Case study A fresh approach of theBalanced Scorecard in the.docx

Case study: A fresh approach of the
Balanced Scorecard in the Heathrow
Terminal 5 project
Ron Basu, Chris Little and Chris Millard
Summary
Purpose – The purpose of this paper is to present a case study of
the Heathrow Terminal 5 project and
to illustrate a customised application of the Balanced Scorecard
in a major infrastructure project with
multiple stakeholders.
Design/methodology/approach – The research methodology
applied in this work was based on the
case study methodology. The focus was on ‘‘how’’ questions
and exploratory analysis of primary and
secondary data supported in-depth interviews with members
from both the project team and suppliers.
Findings – The application of the concept of the Balanced
Scorecard by Kaplan and Norton in project
management is less frequent in comparison with operations
management. The study has established a
proven application of the Balanced Scorecard in managing

quality in a major infrastructure project.
Practical implications – For practitioners of major projects the
paper gives implications for
implementing the theoretical and customising requirements of
the Balanced Scorecard involving key
stakeholders.
Originality/value – The paper illustrates that metrics can be
customised for major projects within the
framework of the Kaplan and Norton Balanced Scorecard and
that suppliers should be empowered to
own the monitoring and improvement process using their
performance data.
Keywords Balanced scorecard, Stakeholders, Suppliers,
Partnership,
Performance measurement (quality)
Paper type Case study
1. Introduction
Heathrow Terminal 5 opened on 27 March 2008 with high
expectations. It represents a major
step in the transformation of Heathrow and it is now amajor
gateway to the UK. From the start
T5 was different and it needed to be due to its size, complexity
and proximity. Despite some

teething problems on opening, T5 was a catalyst for new and
improved ways of working.
One such initiative is the application of a Balanced Scorecard
approach in managing quality
in major projects.
For nearly two decades organisations in both the manufacturing
and service industries have
been working arduously at trying to bring the power, discipline
and rigour of performance
measurement into their organisations based on the Balanced
Scorecard. The concept of a
Balanced Scorecard by Kaplan and Norton (1996) is a strategic
measurement system
organised in four perspectives (financial, customer, internal
processes, and learning and
growth) that aims to establish tangible performance indicators
in all functions of the
business. One of the proven virtues of this system is that it
proposes a balance between
concepts that could be contradictory to managers. For example,
it aims to balance between
short-term and longer-term objectives, financial measures
versus operational measures,
internal performance versus external performance, enabling

indicators versus results
indicators and between leading and lagging indicators.
PAGE 22 j MEASURING BUSINESS EXCELLENCE j VOL. 13
NO. 4 2009, pp. 22-33, Q Emerald Group Publishing Limited,
ISSN 1368-3047 DOI 10.1108/13683040911006765
Ron Basu is based at
Henley Management
College, Henley Business
School, Gerrards Cross,
UK. Chris Little and
Chris Millard are both
based at BAA Capital
Programmes, Heathrow
Airport, Hounslow, UK.
As might be expected, it is soon recognised (Zagrow, 2003;
Project Management Institute,
2004) that the same benefits an organisation as a whole can
derive from the deployment of a
Balanced Scorecard based performance measurement system can
also be acquired by a
project’s management. Performance measures enable project
managers to track whether

the projects they are managing are moving in the right direction.
Furthermore, projects do
not only provide financial benefits: many of the outcomes of a
project are intangible in nature.
Project leaders are beginning to come out of the box of
traditional project objectives, such as
time, cost, risk and safety, and are moving towards the softer
issues of project quality (Basu,
2008). This also means that many traditional performance
measurement tools do not capture
these benefits. The Balanced Scorecard approach enables us to
identify the intangible
drivers and project outcomes. So the application of the
Balanced Scorecard in project
management is becoming attractive to project managers.
However, a customised application of a performance
management system based on the
concept of the Balanced Scorecard in Heathrow Terminal 5
Project has created a fresh
approach to involve all key stakeholders, including major
consultants and contractors, to
move towards a project quality culture.
2. Heathrow Terminal 5 project
BAA’s Terminal 5 Programme at London Heathrow Airport was
one of Europe’s largest
construction projects. Terminal 5 caters for approximately 30
million passengers a year and
provides additional terminal and aircraft packing capacity.
There are 42 aircraft stands (in
phase one) including stands to cater for the Airbus A380. T5
features a world-class transport
interchange connecting road, rail and air transport. The
Heathrow Express from London

Paddington and the Piccadilly Line have been extended and a
new spur road links T5 to the
M25 motorway. Passengers move from the terminal to satellite
buildings by a driver-less
tracked transit system. The new 87-metre control tower will
meet the longer term demands of
air traffic control at Heathrow. The facility opened to the public
on 27 March 2008 and
represents a £4.3 billion investment to BAA.
The project was delivered by BAA working in partnership with
suppliers and the airline
operator British Airways. By 2008 around 50,000 people,
employees and key stakeholders,
have been involved with building T5, working both on and off
site. Only about 120 employees
were directly employed by BAA. The project has deployed circa
100 first-tier contractors
and consultancy firms, of which only three contractors (Laing
O’Rourke, AMEC and MACE)
were designated as principal contractors.
The mission and key objectives of the project included to:
B set new standards in delighting the traveller at T5;
B develop and deliver T5 to new industry standards of health
safety and security;
B earn the proactive support and trust of key stakeholders;
B achieve exceptional performance to ensure value for money,
on time delivery and an
efficient and productive T5; and

B leave behind a legacy of quality.
The need of supplier partnerships in line with the T5 Agreement
(Little, 2005) and the
complexity of rail, road, construction and systems requirements
of the project were
additional drivers.
To achieve these audacious targets in money and programme
BAA had to consider a novel
contracting and procurement strategy supported by a
performance management system.
Suppliers signing up to BAA agreements are expected to work
in integrated teams and
display true partnering behaviours and values akin to
partnering. Before embarking on the
Terminal 5 (T5) programme of works, BAA looked at a number
of major UK construction
projects to ascertain lessons learned, particularly where they
had gone wrong. BAA decided
that they had to have an agreement that could deal with an
adaptable and dynamic
approach dealing with the uncertainties and embracing
integrated teams. So BAA wrote its
own bespoke agreement or contract. The same conditions of
contract applied to all key
VOL. 13 NO. 4 2009 jMEASURING BUSINESS
EXCELLENCEj PAGE 23
suppliers irrespective of type or usual position as a subcontract.
And to support the

