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Instituting change is at the heart of a successful Scorecard
In many studies of patients who have undergone coronary bypass
surgery, only one in nine people, on average, adopts healthier day-to-day
habits […] [even if] they clearly see the value of changing their behavior.
“The Neuroscience of Leadership,” David Rock and Jeffery Schwartz, strategy+business, Summer 2006
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Notes on balanced scorecard
The document outlines the balanced scorecard (BSC) as a vital performance management tool that aligns business and IT strategies through a structured framework. It discusses key components such as mission and vision, strategic initiatives, and the four phases of BSC deployment: readiness, mobilization, alignment, and sustainment. Ultimately, it emphasizes the importance of connecting performance metrics to strategic goals to foster organizational success and avoid common pitfalls of strategy execution.
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Notes on balanced scorecard
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- 2. Background, Purpose, And Position Practice Themes The Balanced Scorecard Offering Thoughts On Strategy Strategy Planning Beneficial Outcomes Measurement Sample Balanced Scorecards BSC Training Resources References 2/104
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- 4. Positioning 4/104
- 5. Positioning BSC has many confusing and sometimes conflicting definitions IT Performance Management applies these concepts to the strategic, tactical and operational aspects of IT 5/104
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- 7. Success starts withthe management of intangible assets 7/104
- 8. Drivers † “The BalancedScorecard: To Adopt or not to adopt?” Kevin Hendricks, Larry Menor and Christine Wiedman, Ivey Business Journal, Nov/Dec 2004 8/104
- 9. Drivers Balanced Scorecard would more likely benefit firms that followed a Prospector or Analyzer strategy, and likely not benefit firms that followed a Defender or Reactor strategy. † “The Balanced Scorecard: To Adopt or not to adopt?” Kevin Hendricks, Larry Menor and Christine Wiedman, Ivey Business Journal, Nov/Dec 2004 9/104
- 10. Drivers 10/104
- 11. Drivers “There is no such thing as a free lunch,” — Milton Friedmann † “New Math for the New Economy,” Baruch Lev, Fast Company, 31, January, 2000 11/104
- 12. Drivers Identify the needsof the IT department that focus on … 12/104
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- 14. Approach Balanced Scorecard Is1 Of 4 Needed Capabilities For Success Business and Technology Governance Competitive Advantage Real Options Enterprise Sustained Capabilities Balanced Based Program & Based Scorecard Portfolio Project Planning Management Management Enterprise Class Tools and Work Processes Readiness Assessment Mobilization Alignment Sustainment 14/104
- 15. Approach Mission and Visionare starting points for developing a Balanced Scorecard from the “top down.” Without a Mission and Vision, the underlying performance measures have no foundation on which to rest. Balanced Scorecard Mission Why We Exist Values Guiding Principles Vision Picture of the Future Strategy Differentiating activities 15/104
- 16. Approach Identifying the strategicinitiatives that support the organization strategies is key beneficial outcome of deploying a Balanced Scorecard in IT General Mission What do we do? Strategic Themes Why is it important? Desired Outcomes What results do we want? How will we know when we’ve Metrics achieved these results? What specific actions do we Strategic believe will lead to these results? Initiatives Connecting specific actions with the strategy of the firm is the role of a Balanced Scorecard 16/104
- 17. Approach The four phasesof the Balanced Scorecard deployment are broad and general purpose, focused on increasing maturity. The details of the deployment must be developed in order to achieve success Readiness Mobilization Alignment Sustainment Assess readiness Mobilize change Translate the Motivate the staff for BSC initiative through executive strategy Govern the Identify gaps & leadership Align the organization closure plans organization Conduct Achieve Define and clarify Focus the staff Readiness commitment from the strategy Align Assessments the top connections accountability and • Cultural Build the Establish long rewards • Operational executive team term targets Develop human • Data Build the case for Communicate the capital • Governance change strategy Re–define Identify and close Identify initial Connect measures governance gaps KPIs, CSFs, Goals with strategies Get results Prepare for and Initiatives deployment Identify target strategies Discovery Missionary Change Agent Strategy Focused 17/104
