr. Hopf.)
7
OBJECTIVE
MEASURE
OPERATIONAL
TARGET
MANAGEMENT INITIATIVES
Project
Action
Officer
Due
Date
Most Effective Use of
Contracting Approaches to
Maximize Efficiency and
Cost Effectiveness

12. Use of Electronic Commerce :
Data Source: Electronic
Small Purchase Systems;
FPDS-NG; IIPS; DOE/C
Web; Local Tracking
Systems
Use of Electronic Commerce:
1. Percent of purchase and
delivery orders issued
through electronic
commerce as a percentage of
total simplified acquisition
actions. (Contd)
70%
Environment:
o Transition to electronic
Subcontracting Reporting

13. System and retire DOE’s
legacy SRS
o Assess Agency use of Federal
Technical Document