governance of the project in line with this agreement a Balanced
Scorecard based
performance management system was developed for the T5
project.
3. Drivers of the Balanced Scorecard
It is recognised (Basu, 2004) that the comprehensive approach
of a well-designed
performance management system is underpinned by three
fundamental criteria leading to
the success of a performance management system including the
Balanced Scorecard.
These are:
1. rigour in purpose;
2. rigour in measurement; and
3. rigour in application.
3.1 Rigour in purpose
Depending on the business objective, the metrics would vary in
different industries. The
metrics should be derived in alignment with company objectives
and an emerging area for
the four inter-linked perspectives of the Balanced Scorecard.
The metrics should be clearly
defined, validated and accepted by users during a pilot exercise.
3.2 Rigour in measurement
The success of established metrics will depend on the
effectiveness of data collection and
monitoring systems. This could vary from a manual process on a

spreadsheet to a
sophisticated ERP system.
3.3 Rigour in application
The value of a well-designed and monitored Balanced Scorecard
will be lost if the data is not
used to improve and sustain performance. A review process
should be in place to review the
metrics continuously and take action for performance
improvement. Each measure should
have a target both for the current year and the ‘‘best in classes’’
for the future.
In keeping with the above criteria of good practice of
performance management there were
both generic and specific drivers of adopting a customised
Balanced Scorecard approach
for the T5 project. No doubt the application of a Balanced
Scorecard approach and key
performance indicators (KPIs) to T5 were influenced by some
traditional primary factors,
such as:
B the KPIs give everyone a clear picture of what is important;
B the KPIs enable the project leadership team to view all
projects at a glance in a consistent
way; and
B the KPIs complement the measurement of financial
performance.
However, the need of supplier partnerships and stakeholder
management in line with the T5

Agreement and the complexity of rail, road, construction and
systems requirements of the
project also generated collaborative (Basu, 2001) secondary
drivers of customising the
Balanced Scorecard in the T5 performance management system.
It aimed to address some
key management questions:
B Do we have adequate measures to monitor interface
arrangements with key
stakeholders?
B Do the design solutions have the required technical and
functional approvals?
B Have we agreed what to inspect and test and who will verify
compliance?
B Have we benchmarked the quality standards?
B Are aiming to do it right first time?
B Is the work complete, reliable and maintainable at handover?
PAGE 24 jMEASURING BUSINESS EXCELLENCEj VOL. 13
NO. 4 2009
4. T5 performance management system
4.1 Key performance indicators and measures
The performance management system of T5 is underpinned by
well thought out key

performance indicators and measures. As shown in Figure 1,
there are five key performance
indicators (KPIs), ten key measures and 37 performance data.
The KPIs are selected as high-level quality indicators to steer
the major project
objectives and requirements, ensuring that stakeholders are
identified, requirements and
benchmarks agreed, inspections and tests are planned to get
them right first time and
work is complete. The KPIs, supported by linked key measures,
provide overall snap
shots to direct the project through enablers, monitoring progress
or assuring results. The
performance data are the metrics that are measured for each part
of the project by
team members, including suppliers, to monitor performance as a
target or planned
versus actual. The key measures are the chosen ten measures to
report and publish
regularly.
As shown in Table I, as an example of metrics for the
manufacturing and assembly stage of
the project, each KPI is linked to relevant key measures and

each key measure is supported
by a number of performance data.
4.2 Guidance notes
It is important to recognise that all metrics must be tried and
tested with worked out
examples and also validated by collecting trial data under
different conditions before
communicating to the project team. It was helpful to provide a
guidance note for each metric
which are then explained to team members in workshops to gain
their understanding and
acceptance. A similar process was followed for T5 performance
metrics and a Quality KPI
Workbook was prepared. The workbook contained description
and definition of each
indicator and measure supported by guidance notes and
individual or team responsibilities.
For example each key performance indicator and performance
measure (also called Data
Table Heading) was supported by guidance notes for data
collection and reporting as
shown in Table II for the KPI, ‘‘Verifications Planned &Work
Supervised’’. An example of how

a description is presented is shown in Table III.
In order to clearly assign responsibility and accountability for
each KPI a simple RACI
(responsible, accountable, consult and inform) format was used.
Each team member or
Figure 1 T5 metrics triangle
5
10
37
KEY PERFORMANCE
INDICATORS (KPIs)
KEY MEASURES
PERFORMANCE
DATA
EXCELLENCEj PAGE 25
leader either as an individual or as a team was aware of the role
as a sponsor (responsible),
owner (accountable), contributor (consult) or participant
(inform). Table IV shows an
example of RACI for key performance indicators.

5. Performance monitoring and improvement
5.1 Embedding performance management in the T5 project
The roll out and implementation of theBalancedScorecard
basedperformancemanagement
for the T5 Project were enabled and enhanced by two major
initiatives of the project:
Table I The relationships between key performance indicators,
key measures and performance data
Key performance indicators Objectives Key performance
measures
Number of
performance
measures
1. Verifications planned and
work supervised
Plan to get it right first time 1. Inspection and test plan agreed
2. Supervisors RFT trained 6
2. Benchmarks agreed Making quality standards visible
and achievable
3. Samples/benchmarks agreed
4
3. Inspected and protected Keep work free from error and
damage

4. Inspections meeting benchmarks and
quality standards
5. Checks showing that work and assets are
protected 2
4. Compliance assured Provide team assurance that the
brief is met
6. Non-conformance resolution and cost
(NCRs)
7. Team certificates of compliance issued 13
5. Handover agreed and work
complete
Ensure that assets are fully
integrated and maintainable
8. Handovers accepted
9. O&M manuals accepted
10. Maintenance work plans accepted 12
Table II Guidance notes for the ‘‘Verifications Planned & Work
Supervised’’ KPI
Performance measures (data table heading) Guidance notes
Inspection & test plans scheduled Enter the total number of
plans required
Inspection & test plans due Enter the cumulative number of
plans due to
date
Inspection & test plans agreed Enter the cumulative number of
plans agreed by

team. Refer to CP4 and T5- XXX-QA-00002 for
details
Supervisors mobilised Enter the cumulative number of
supervisors
mobilised
Supervisors RFT trained Enter the cumulative number of
supervisors
right-first-time-trained
Verifications planned & work supervised RAG
status
R: ITP or Training .6 weeks late
A: ITP or Training 0-6 weeks late
G: ITP & Training Meeting Target for Work in
Progress
Table III Description of a KPI
Quality KPI Description
Verifications Planned & Work Supervised Objective: Plan to get
it right first time
Measures: Inspection and test plans agreed prior
to start of work. Supervisors have participated in
right-first-time training
NO. 4 2009
1. the T5 Agreement; and