- 18. Approach Readiness Mobilization Alignment Sustainment Translate the strategy Assess readiness for BSC initiative Mobilize change through executive Align the organization Motivate the staff Govern the The four phases of the Identify gaps & leadership organization BSC deployment are a closure plans sequence that builds Conduct Readiness Achieve commitment Define and clarify the Focus the staff Assessments from the top strategy connections Align accountability the increasing maturity • Cultural • Operational Build the executive team Establish long term targets and rewards Develop human of the scorecard. • Data Build the case for Communicate the capital • Governance change strategy Re–define Identify and close Identify initial KPIs, Connect measures governance gaps CSFs, Goals and with strategies Get results Prepare for Initiatives deployment Identify target strategies Discovery Missionary Change Agent Strategy Focused With the scorecard in place, the Capabilities needed to fulfill the strategy, the options trade–offs for existing and future projects, and the enterprise tools to manage this portfolio. Business and Technology Governance Competitive Advantage Real Options Enterprise Sustained Capabilities Balanced Based Program & Based Scorecard Portfolio Project Planning Management Management Enterprise Class Tools and Work Processes 18/104
- 19. Approach † Alignment: UsingBalanced Scorecard to Create Company Synergies, Norton and Kaplan, Harvard Business School Publishing Company, 2006 19/104
- 20. Approach Clarify mission & Mission Vision statement Vision Develop Strategic Goals Strategic Goals Balanced Scorecard Derive Strategy Map Sub–Goals Sub–Goals Stakeholder Perspective Service Attributes Relationships Image Recognition Stakeholder Application Quality Time to Delivery System Capabilities of Value Relations Internal Processes Perspective Map Sub-Goals to Operations Management Stakeholder Management Innovation Processes Regulatory Processes each quadrant of the Learnings & Growth Perspective Human Capital Information Capital Balanced Score Card Culture Organizational Capital Leadership Alignment Teamwork Budget Perspective Project Budget Resource Performance Management Management GQ(I)M KPI’s, Targets, Goal Question For each BSC Quadrant CSF’s for each Indicator Objective Measure Apply GQ(I)M to: Indicators – Identify measurement areas Trouble Reports – Develop measurement goals – Pose relevant questions Module Derived from – Postulate indicators Performance Data “Developing Enterprise–Wide Measures for Tracking – Identify data elements Elements Performance,” Software Engineering Institute 20/104
- 21. Approach Focusing on Goals, the Success Criteria separates the measures of success from the task progress indicators. This separation distinguishes physical progress from business value – both are needed, but they are not the same. Success Goal Criteria Strategy to Success Indicators accomplish the goal % 1 2 3 4 1 2 3 4 Reporting Periods Analysis Indicators 100 80 60 Tasks to Accomplish 40 20 goal Tasks Progress Indicators Task 1 Task 2 100 Actual Test Cases Complete 80 Task 3 60 • 40 Planned Functions • 20 Task n Reporting Periods Derived from “Developing Enterprise–Wide Measures for Tracking Performance,” Software Engineering Institute” 21/104
- 22. Approach GOAL(s) Question 1 Question 2 ••• Question n SLOC Staff-hours Trouble Reports Milestone Dates Derived from “Developing Enterprise–Wide Measures for Tracking Performance,” Software Engineering Institute`` 22/104
- 23. Approach IT Development Balanced Scorecard Business IT Balanced Balanced Scorecard Scorecard IT Operations Balanced Scorecard 23/104
- 24. Approach 24/104
- 25. Themes † Michael E.Nagel, Vice President, Balanced Scorecard Collaborative 25/104
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- 27. Themes If executives arehaving a normal meeting and talking about strategy, but instead focusing on tactics – then they’re not fulfilling their roles as leaders of their respective organizations 27/104
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- 29.
