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Performance measurement balanced scorecard
1.
2.
Strategic Management Maturity
Model
3.
4.
5.
PERFORMANCE MEASURES DEVELOPED FOR STRATEGIC
OBJECTIVES
6.
Think of a
screw driver and a screw
7.
SIMPLE to use
, Right ???
8.
Notif we didn’t
know how to turn
9.
you can’t MEASURE Failure, it CORRECT you can’t IF
10.
The Process
11.
Expected Targets & Thresholds are
established
12.
Baseline & Benchmarking
data
13.
Implementation Measurement
14.
ADVANTAGES
15.
To see if
the strategy is working
16.
Focus employees' attention
on what matters most to succeed
17.
measurement of accomplishments
18.
Simplifying complex matters
19.
Why some Strategies fail ?
20.
Vision barrier
21.
People barrier
22.
Resource barrier
23.
Management barrier
24.
Balanced scorecard
25.
Balanced Scorecard is a management tool
26.
Early 20th century Origins 1950’s
27.
TABLEAU DE BOARD
28.
TABLEAU DE BOARD
29.
30.
Align business activities
to vision and strategy
31.
IMPROVE INTERNAL &
EXTERNAL COMMUNICATIONS
32.
PERFORMANCE AGAINST STRATEGIC
GOALS
33.
• Learning &
Growth Perspective • Business Process Perspective • Customer Perspective • Financial Perspective
34.
•Learning & Growth Perspective •
Business Process Perspective • Customer Perspective • Financial Perspective
35.
Individual and corporate self-improvement
36.
Necessary for knowledge
workers to be in a continuous learning mode
37.
• Includes mentors and
tutors within the organization • Ease of communication among workers • Technological tools
38.
• Learning &
Growth Perspective •Business Process Perspective • Customer Perspective • Financial Perspective
39.
Designed by those
who know these processes most intimately
40.
Whether products and
services conform to customer requirements
41.
• Learning &
Growth Perspective • Business Process Perspective •Customer Perspective • Financial Perspective
42.
Leading Indicator of
future trend
43.
Developing metrics for
satisfaction
44.
• Learning &
Growth Perspective • Business Process Perspective • Customer Perspective •Financial Perspective
45.
Timely and accurate
funding data will always be a priority
46.
Risk assessment and cost-benefit data
47.
Strategy Mapping
48.
THE FUNDAMENTAL Q I U E O S NS T
49.
insert ¥€$ :-) Learning perspective Process perspective Customer perspective Financial perspective How will we
sustain our ability to change and improve? What business processes must we excel at? How should we appear to our customers? How should we appear to our shareholders?
50.
step-by-step connection between strategic objectives
in the form of a Cause-and-Effect chain
51.
communication tools used to display How
value is created for the organization
52.
53.
Strategic foundation
54.
Strategic objectives expressed
in relation to action and activities
55.
Basic Communication Plan
56.
Basic flow of
Strategic Area within the Balanced Scorecard
57.
Linking a strategic
goal to a strategic area
58.
Flowing strategic objectives
within the Financial Perspective
59.
Linking customer objectives
to financial objectives
60.
Linking objectives down
to Internal Processes
61.
Strategic objectives defined
for all four perspectives
62.
Critical components
63.
Measurement Template
64.
Cause Effect Relationship
between Leading and Lagging Indicators
65.
Setting targets based
on strategic goals
66.
Adding Measurements and
Targets to the Balanced Scorecard
67.
Compare Programs with
Strategic Objectives for Strategic Impact
68.
Supplement the Balanced
Scorecard with Programs
69.
Examples
70.
Virtual dashboard Components
71.
Advanced charting
72.
Visual maps
73.
Stoplight charts
74.
Gantt charts
75.
76.
77.
78.
79.
80.
Budget
81.
Time Budget
82.
Quality Timing Budget
83.
Timing Quality Budget Risk
84.
Scope Timing Quality Risk Budget
85.
Deployment