2. a four-tiered approach of quality culture.
The T5 Agreement was agreed between BAA and the major
consultants and first tier
contractors. Under the terms of this T5 Agreement, BAA took a
single insurance policy to
cover the multi-billion pound project. And because BAA had
shouldered the risk, it expected
the consultants and suppliers to work together. People from all
stakeholders were
encouraged to raise issues at the earliest opportunity. This
helped the reporting and
discussions on performance and non-conformance issues. ‘‘
When you align people’s
objectives, stuff happens. The agreement has allowed us to work
with our consultants and
suppliers in a refreshing new way’’, says Andrew
Wolstenholme, T5 Project Director.
As shown in Figure 2, an inter-related four-tier approach
(Millard, 2005) of embedding quality
culture to project team members and suppliers was introduced in
2005.
This four-tier approach is an on going process and is primarily
driven by focussed

discussion groups and workshops. The stakeholder engagement
and commitment process
is supported by the project executive’s commitment to engage
with project leadership and
suppliers (principals) to introduce a right first time quality
concept and get their buy-in and
commitment. The culture and behaviour change process has
been iterative, comprising
Table IV RACI for KPIs
Verification planned
and work
supervised
Benchmarks
agreed
Inspected and
protected
Compliance
assured
Handover agreed
and work
complete
Responsible Production leader
Accountable Project leader
Consult Design manager
Technical manager

Supplier
Principal point of contact (PPOC)
Inform Programme office
Quality leadership
Group leaders
Figure 2 Four-tiered approach
1. Stakeholders’
Engagement for
Commitment
2. Create a
Culture that
Values Quality
3. Integrated
Communications
Campaign
4. Implement
Best Practice
Quality
EXCELLENCEj PAGE 27
regular workshops, briefing, awareness and feedback on quality
KPIs and right first time
behavioural change programme. This is further supported by the
third-tier communication

campaign, which includes quality logo branding, quality
commitment workshops, quality
booklets, quality walkabout, quality awards and posters. The
fourth tier on quality best
practice started with research and interviews with experts to
establish best practices and
align them with quality KPIs. This was followed by supervisor
training and workshops to
ensure understanding and ownership from supervisors.
5.2 Monitoring and Improvement
Each project team (such as airfield, baggage, rail, TTS, etc.)
record, measure and monitor
each performance measure, and on a monthly basis the ten key
performance measures are
reported as a Balanced Scorecard. Table V shows an example of
a Balanced Scorecard.
The overall T5 results for Key Performance Measures are also
presented graphically as the
quality management profile shown in Figure 3.
The key performance measures provide a snapshot of the
performance of each project
team, which are also highlighted by RAG (red, amber, green)
colour codes according to their

status with regard to targets. However improvement projects are
acted upon more by
individual performance measures at the specific project level.
The most significant
contributors to improvement projects are non-conformance
reports (NCRs). There are nine
performance measures related to NCRs as part of one KPI, viz.
compliance assured. These
measures enable the quantification of a part of COPQ (cost of
poor quality) given by
estimated cost of NCRs. Root cause analyses by type of non-
conformance and supplier lead
to continuous improvement in design and processes and savings.
Figure 4 shows an
example of NCR report analysis.
Overall, circa 6,000 non-conformance reports were raised on T5
and the cumulative cost of
non-conformance was only 0.6 per cent of the budget. Analysis
of the data showed that 70
per cent of the total cost of non-conformance resulted from just
150 reports. A no-blame
culture resulted in speedy and effective resolution of all issues.
6. Comparison with aspects of the Balanced Scorecard

As discussed in sections 3 and 4, key performance indicators
and key measures of the T5
project were customised to meet the requirements of the T5
Agreement and the complexity
of the project, spanning rail, road and air infrastructures. The
key balancing principles of the
four aspects (financial, customer, internal processes, and
learning and growth) of Kaplan
and Norton’s Balanced Scorecard have been incorporated into
the T5 KPIs as shown in
Figure 5.
In Kaplan and Norton’s Balanced Scorecard the enabling or
leading indicators are provided
by learning and growth. In the T5 Balanced Scorecard, the
enabling indicators are
‘‘Benchmarks Agreed’’ (which also include some financial
benchmarks) and ‘‘Verifications
Planned & Work Supervised’’ (containing ‘‘Supervisor
Training’’). As regards the lagging or
results indicators, ‘‘Handover Agreed & Work Complete’’ in T5
relates to the customer
aspect of Kaplan and Norton, while the T5 KPIs ‘‘Inspected &
Protected’’ and ‘‘Compliance
Assured’’ relate to the internal process aspect of Kaplan and

Norton.
On a closer analysis, not all the key measures as a group in each
of T5 KPIs conform to
specific aspect of Kaplan and Norton Balanced Scorecard as
shown in Figure 5. For
example ‘‘Total Estimated Cost of NCRs’’, which is a key
measure of the KPI ‘‘Compliance
Assured’’, also relates to the financial aspect. The matching of
T5 metrics is more
appropriate at the level of key measures as shown in Table VI.
It is arguable that there are some gaps in T5 key performance
indicators and key measures
related the financial and growth (innovation) aspects but the
manufacturing and assembly
stage KPIs would not be expected to address this.
NO. 4 2009
T
a
b
le
V
T