- 30. Themes † Advice fromBruce W. Harber, CEO North Shore Health Board, Vancouver, B.C. 30/104
- 31. Positioning 31/104
- 32. Positioning From, Functions ofan Executive, Chester Barnard, 1938. Barnard laid the foundations of management theory. Bernard is widely credited with having originated the “Systems” approach to the study of organizations. He recognized that in order for the organization to survive in the external environment and to succeed in the long run, it was necessary to sustain cooperation from employees by satisfying the condition of efficiency. 32/104
- 33. Positioning 33/104
- 34. Positioning 34/104
- 35. Positioning These are coreissues with almost every organization 35/104
- 36. Positioning The original4–quadrant BSC fails to make the cause and effect connection between action and outcome – strategy maps replace this approach and show how to “connect the dots” 1. 2. 3. 36/104
- 37. Positioning A scorecard practiceshould move the client toward the 3rd generation. They’ll have to get there eventually in order to impact their organization – might as well start out headed in that direction on day one. First Generation Second Generation Third Generation BSC as a BSC as a BSC as a framework for performance management organizational change evaluation system system • Performance measures • Organizational learning • Organizational change • Breakdown of strategy • Identifying and solving • Strategy maps • Four perspectives operational problems • Strategy patterns • Strategic objectives, • Feedback for planning • Integration of budget performance indicators, key • Organizational and personnel plans performance parameters knowledge • Changing the • Performance linked to organizational behavior compensation 37/104
- 38. Positioning 38/104
- 39. Positioning 39/104
- 40. Positioning 40/104
- 41. Positioning Strategies fail fora simple reason – their inability to be executed 41/104
- 42. Positioning The four primary barriers that lay the seeds of strategy failure … Only 10% of organizations successfully execute their strategies Vision Barrier Only 5% of the workforce 85% of executive teams spend understands the strategy less than one hour per month Informed action is virtually discussing strategy impossible without sound Without a clear and concise knowledge of the organizations blueprint for success – the strategy strategy – manage will focus People Barrier on financial and operational details Only 25% of managers have Resource Barrier incentives linked to strategy Incentives linked to short- 60% of organizations don’t term financial targets, leads to link budget to strategy less than rational decision Based on strategy, what making at the expense of long initiatives distinguish us from term sustainable success our competition? † Norton and Kaplan and, in Balanced Scorecard Diagnostics: Maintaining Maximum Performance, Paul R. Niven, John Wiley & Sons and Strategy Safari, Mintzbert, Ahlstrand and Lampel, The Free Press, 1998. 42/104
- 43. Positioning Instituting change is at the heart of a successful Scorecard In many studies of patients who have undergone coronary bypass surgery, only one in nine people, on average, adopts healthier day-to-day habits […] [even if] they clearly see the value of changing their behavior. “The Neuroscience of Leadership,” David Rock and Jeffery Schwartz, strategy+business, Summer 2006 43/104
- 44. Positioning All five componentsof strategy are needed for true success Vision Skills Incentives Resources Action Plan Success Vision Skills Incentives Resources Action Plan Confusion Vision Skills Incentives Resources Action Plan Anxiety Incentives Resources Action Plan Gradual Vision Skills Change Vision Skills Incentives Resources Action Plan Frustration Vision Skills Incentives Resources Action Plan False Starts 44/104
- 45. Positioning The BSC must be placed in the context of process improvement Deriving Enterprise-Based Measures Using the Balanced Scorecard and Goal-Driven measurement Techniques, Wolfhart Goethert and Matt Fisher, Software Engineering and Measurement Analysis Initiative, CMU/SEI-2003-TN-024, October 2003 45/104
- 46. Positioning A simple setof goals provides a good staring point for a BSC Strategies Key Performance Indicators Customer satisfaction User Be the supplier of User survey score Orientation choice for services Percentage of projects delivered on time Total business impact Focus resources on Service budget as a percentage of revenue Business attaining business Value strategies through Cost impact for each release effective delivery Percentage of budget allocated to new development Budget versus actual Operational Deliver timely andat Staff utilization Excellence effective services or under budget Staff turnover Historical availability Develop internal Future capabilities toto learn Number of documented best practices Orientation and innovate exploit future Existence of Process Architecture opportunities 46/104
- 47. Positioning Stakeholder Perspective Service Attributes Relationships Image Recognition Stakeholder Application Quality Time to Delivery System Capabilities of Value Relations Internal Processes Perspective Operations Stakeholder Innovation Regulatory Management Management Processes Processes Learnings & Growth Perspective Human Capital Information Capital Organizational Capital Culture Leadership Alignment Teamwork Budget Perspective Project Budget Resource Performance Management Management Connecting Critical Success Factors with Key Performance Indicators provides traceability from execution at the project level to fulfillment of strategic objectives. 47/104
- 48. Positioning SelectionKey Performance Indicators identified Connection align KPIs with Critical Success Factors Collection Manage KPI process Dashboards, Strategy Maps, Performance Presentation Indicators Action Drive performance improvement 48/104
- 49. Positioning Vision Top Down Positively Impact Making the effect-and-cause connection between Financial Performance Strategy and Key Performance Indicators is the role of an Balanced Scorecard automation system Strategic Objective Performance Goal Critical Success Key Performance Factor (CSF) Indicator (KPI) Be The Preferred Supplier Of Business Provide on-time, on- Budget Variance BPI ≥ 0.95 Applications budget, on- Schedule Variance CPI ≥ 0.97 Traceable to specification for our Increased Customer enterprise applications Function Points Revenue % Requirements Delivered ≥ 90% Variance Target Cost of Delivery Declining Cost per Provide scalable Impact Customer platform for SLA Compliance ≥ acquisition and Performance Impact 0.98 growth of our customer base Global Operational 24/7/365 Non-Stop Baseline Operations Why What How Measures Flow Down from Strategy to KPIs 49/104
- 50. Positioning Vision Bottom Up Positively Impact Making the cause-and-effect connection between Key Financial Performance Performance Indicators and Strategy is the role of an Balanced Scorecard automation system Strategic Objective Performance Goal Critical Success Key Performance Factor (CSF) Indicator (KPI) Be The Preferred Supplier Of Business Provide on-time, on- Budget Variance BPI ≥ 0.95 Applications budget, on- Schedule Variance CPI ≥ 0.97 Traceable to specification for our Increased Customer enterprise applications Function Points Revenue % Requirements Delivered ≥ 90% Variance Target Cost of Delivery Declining Cost per Provide scalable Impact Customer platform for SLA Compliance ≥ acquisition and Performance Impact 0.98 growth of our customer base Global Operational 24/7/365 Non-Stop Baseline Operations Why What How Measures Flow Up from KPIs to Strategy 50/104
- 51. Positioning Many organizations haveoperational metrics in place. Identifying the Key performance measures is the starting place for developing a strategy based Scorecard Vision Moving from ad hoc collections of performance metrics to Key Performance Metrics (KPI) to a Strategy Focused Organization (SFO), is a natural progression for many organizations. Positively Impact Financial Making the connections between “ad hoc” metrics to KPI’s then to CSF’s creates a Line of Sight Performance between tactical performance measurement of strategy. Strategic Objective Performance Goal Critical Success Factor Key Performance (CSF) Indicator (KPI) Be The Preferred Supplier Of Business Provide on-time, on- Budget Variance BPI ≥ 0.95 Applications budget, on- Schedule Variance CPI ≥ 0.97 Traceable to specification for our Increased Customer enterprise applications Function Points % Requirements Revenue Delivered ≥ 90% Variance An ad hoc collection of Target existing operational Cost of Delivery Declining Cost per performance metrics. Provide scalable Impact Customer Each metric was platform for created for a good Performance Impact SLA Compliance ≥ 0.98 acquisition and growth reason, but not of our customer base Global Operational 24/7/365 Non-Stop necessarily for a the Baseline Operations measurement of a strategic objective Why What How Measures Flow Up from Ad Hoc to KPIs to CSF to Goals to Strategy 51/104