5
B
a
la
n
c
e
d
S
c
o
re
c
a
rd
fo
r
D
e
c
e
m
b
e
r
2
0

0
7
P
ro
je
c
t
te
a
m
In
sp
e
c
tio
n
a
n
d
te
st
p
la
n
a
g

re
e
d
S
u
p
e
rv
is
o
rs
R
F
T-
tr
a
in
e
d
S
a
m
p
le
s/
b

e
n
c
h
m
a
rk
s
a
g
re
e
d
In
sp
e
c
tio
n
s
m
e
e
tin
g
q
u

a
lit
y
st
a
n
d
a
rd
s
C
h
e
c
ks
sh
o
w
in
g
th
a
t
w
o
rk

is
p
ro
te
c
te
d
N
C
R
s
c
lo
se
d
Te
a
m
c
e
rt
ifi
c
a
te
s

o
f
c
o
m
p
lia
n
c
e
is
su
e
d
H
a
n
d
o
ve
r
a
c
c
e
p
te

d
O
&
M
m
a
n
u
a
ls
a
c
c
e
p
te
d
M
a
in
te
n
a
n
c
e
in
te

g
ra
tio
n
w
o
rk
p
la
n
s
a
c
c
e
p
te
d
A
ir
fie
ld
1
0
0
1

0
0
1
0
0
9
8
9
8
9
7
1
0
0
1
0
0
8
4
1
0
0
L
a
n
d
c

a
m
p
u
s
9
3
7
4
8
6
8
7
7
8
9
2
8
6
1
0
0
2
9
1
0

0
C
o
m
p
le
tio
n
s
1
0
0
1
0
0
1
0
0
8
8
7
2
9
2
1
0
0

1
0
0
5
1
0
B
a
g
g
a
g
e
1
0
0
1
0
0
1
0
0
7
6
1
0
0

8
3
6
7
1
0
0
8
4
1
0
0
R
a
il
1
0
0
1
0
0
1
0
0
1
0
0

1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
T
T
S
9
8
1
0
0

1
0
0
7
3
7
1
6
2
1
0
0
0
0
0
O
ve
ra
ll
T
5
9
9
9
9
9

9
8
7
8
6
9
2
9
9
1
0
0
6
6
1
0
0
N
o
te
:
F
ig
u
re
s
sh

o
w
n
a
re
p
e
rc
e
n
ta
g
e
s
EXCELLENCEj PAGE 29
7. Learning points
It is evident from the preceding analysis that the fundamental
principles of the Balanced
Scorecard have been gainfully adopted and customised to the
performance management
systems of T5 meeting the specific requirements of this complex
major project. The best
practices of project performance management arising from this
case study include:

B encouraging supplier partnership and proactive involvement
of contractors in monitoring
and improving project quality and conformance to standards;
Figure 3 T5 quality management profile
99%100%
66%
100%
92%
86%
87%
99%
99%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Inspection & Test plans Agreed 99%

Supervisors RFT Trained
Samples/Benchmarks Agreed
Inspections Meeting Benchmark & Quality
Standards
Checks Showing Work is Protected
NCRs Closed
Team Certificates of Compliance Issued
Handovers accepted
O & M Manuals Accepted
Maintenance Workplans Accepted
Figure 4 Sample NCR charts
NO. 4 2009
B providing indicators and measures in three main themes as
enablers, monitoring
progress and showing results along the project life cycle right
up to the handover and
completion of work;
B the metrics and processes are validated and then embedded by

extensive discussions
with stakeholders followed by documentation, communication
campaign and training
workshops; and
B the ongoing reporting of non-conformance reports (NCRs)
supported by the estimation of
cost of non-conformance and improvement projects based on
root cause analysis is a
strong point of the process and opens the opportunities for Six
Sigma and innovation.
Figure 5 Aspects of the Balanced Scorecard
“To achieve
our vision, how
will we sustain
our ability to
change and
improve?”
Objectives Measures Targets Initiatives
LEARNING AND GROWTHLEARNING AND GROWTH
“To succeed
financially,
how should we
appear to our
shareholders?”

FINANCIAL
“To achieve
our vision,
how should we
appear to our
customers?”
CUSTOMER
“To satisfy our
shareholders
and customers,
what business
process must
we excel at?”
INTERNAL BUSINESS PROCESSINTERNAL BUSINESS
PROCESS
Vision and
Strategy
Verifications Planned & Work
Supervised
Benchmarks Agreed
Handover Agreed &
Work Complete
Inspected & Protected

Compliance Assured
Note: T5 KPIs are shown in bold italics
Source: Kaplan and Norton (1996)
Table VI T5 key measures in the aspects of the Balanced
Scorecard
Kaplan and Norton’s Balanced Scorecard
aspects
T5 Balanced Scorecard examples of key
measures
Financial Samples/benchmarks agreed
Total estimated cost of NCRs
Customer Handovers accepted RFT
Outstanding work items closed
O&M manuals accepted
Maintenance work plans accepted
Internal processes Inspections meeting benchmark & quality
standards
Checks showing that work is protected
NCRs raised
NCRs closed
Team certificates of compliance issued
Learning & growth Inspection & test plans agreed
Supervisors RFT-trained
EXCELLENCEj PAGE 31

The application of the T5 Balanced Scorecard over a few years
has also focused on areas of
further refinement. These include:
B incorporate Six Sigma training and methodology in the
project quality strategy and link
them with NCR-related measures;
B explore and then extend a Balanced Scorecard approach and
metrics to the design
phase (including conceptual and preliminary engineering) of a
major project (this is now
in place for BAA major capital projects); and
B align the key performance indicators and measures to a formal
self-assessment of EFQM
(European Foundation of Quality Management) type excellence
process.
In Kaplan and Norton’s Balanced Scorecard the enabling or
leading indicators are learning
and growth. In the T5 Balanced Scorecard the enabling
indicators are ‘‘Benchmarks
Agreed’’ and ‘‘Verifications Planned & Work Supervised’’.
8. Summary and conclusions

This case study is an important first step in providing support
towards measuring, improving
quality standards in major projects. Initial research work (Basu,
2008) indicates that in spite
of formal quality plans supported by PRINCE 2 and ISO 9000
many projects managed to
‘‘tick many boxes’’ but failed to deliver expected quality
criteria. The performance
management system of the T5 project, having learned from
other major projects, has
established a ‘‘best practice’’ of the application of a Balanced
Scorecard approach in major
projects by involving major stakeholders and contractors.
The metrics of the T5 Balanced Scorecard have been designed
to reflect specific
requirements of the project as enablers as well as showing
results leading to continuous
improvement. The experience of the project team indicates that
NCR (non-conformance
resolution) related data have been most effective in identifying
the cost of poor quality, to
improve design and processes by analysing root causes by task
or supplier and also to
attract the attention of the project board.

There are variations of performancemetrics depending on
variable quality requirements and
expectations of stakeholders and therefore among many learning
points two key pointers
emerging from theT5 Balanced Scorecard are:
1. that metrics can be customised for major projects, showing
the value of customising
measures within the framework of Kaplan and Norton’s
Balanced Scorecard; and
2. that suppliers should be empowered to own the monitoring
and improvement process
using their performance data.
References
Basu, R. (2001), ‘‘New criteria of performance management: a
transition from enterprise to collaborative
supply chain’’, Measuring Business Excellence, Vol. 5 No. 4,
pp. 7-12.
Basu, R. (2004), Implementing Quality, Thomson, London.
Basu, R. (2008), ‘‘A third dimension of project quality’’,
Quality World, May, pp. 34-8.
Kaplan, R.S. and Norton, D.P. (1996), The Balanced Scorecard,
Harvard Business School, Boston, MA.