- 52. Positioning Stakeholder Perspective Service Attributes Relationships Image The Metrics Map describes the Bi-directional Recognition Stakeholder relationships between the Key Application Quality Time to Delivery System Capabilities of Value Relations Internal Processes Perspective traceability Performance Indicators, Critical Regulatory between Success Factors, and tactics and Operations Stakeholder Innovation Management Management Processes Processes Performance Goals in support Learnings & Growth Perspective strategy of a Strategic Objective Human Capital Information Capital Organizational Capital Culture Leadership Alignment Teamwork Budget Perspective Vision Bottom Up Project Budget Resource Making the cause-and-effect connection between Key Positively Impact Performance Management Management Financial Performance Performance Indicators and Strategy is the role of an Balanced Scorecard automation system Strategic Objective Performance Goal Critical Success Factor Key Performance (CSF) Indicator (KPI) Be The Preferred Budget Variance BPI ≥ 0.95 Provide on-time, on- Supplier Of Business budget, on-specification Applications Traceable Schedule Variance CPI ≥ 0.97 for our enterprise to Increased Customer applications Revenue % Requirements Function Points Variance Delivered ≥ 90% Target The Strategy Map described the cause and effect connection Declining Cost per Cost of Delivery Impact Customer Provide scalable between each Strategic platform for acquisition Performance Impact SLA Compliance ≥ 0.98 and growth of our customer base Objective Global Operational Baseline 24/7/365 Non-Stop Operations Why What How Measures Flow Up from KPIs to Strategy 52/104
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- 54. Strategy Strategy is notthe same as operational excellence … 54/104
- 55. Strategy Obtaining commitment for a Staking out the grand purpose Territory Core Risks to be Belief Systems Values Avoided Boundary Systems Business Strategy Critical Interactive Diagnostic Control Strategic Control Systems Uncertainties Performance Systems Variables Positioning for Getting the job tomorrow done † “Levers of Control: How Managers Internal Controls Use Innovative Control Systems to Drive Strategic Renewal ,” R. Simons, Harvard Business School, 1995 55/104
- 56. Strategy † “The BalancedScorecard: To Adopt or not to adopt?” Kevin Hendricks, Larry Menor and Christine Wiedman, Ivey Business Journal, Nov/Dec 2004 56/104
- 57. Strategy Mission and Visionprovide the anchors for developing strategy. Without a mission and vision the underlying performance metrics don’t have a foundation on which to stand. “Why are we measuring this activity?” Ask the Mission and Vision for the answer ‒ ‒ ‒ ‒ ‒ 57/104
- 58. Strategy To be effective, the scorecard should have attributes like these † Implementing Balanced Scorecard, Jessica Keys, and compensation is important, but it is also important to The connection between scorecard performance Auerbach, 2005 understand that this connection comes ONLY in a mature organization where the scorecard and the resulting performance has been operational for some time. Without this maturity the expected benefits will not appear 58/104
- 59. Strategy It is easy to fall into the trap of being metrics focused rather than strategy focused. Make sure these “sins” are not present in the BSC. If they are, take explicit actions to remove them Common Pit Falls Impact on the Performance Initiative An IT centric view of IT Lack of senior management involvement in metrics Selection performance selection and refinement Measures that don’t No explicit link between metrics and IT strategy matter to the business Lack of common ground Lack of common metrics definitions complicates Collection aggregation An over reliance on tools Lack of focus on data collection processes leads to inaccurate and outdated data No drill–down capability Unavailable context for scorecard–level metrics Reporting hinders interpretation Too many metrics Lack of aggregation and screening of low–level metrics results in cumbersome reports No individual impact Individual lack incentives to impact scorecard Use Implementing Balanced Scorecard, Jessica Keys, Auerbach, 2005 performance 59/104
- 60. Strategy It is VALUE we’re after with the IT Balanced Scorecard “The Market–Based Adaptive Enterprise: Listening, Learning and Leading Through Systems Thinking, Vincent P. Barabba, in Proceedings Russell L. Ackoff and The Advent of Systems Thinking, March 1999 60/104
- 61. Strategy In order todeliver value we must first be ready to deliver value 61/104
- 62. Strategy ¾’s of the BSC value comes from intangible assets. Only the financial quadrant can be traced to tangible assets 62/104
- 63. Strategy An example ofintangible asset manage built around a scorecard Strategy converts intangible assets into tangible outcomes 63/104
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- 65.