Little, C. (2005), ‘‘BAA Terminal 5’’, paper presented to IQA
Conference, Bali, 18 May.
Millard, C. (2005), ‘‘Make T5 quality’’, internal BAA
document, February.
Project Management Institute (2004), A Guide to the Project
Management Body of Knowledge (PMBOK
Guide), 3rd ed., Project Management Institute, Newtown
Square, PA.
Zagrow, H.W. (2003), ‘‘Applying the Balanced Scorecard in
project management’’, AllPM Project
Manager Project Management, November.
NO. 4 2009
Further reading
Yin, R.K. (2003), Case Study Research: Design and Methods,
Sage Publications, London.
About the authors
Ron Basu is currently a Visiting Executive Fellow at Henley
Business School and also a
Visiting Professor at ESC Lille. Previously he held functional
and executive roles in Unilever
and GlaxoSmithKline. Ron Basu is the corresponding author
and can be contacted at:
[email protected]

Chris Little is BAA Capital Programmes Quality Assurance
Leader. Previously he worked for
Stanger Science and Environment (Tarmac Professional
Services), providing advice on
quality assurance for highway structures and building projects.
Chris Millard is a Programme Director for BAA. Previously he
was BAA Technical Director,
Head of Engineering for Terminal 5 and held senior programme
and technical appointments
in the automotive industry.
EXCELLENCEj PAGE 33
To purchase reprints of this article please e-mail:
[email protected]
Or visit our web site for further details:
www.emeraldinsight.com/reprints
Week 1: Assignment 3: Defining the Project Scope
Review the project case. Determine the scope of the District 4
Production Warehouse Move project from the information
provided in the case. Using the Project Scope Checklist, prepare
a scope document for review and approval by the project
sponsor prior to starting the project.
Project Scope Checklist
1. Project objective
2. Deliverables
3. Milestones
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer
Submit your report to M1: Assignment 3
Dropbox by Wednesday, February 4, 2015.

Week 2: Assignment 2: Project Team and Stakeholder
Management – Essay
Read the project case for this assignment.
As the project manager for the District 4 Warehouse Move
project, you will need to determine who your stakeholders and
project team members are for this project. Remember that
anyone connected to the project who has an interest or stake in
the project should be considered as a stakeholder. This would
include the project team, vendors and management among
possible others.
After you have determined who your stakeholders are,
determine who will need to be a part of the project team.
Develop a 2-3 page paper (650-750 words) in the form of a
Microsoft Word document, not including the header and
reference pages, defining the following:
1. How will project communications and interactions work
between the project manager, the stakeholders and the project
team?
2. What are some of the issues you, as the project manager will
need to be concerned about in forming the project team?
3. What, if any, situational factors exist that may affect the
project team’s performance?
4. What are some project pitfalls you will want to watch out for
as you execute this project?
Save the Word file as ProjectTeamManagement_<name>, where
“<name>” will be your name. Submit the plan to M2:
Assignment 2Dropbox by Wednesday, February 11, 2015.
Week 3: Assignment 2: LASA – Project Planning – Developing
the Project Plan and Determining Critical Path
1. Using the District4WarehouseMove WBS.xls provided, create
a Microsoft project plan for the District 4 Warehouse Move
project. Use the PDF document, Project Plan Check –
District4Move, to check your work to be sure you have created
your starting project plan correctly. Microsoft Project is
required for this task. If you have not yet downloaded
OpenProj, pleaseclick here and follow the directions to do so

now.
Note: you will need to insert a column to include your WBS
codes, then you will need to sequence the tasks to show tasks by
work package. It may help to review the Microsoft tutorial,
Sequencing tasks in a project:http://www.project-
open.org/en/project_tutorial
2. Based upon the details in the WBS and the project case,
determine which tasks need to be completed first and which
tasks are dependent upon other tasks to be completed prior to
starting. Using this information identify predecessors in your
project plan’s predecessor column. Complete the predecessor
column by entering the line number of tasks that must be
completed in order for each task to start. This will create your
project timeline.
Note: This is a critical step in the process to developing your
critical path. It may help to review the Microsoft tutorial,
Creating relationships between
tasks: http://www.slideshare.net/dmdk12/creating-the-network-
diagram-and-gantt-with-openproj
3. Using the View Network Diagram functionality within MS
Project, determine the critical path for this project. In a MS
Word document, list the activities that are on the critical path.
Considering the risks identified in the risk table below, identify
which risks would be most likely to increase your project
timeline. Justify your responses.
4. Submit both your completed project plan and your MS Word
document.
District 4 Production Warehouse Move Project - Risk Table
1
Permits are not received per the schedule
2

Finish work contractors walk off the job half way through
3
Framing and drywall contractors are running behind schedule
and can only produce half their crew as scheduled
4
Work benches are poor quality and 1/3 will have to be rebuilt
Submit your plan to M3: Assignment 2 Dropbox by Wednesday,
February 18, 2015.
Week 4: Assignment 2: Project Schedule Changes
You have kicked off the District 4 Production Warehouse Move
project, your contractors are in place and working on receiving
the proper building permits.
You originally were told the permits would only take 2 weeks to
obtain but the contractors are telling you it will now take 3
weeks. You need to build the additional week into your
schedule for each permit that will be obtained.
In addition, your framing and drywall contractors have just told
you they are running late on their other jobs and can only
release half their crew for your project. This will double their
schedule.
Build the extra time into your schedule by doubling the
installation work timelines for both the framing and drywall.
Your project plan should also be updated with the new 3-week
timeline for obtaining permits. Use the project plan you created
for this task.
You are now looking at an extended project delivery date. Your
project sponsor was very clear that you must be done in a 4
month timeframe so you will need to look at options for
reducing your schedule to fit into the 4 month window.
You have an option of hiring another contractor to help with the
framing and drywall work but it will increase your budget by
$200,000.
Determine your best course of action for bringing this project in
on schedule and update your project plan to reflect your
recommendation. Develop a 5-6 slide presentation for senior
management outlining your proposed solution. You are seeking

approval to proceed with your new plan.
Submit both your updated project plan and PowerPoint
presentation.
Submit your plan to M4: Assignment 2 Dropbox by Wednesday,
February 25, 2015.
Week 5: Assignment 1: LASA – Final Project Report
Prepare an 8-10–page report in Word. This report should
include a project history of your recent Trillo Apparel Company
District 4 Production Warehouse Move experience over the last
five weeks.
Your final report should include the following sections:
· Executive Summary
· Project Performance and Status Report
· Organizational Structure
· Project and Administrative Teams
· Project Risk and Change Management
· Project Management Techniques Employed
· Conclusion
Include appropriate reports from your final project plans to
corroborate your overall report. You may also use diagrams,
charts, and other visual aids to make your report more effective.
Assume that the report will be presented to the Board of
Directors of Trillo Apparel Company. Your report should be
done in the APA style.
In addition to the report, prepare an 7-9–slide presentation in
PowerPoint that summarizes key aspects from the report.
Submit your report and presentation to M5: Assignment
1Dropbox by Monday, March 2, 2015.

Good evening, at this point you may be wondering what is
required for this assignment. Prior to attempting the
assignment, please read the required reading and follow that up
by accessing the following
link: http://spverma.wordpress.com/2010/06/26/creating-excel-
wbs/
The assignment is asking you to develop a project plan based on
the Project Case and the Work Break Down structure (WBS)
developed from the previous assignment. The information can
be located in Doc Sharing. Each task has a specific time for
completion. You as the project manager will determine how
long each task will take. If you are unable to gain access to
Microsoft Project, you are permitted to develop your WBS using
Microsoft Excel.
For further understanding, the assignment is asking you to
transfer the information from last week's assignment into a
program that is specific to the discipline of project
management. Each task has a main task. For example, painting
would have sub tasks that would be notated by 1.0, 1.1,1.2.
This means that everything that involves painting would follow
under 1. Moving on to another task such as installing flooring
would be notated by 2.0,2.1, 2.2, and so on.
To add the resource name:
If you go to the view column and then click on Resources it will
bring up columns for you to enter the resources. After you do
this you can add the resources to each field by going to Insert
and selecting the Resource(s) for that job.
Helpful link for creating your WBS:

http://spverma.wordpress.com/2010/06/26/creating-excel-wbs/
I hope this helps!
Creating a Gantt Chart using Excel 2010
https://www.youtube.com/watch?v=sA67g6zaKOE
Editing a Gantt Chart using Excel 2010
https://www.youtube.com/watch?v=-y-i6DMmq6E
I hope this helps!
Sheet1Work Breakdown StructureProject Name: District 4
Warehouse MoveProject Manager: Date:Work Breakdown
Structure Purpose and LimitationsThe purpose of this worksheet
is to:Identify the work to be done
Identify the types of resources required for the work
Develop estimates for each work element
This worksheet does not address:When the work will be
completedUse the following table to define the major
deliverables and associated task detail for each deliverable. Use
the example (in red) for help in determining how to break up the
work and identify the Work ID numbers. Expand the table as
needed.Work Package
Task TasksResource(s) RequiredEstimated Duration
(in days)
TasksEstimated Duration
(in days)
Work PackageID1Project Kick-off41.1Book location for
meetingProject Manager11.2Invite stakeholdersProject
Manager11.3Prepare presentationProject Manager11.4Conduct
the meetingProject Manager and Attendees12Project
Documents132.1Develop Charter/ScopeProject
Manager22.2Develop WBSProject Manager and

Workers72.3Develop Project PlanProject Manager22.4Develop
Communication PlanProject Manager23Status
Reports/Meetings33.1Develop Status Report Project
Manager13.2Set schedule for team meetingsProject
Manager13.4Set schedule for stakeholder meetingsProject
Manager14Initial Planning Meetings with Vendors54.1Meet
with Framing/DrywallProject Manager and East Side Framing
PM14.2Meet with ElectricalProject Manager and Sparks
Electrical PM14.3Meet with PlumbingProject Manager and
Waterworks Plumbing PM14.4Meet with Finish WorkProject
Manager and Woodcraft Carpentry PM14.5Meet with Student
WorkersProject Manager and Student Workers
Manger15Electrical Permits105.1Obtain Electrical
PermitsSparks Electrical PM106Plumbing Permits106.1Obtain
Plumbing PermitsWaterworks Plumbing PM107Building
Permits107.1Obtain Building PermitsEast Side Framing &
Drywall PM108Framing248.1Framing-Order SuppliesEast Side
Framing & Drywall PM38.2Framing-BuildEast Side Framing &
Drywall158.3Framing-InspectCity & County58.4Framing-
Project Sign-offProject Manager19Electrical 199.1Electrical-
Order SuppliesSparks Electrical PM39.2Electrical-InstallSparks
Electrical109.3Electrical-InspectCity & County59.4Electrical-
Project Sign-offProject Manager110Plumbing 1910.1Plumbing-
Order SuppliesWaterworks Plumbing PM310.2Plumbing-
InstallWaterworks Plumbing1010.3Plumbing-InspectCity &
County510.4Plumbing-Project Sign-offProject
Manager111Drywall2411.1Drywall-Order SuppliesEast Side
Framing & Drywall PM311.2Drywall-InstallEast Side Framing
& Drywall1511.3Drywall-InspectCity & County511.4Drywall-
Project Sign-offProject Manager112Finish Work2412.1Finish-
Order SuppliesWoodcraft Carpentry PM312.2Finish-
InstallWoodcraft Carpentry1512.3Finish-InspectCity &
County512.4Finish-Project Sign-offProject
Manager113Workbenches2013.1Workbenches-Order
SuppliesStudent Workers Manager213.2Workbenches-
BuildStudent Workers1513.3Workbenches-Quality

inspectionProject Manager213.4Workbenches-Project Sign-
offProject Manager114Equipment Packing514.1Pack production
equipmentCity Equipment Movers PM214.2Pack non-production
equipmentCity Equipment Movers214.3Project Sign-offProject
Manager115Move715.1Move production equipmentExpress
Moving Company PM315.2Move non-production
equipmentExpress Moving Company315.3Project Sign-
offProject Manager116Procurement Closure516.1Review
contract workProject Manager316.2Release contractorsProject
Manager116.3Pay contractorsProject Manager117Project
Closure717.1Final reportProject Manager317.2Archive
documentationProject Manager317.3Lessons LearnedProject
Manager1
Sheet2
Sheet3
ID WBS Task Name Duration Start Finish Predecessors
Resource Names
1 1 Project Kick-off 1 day Mon 1/3/11 Mon 1/3/11
2 1.1 Book location for meeting 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
3 1.2 Invite stakeholders 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
4 1.3 Prepare presentation 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
5 1.4 Conduct the meeting 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager and A
6 2 Project Documents 7 days Mon 1/3/11 Tue 1/11/11
7 2.1 Develop Charter/Scope 2 days Mon 1/3/11 Tue 1/4/11
Project Manager
8 2.2 Develop WBS 7 days Mon 1/3/11 Tue 1/11/11 Project
Manager and W
9 2.3 Develop Project Plan 2 days Mon 1/3/11 Tue 1/4/11