- 66. Planning Planning is a continuous improvement process Information Outlook Online, March 2005 66/104
- 67. Planning Role Responsibilities Assumes ownership for the Balanced Scorecard project Provides background information to the team on the strategy and methodology Executive Maintain communication with senior management Sponsor Commit resources to the team Provide support and enthusiasm for the Balanced Scorecard throughout the organization Coordinates meetings; plans, tracks and reports team results to all audiences Balanced Provides thought leadership on the Balanced Scorecard methodology Scorecard Ensures that all relevant background material is available to the team Champion Provides feedback to the executive sponsor and senior management Facilitates the development of an effective team through coaching and support Provide expert knowledge of business unit or functional operations Inform and influence their respective senior executives Team Members Act as Balanced Scorecard ambassadors within their business units Act in the best interest Increase awareness of organizational change issues Organizational Investigates change-related issues affecting the Balanced Scorecard project Change Expert Works with the team to produce solutions mitigating change-related risks Balanced Scorecard Diagnostics: Maintaining Maximum Performance, Paul R. Niven, John Wiley & Sons 67/104
- 68. Planning 1 1 1 1 1 1 1 1 1 1 2 Planning Phase 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 Develop objectives for the BSC 2 Determine the appropriate business unit 3 Gain executive sponsorship 4 Build the BSC team 5 Formulate the project plan 6 Develop the communication plan Development Phase 1 Gather and distribute background material 2 Develop or confirm, mission, values, vision, & strategy 3 Conduct executive interviews 4 Develop objectives and measures 4a Executive workshop 4b Gather employee feedback 5 Develop cause and effect linkages 5a Executive workshop 6 Establish targets for measures 6a Executive workshop 7 Develop ongoing Balance Scorecard plan Balanced Scorecard Diagnostics: Maintaining Maximum Performance, Paul R. Niven, John Wiley & Sons 68/104
- 69.
- 70. Beneficial Outcomes The benefits appear “soft” at first, they are “booked” as well Allan R. Bailey, Chee W. Chow, and Kamal M. Haddad, "Continuous Improvement in Business Education: Insights from the For-Profit Sector and Business School Deans," Journal of Education for Business, January-February 1999, pp. 165-181 70/104
- 71. Beneficial Outcomes 71/104
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- 73.
- 74. Measurement 74/104
- 75. Measurement Information Needs Techncial & User Feedback Management Processes Core Measure Processes Establish Plan Perform Evaluate Commitment Analysis Results Improvement Actions 75/104
- 76. Measurement People Procedures Data Software Hardware Owner of the Procedures Performance Software for Personal PMS and rules for relevant data, the extraction, computers People the definition of the “as is” transformation Servers accountable for the values and loading of performance the data Communication the units of “To be” values infrastructure measure indicators of the Database Rules for data performance management Storage People who set up and management indicators software. Data maintain the Rules for data Performance warehousing PMS communication results software Data suppliers Rules for the (calculated Data analysis use of the data) software Internal and external users performance Meta data Presentation of the PMS results description of and the communication Internal and performance software external indicators stakeholders 76/104
- 77. Measurement Guide to aBalanced Scorecard Performance Management Methodology, National Partnership for Reinventing Government, U. S. Department of Commerce, 1999 77/104
- 78. Measurement 78/104
- 79. Measurement It’s easy to create “ugly” measures, so test the outcomes of each measure before use “What to do with your ugly measures!,” Stacey Barr, www.staceybarr.com 79/104
- 80. Measurement Too many CXOs judge implementations by measuring the technical capacity of a project, instead of considering how it has improved their companies' business “The Metrics Trap,” CIO Magazine, Feb 15, 2004 80/104
- 81. Measurement Each metric needs to be tested against these attributes 1. 2. 3. 4. 5. “Two Mistakes Most Professional Services Organizations Make,” Thomas Lah, Technology Professional Services Association (TPSA) 81/104
- 82. Measurement Perverse metrics, linked to perverse incentives, always yields to perverse results 1. 2. 3. 4. 5. Implementing Balanced Scorecard, Jessica Keys, Auerbach, 2005 82/104
- 83. Measurement Metrics are useful, indicators are better suited for strategy Deriving Enterprise-Based Measures Using the Balanced Scorecard and Goal-Driven measurement Techniques, Wolfhart Goethert and Matt Fisher, Software Engineering and Measurement Analysis Initiative, CMU/SEI-2003-TN-024, October 2003 83/104
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- 85.
- 86.