Project Manager
10 2.4 Develop Communication Plan 2 days Mon 1/3/11 Tue
1/4/11 Project Manager
11 3 Status Reports/Meetings 1 day Mon 1/3/11 Mon 1/3/11
12 3.1 Develop Status Report 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
13 3.2 Set schedule for team meetings 1 day Mon 1/3/11 Mon
14 3.3 Set schedule for stakeholder meetings 1 day Mon 1/3/11
Mon 1/3/11 Project Manager
15 4 Initial Planning Meetings with Vendors 1 day Mon 1/3/11
Mon 1/3/11
16 4.1 Meet with Framing/Drywall 1 day Mon 1/3/11 Mon
1/3/11 Project Manager and E
17 4.2 Meet with Electrical 1 day Mon 1/3/11 Mon 1/3/11
Project Manager and S
18 4.3 Meet with Plumbing 1 day Mon 1/3/11 Mon 1/3/11
Project Manager and W
19 4.4 Meet with Finish Work 1 day Mon 1/3/11 Mon 1/3/11
Project Manager and W
20 4.5 Meet with Student Workers 1 day Mon 1/3/11 Mon
1/3/11 Project Manager and S
21 5 Electrical Permits 10 days Mon 1/3/11 Fri 1/14/11
22 5.1 Obtain Electrical Permits 10 days Mon 1/3/11 Fri 1/14/11
Sparks Electrical PM
23 6 Plumbing Permits 10 days Mon 1/3/11 Fri 1/14/11
24 6.1 Obtain Plumbing Permits 10 days Mon 1/3/11 Fri 1/14/11
Waterworks Plumbing
25 7 Building Permits 10 days Mon 1/3/11 Fri 1/14/11
26 7.1 Obtain Building Permits 10 days Mon 1/3/11 Fri 1/14/11
East Side Framing & D
27 8 Framing 15 days Mon 1/3/11 Fri 1/21/11
28 8.1 Framing-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
29 8.2 Framing-Build 15 days Mon 1/3/11 Fri 1/21/11 East Side

Framing & D
30 8.3 Framing-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
31 8.4 Framing-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
32 9 Electrical 10 days Mon 1/3/11 Fri 1/14/11
33 9.1 Electrical-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
34 9.2 Electrical-Install 10 days Mon 1/3/11 Fri 1/14/11 Sparks
Electrical
35 9.3 Electrical-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
36 9.4 Electrical-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
37 10 Plumbing 10 days Mon 1/3/11 Fri 1/14/11
38 10.1 Plumbing-Order Supplies 3 days Mon 1/3/11 Wed
1/5/11 Waterworks Plumbing
39 10.2 Plumbing-Install 10 days Mon 1/3/11 Fri 1/14/11
Waterworks Plumbing
Project Manager
Project Manager
Project Manager
Project Manager and Attend
Project Manager
Project Manager and
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager and East S

Project Manager and Spark
Project Manager and Water
Project Manager and Wood
Project Manager and Stude
Sparks Electrical P
Waterworks Plumbi
East Side Framing
East Side Framing & Dryw
East Side Fra
City & County
Project Manager
Sparks Electrical
City & County
Project Manager
Waterworks Plumbing PM
Waterworks Plumbi
2/1 2/2 1/2 1/9 1/16 1/23 1/30 2/6
January Februar
Task
Split
Progress
Milestone

Summary
Project Summary
External Tasks
External Milestone
Deadline
Page 1
Project: District4Move.mpp
Date: Sat 1/8/11
ID WBS Task Name Duration Start Finish Predecessors
Resource Names
40 10.3 Plumbing-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City
& County
41 10.4 Plumbing-Project Sign-off 1 day Mon 1/3/11 Mon
42 11 Drywall 15 days Mon 1/3/11 Fri 1/21/11
43 11.1 Drywall-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
44 11.2 Drywall-Install 15 days Mon 1/3/11 Fri 1/21/11 East
Side Framing & D
45 11.3 Drywall-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
46 11.4 Drywall-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
47 12 Finish Work 15 days Mon 1/3/11 Fri 1/21/11
48 12.1 Finish-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11

Woodcraft Carpentry P
49 12.2 Finish-Install 15 days Mon 1/3/11 Fri 1/21/11
Woodcraft Carpentry
50 12.3 Finish-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
51 12.4 Finish-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
52 13 Workbenches 15 days Mon 1/3/11 Fri 1/21/11
53 13.1 Workbenches-Order Supplies 2 days Mon 1/3/11 Tue
1/4/11 Student Workers Mana
54 13.2 Workbenches-Build 15 days Mon 1/3/11 Fri 1/21/11
Student Workers
55 13.3 Workbenches-Quality inspection 2 days Mon 1/3/11 Tue
56 13.4 Workbenches-Project Sign-off 1 day Mon 1/3/11 Mon
57 14 Equipment Packing 2 days Mon 1/3/11 Tue 1/4/11
58 14.1 Pack production equipment 2 days Mon 1/3/11 Tue
1/4/11 City Equipment Mover
59 14.2 Pack non-production equipment 2 days Mon 1/3/11 Tue
1/4/11 City Equipment Mover
60 14.3 Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
61 15 Move 3 days Mon 1/3/11 Wed 1/5/11
62 15.1 Move production equipment 3 days Mon 1/3/11 Wed
1/5/11 Express Moving Comp
63 15.2 Move non-production equipment 3 days Mon 1/3/11
Wed 1/5/11 Express Moving Comp
64 15.3 Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
65 16 Procurement Closure 3 days Mon 1/3/11 Wed 1/5/11
66 16.1 Review contract work 3 days Mon 1/3/11 Wed 1/5/11
Project Manager
67 16.2 Release contractors 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
68 16.3 Pay contractors 1 day Mon 1/3/11 Mon 1/3/11 Project

Manager
69 17 Project Closure 3 days Mon 1/3/11 Wed 1/5/11
70 17.1 Final report 3 days Mon 1/3/11 Wed 1/5/11 Project
Manager
71 17.2 Archive documentation 3 days Mon 1/3/11 Wed 1/5/11
Project Manager
72 17.3 Lessons Learned 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
City & County
Project Manager
East Side Framing & Dryw
East Side Fra
City & County
Project Manager
Woodcraft Carpentry PM
Woodcraft Car
City & County
Project Manager
Student Workers Manager
Student Worke
Project Manager
Project Manager
City Equipment Movers PM
City Equipment Movers
Project Manager
Express Moving Company

Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
2/1 2/2 1/2 1/9 1/16 1/23 1/30 2/6
January Februar
Task
Split
Progress
Milestone
Summary
Project Summary
External Tasks
External Milestone
Deadline
Page 2

Project: District4Move.mpp
Date: Sat 1/8/11
Project Management Case
You are working for a large, apparel design and manufacturing
company, Trillo Apparel Company (TAC), headquartered in
Albuquerque, New Mexico. TAC employs around 3000 people
and has remained profitable through tough economic times. The
operations are divided into 4 districts; District 1 – North,
District 2 – South, District 3 – West and District 4 – East. The
company sets strategic goals at the beginning of each year and
operates with priorities to reach those goals.Trillo Apparel
Company Current Year Priorities
· Increase Sales and Distribution in the East
· Improve Product Quality
· Improve Production in District 4
· Increase Brand Recognition
· Increase RevenuesCompany Details
Company Name: Trillo Apparel Company (TAC)
Company Type: Apparel design and production
Company Size: 3000 employees
Position
# Employees
Owner/CEO
1
Vice President
4
Chief Operating Officer
1
Chief Financial Officer
1
Chief Information Officer
1
IT Department
38
District Manager

4
Sales Team
30
Accountant
12
Administrative Assistant
7
Order Fullfilment
45
Customer Service
57
Designer
24
Project Manager
10
Maintenance
25
Operations
2500
Shipping Department
240
Total Employees
3000
Products: Various Apparel
Corporate Location: Albuquerque, New MexicoTAC
Organization Chart
District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years
and District 4 in the East has outgrown its current production
facility. Because of this growth the executives want to expand
the current facility, moving the whole facility 10 miles away.

The location selected has enough room for the production and
the shipping department. However, the current warehouse needs
some renovation to accommodate the district’s operational
needs.
The VP of Operations estimates the production and shipping
warehouse move for District 4 will provide room required to
generate the additional $1 million/year product revenues to
meet the current demand due to the expanded production
capacity. Daily production generates $50,000 revenue so a week
of downtime will cost $250,000 in lost revenues.
The move must be completed in 4 months.
Mileage between the old and new facilities is 10 miles.
Bids have been received from contractors to build out the new
office space and production floor and have signed contracts for
work as follows:
Activity
Company Providing Services
Total Contract
Supplies
Time Needed
Pack, move and unpack production equipment
City Equipment Movers
$150,000
n/a
5 Days
Move non-production equipment and materials
$125,000
n/a
5 Days
Framing
East Side Framing & Drywall
$121,000
$125,000
15 Days
Electrical

Sparks Electrical
$18,000
$12,000
10 Days
Plumbing
Waterworks Plumbing
$15,000
$13,000
10 Days
Drywall
East Side Framing & Drywall
$121,000
$18,000
15 Days
Finish Work
Woodcraft Carpentry
$115,000
$15,000
15 Days
Build work benches for production floor
Student Workers Carpentry
$112,000
$110,000
15 Days
Production workdays are Monday through Saturday. The actual
move must be completed in 5 days for as little disruption to
production activities as possible. All contractors are on other
projects but have been booked in advance. The contractors will
gain the necessary permits and schedule city and county
inspections but these tasks need to be identified separately due
to the length of time it can take. Permitting and inspections can
take from one to three weeks, depending upon schedule and the
flexibility of the inspector. The new warehouse is empty and
can be accessed immediately. Framing cannot start until the
permits are received. Electrical and plumbing can begin as soon

as the framing is finished. Drywall cannot start until the
electrical and plumbing inspections are complete. After the
drywall is completed, final inspections will be completed by the
county and city. After both the county and city have passed the
new construction, finish work can begin. Building the product
floor work benches can occur at any time before the move
occurs.
Chief Executive
Officer
Chief Operating
Officer
Chief Financial
Officer
VP Sales &
Marketing
Chief Information
Officer
Executive
Assistant
VP
Operations
VP Customer
Service
Inbound Call
Manager
Outbound Call
Manager
Outbound Call
Team (20)
Inbound Call
Team (35)
IT
Manager
IT Staff
(37)
Sales Team

(30)
Accountants
(12)
District2
Manager
District 3
Manager
District1
Manager
District 4
Manager
D1 Operations
(500)
D1 Operations
(650)
D3 Operations
(450)
D4 Operations
(900)
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Order Fulfillment
(45)
Shipping
(50)
Shipping

(50)
Shipping
(50)
Shipping
(90)
Maintenance
(5)
Maintenance
(5)
Maintenance
(5)
Maintenance
(10)
Project Managers
(10)
VP
Design
Design Team
(24)
Trillo Apparel Company
Chief Executive
Officer
Chief Operating
Officer �
Chief Financial
Officer�
VP Sales &
Marketing �
Executive
Assistant�
Chief Information
Officer�
VP
Operations�
VP Customer

Service �
Inbound Call
Manager�
Outbound Call
Team (20)�
Outbound Call
Manager�
Inbound Call
Team (35)�
IT
Manager�
IT Staff
(37)�
Sales Team
(30)
Accountants
(12)�
District2
Manager�
District 3
Manager�
District1
Manager�
District 4
Manager�
D1 Operations
(500)�
D1 Operations
(650)�
D3 Operations
(450)�
D4 Operations
(900)�
Administrative
Assistant �

Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant�
Shipping
(50)�
Order Fulfillment
(45)�
Shipping
(50)�
Shipping
(50)�
Shipping
(90)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(10)�
Project Managers
(10)�
VP
Design�
Design Team
(24)�
Trillo Apparel Company

Case study A fresh approach of theBalanced Scorecard in the.docx

Case study A fresh approach of theBalanced Scorecard in the.docx

Recommended

Recommended

More Related Content

Similar to Case study A fresh approach of theBalanced Scorecard in the.docx

Similar to Case study A fresh approach of theBalanced Scorecard in the.docx (20)

More from tidwellveronique

More from tidwellveronique (20)

Recently uploaded

Recently uploaded (20)

Case study A fresh approach of theBalanced Scorecard in the.docx