- 87. Stakeholder Perspective Service Attributes Relationships Image Recognition Stakeholder Application Quality Time to Delivery System Capabilities of Value Relations Internal Processes Perspective Operations Stakeholder Innovation Regulatory Management Management Processes Processes Learnings & Growth Perspective Human Capital Information Capital Organizational Capital Culture Leadership Alignment Teamwork Budget Perspective Project Budget Resource Performance Management Management 87/104
- 88. “Do the rightthings, do them well, do them with less, to…” Business Results ……reduce overall ……reduce overall …enable profitable …enable profitable …enable firm to accelerate …enable firm to accelerate operating costs -- R2 operating costs R2 operations -- R1 operations R1 market deployment -- R3 market deployment R3 Competency Contribution Expectations Competency Credibility Contribution Project “Keep my “Keep my “Manage to “Manage to “Understand my “Implement timely and cost- “Understand my “Implement timely and cost- systems running” systems running” corporate goals” corporate goals” operation” -- E3 effective solutions” -- E4 operation” E3 effective solutions” E4 -- E1 E1 -- E2 E2 Operational Excellence Operational Excellence Project // IT Alignment Project IT Alignment Solutions Leadership Solutions Leadership Reduce the cost of Reduce the cost of Provide appropriate technology to Provide appropriate technology to Provide innovative Provide innovative providing services -- P1 providing services P1 enable success -- P2 enable success P2 solutions -- P3 solutions P3 Internal Processes Deliver solutions Deliver solutions Manage Manage Leverage Leverage Improve Improve requirements -- P7 on schedule -- P6 on schedule P6 requirements P7 knowledge and knowledge and processes for processes for best practices -- P10 best practices P10 efficiency efficiency and quality -- and quality Centralize IT Centralize IT Enhance customer Enhance customer P4 P4 resources -- P5 resources P5 relationships -- P9 relationships P9 Strategically deploy services -- P8 Strategically deploy services P8 People and Develop and Develop and Recognize team Recognize team Provide employees with Provide employees with Tools Build a high performance Build a high performance retain critical retain critical and individual and individual the tools and knowledge the tools and knowledge culture -- S2 culture S2 skills -- S1 skills S1 performance -- S3 performance S3 they need -- S4 they need S4 88/104
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- 92. Enterprise mission % mission improvement (cost, time, quantity) attributed to goals IT solutions and services % planned IT benefits achieved % IT strategies fully matched to enterprise strategies Portfolio Analysis % IT portfolio reviewed and disposed and Management % compliance to approved IT solution deployment % reusability of core modules Financial and % total IT costs by major asset categories (hardware, investment software, personnel, facilities, management) performance IT budget as % of operational budget and compare to industry average net present value, internal rate of return, return of investment, return on assets percentages (aggregate or by project) IT resources % databases that can be shared usage % hardware/software with interoperability capabilities 92/104
- 93. Customer % cooperative customer and IT applications design partnership and % joint development service level agreements involvement % customers attending IT investment meetings % customers reporting full use of applications % customers satisfied with IT application design % customers satisfied with IT maintenance and Customer support satisfaction % of problems resolved within target time % products launched on time taken to fulfill service requests degree to which IT solution support process improvement plans degree to which IT aids process analysis Business process support degree to which IT solutions can adapt to new requirements incremental cost to transfer application to new hardware platform 93/104
- 94. % procurementexception to architecture standards Architecture N variations from standards detected by standards review and audit per year compliance % increase in systems using standard architecture % projects on time, on budget % projects using standard methodology for Project systems analysis and design performance N backlog on enhancement and maintenance requests % system availability Infrastructure % applications availability availability on-line system response time 94/104
- 95. Workforce N staff trained by skill area competency % staff training uses new technologies and and techniques development % staff professionally certified % IT budget devoted to training and staff development Employee % employees satisfied with the existing satisfaction technical and operating environment to deliver quality products or services % employees satisfied with training % employee turnover by function 95/104
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- 101.
- 102. These books areMandatory reading for anyone claiming to practice the discipline of Balanced Scorecard 102/104
- 103. These papers andarticles are reading for background, ideas, and guidance www.ejise.com 103/104
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