Portfolio Scorecard Methodology
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The document outlines a methodology for prioritizing initiatives that includes the following steps: 1. Analyze the benefits and barriers of each initiative. 2. Determine the time criticality and assign weightings to initiatives based on benefits, barriers, and other factors. 3. Score and prioritize initiatives, assessing them against hurdle rates to determine if they are justified.
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lecture 1 information systems and business strategy
This document discusses how information systems can help achieve various business objectives and strategies. It provides examples of how Walmart, Apple, Mandarin Oriental hotel, and others use IS for operational excellence, new products/business models, customer intimacy, improved decision making, competitive advantage, and survival. Continuous replenishment planning (CRP) systems are described, which allow efficient inventory management between suppliers and retailers like Walmart. Strategic information systems are introduced as those that change organizational goals, operations, or environment to gain competitive edge. Management challenges of implementing SIS are also outlined.
Business strategy- Walmart
This document provides an overview of Walmart's business strategy. It discusses Walmart's cost leadership strategy through aggressive pricing, maintaining prices 20% lower than competitors. Walmart is able to generate surplus profits through large volumes sold, which are reinvested in facilities. The document also outlines Walmart's marketing strategies of tailoring merchandise and store experience to customer needs. It discusses using customer data and RFID tags to improve inventory management and reduce costs. Overall, the document summarizes that Walmart founder Sam Walton placed customers and quality at the forefront of the business strategy, which has led to Walmart becoming a model of success.
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Tools for decision making (Brian Haff) ProductCamp Boston 2014
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P3M - Project, Program, Portfolio Management Framework
P3M - Project, Program, Portfolio Management Framework
lecture 1 information systems and business strategy
lecture 1 information systems and business strategy
Similar to Portfolio Scorecard Methodology
3a 7 End Result Audit
END RESULT ! Whether it is the end result of your audit or you want to audit the end result of the orgaization\'s activities - both are relevent ! Please view this presentation for a more clear understanding...
Risk Management Training
Risk management involves determining the probability and impact of process failures and mitigating risks likely to occur with severe impacts. An acceptable risk is determined by evaluating options and consequences to select the most acceptable one. Risk severity is the probability of an event multiplied by its potential negative impact. Ways to deal with risk include proactive risk management to reduce probabilities and impacts, and reactive crisis management with constrained options. The CAPA system connects to risk management by using risk assessments to prioritize CAPAs and elevate issues. An annual product review examines manufacturing, quality, and post-market records over the previous year to support management decisions.
Business Case ~ Formulation
The document provides guidance on developing a business case, including why, when, what, how, and lessons learned. It outlines key components such as executive summary, drivers, methods, impact, risks, recommendations, and post-implementation review. Metrics like NPV, payback period, and IRR are also discussed to evaluate investment effectiveness and compare alternatives. The business case is meant to justify projects and ensure benefits outweigh costs.
Metrics Mapping
How to improve and map performance metrics to your organization's strategic plan. Results? Higher impact, better communications, and more business success
Th14 Balanced Testing Presentation
This document discusses how to achieve the optimal balance of testing through continuous improvement and optimization. It introduces the concept of economic conformance level (ECL) to balance corrective, preventative, and appraisal testing costs. The document outlines a six sigma approach to measure current testing processes, analyze issues, improve through solutions, and control through standardization. Real-life examples are provided to illustrate optimizing testing processes by increasing efficiency, reducing waste, and formalizing practices to move from reactive to balanced testing.
ROI of Training - Converting Value and Calculating ROI
This document discusses methods for measuring the return on investment (ROI) of training programs by quantifying both tangible and intangible benefits. It distinguishes between "hard data" which are easy to quantify, like output increases or cost savings, and "soft data" which are more subjective, like employee satisfaction. Various methods are presented for assigning monetary values to soft benefits, including using historical records, expert estimates, and manager assessments. The document also covers calculating program costs and determining the financial payoff through metrics like benefit-cost ratio and ROI percentage.
Feeding the agile beast 2010 talk
Prioritize Features based on driving down risk and delivering business value. This is an Agile Business Analysis tool that supports the nature of Agile Teams while keeping development focused on what matters the most to the business .
Evaluating hrd-programs
The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
M comp
The document discusses traditional approaches to compensating employees, including achieving internal and external equity. It describes job evaluation methods like ranking, classification, and point factor analysis to determine the relative worth of jobs. Market data is then analyzed and internal job worth is reconciled with external market pay to develop an organizational pay structure. Emerging approaches to compensation like broadbanding, team-based pay, and skill-based pay are also mentioned.
Why Performance Matters
Performance-based equity programs aim to drive corporate, group, and individual performance through linking equity awards to measurable performance metrics. Common metrics include total shareholder return, revenue growth, and profitability measures. Programs can take various forms, from awards triggered solely by performance to awards with vesting contingent on achieving performance thresholds. Well-designed programs with clearly defined and communicated metrics can be an effective incentive, but complex multi-year programs pose challenges to ensure goals do not motivate unintended behaviors.
Management Control
The document provides an overview of controlling concepts including:
- The definition and importance of controlling as monitoring activities to ensure plans are followed.
- Types of control include budgetary control, standard costing, just-in-time and ABC analysis.
- Control techniques help managers identify variances from plans, take corrective actions, and improve future performance.
- Effective control systems empower employees and protect organizations from disruptions.
Objective-Based Budgets GPA 2012
Here are some additional resources on objective-based budgeting:
- Government Performance and Results Act (GPRA) Modernization Act of 2010, which updated requirements for federal agencies to link budgets to goals and performance measures.
- International Budget Partnership's guide to results-based budgeting for developing countries.
- OECD's Accrual Budgeting and Accounting: Worldwide Practices and Transition Pathways report on accrual-based budgeting approaches.
- GAO reports evaluating the implementation and effectiveness of performance budgeting at the federal level in the U.S.
Let me know if any of these would be useful to explore further!
The Business of Facilities Management Benchmarking
The document discusses benchmarking in facilities management. It provides an overview of benchmarking programs and metrics used for comparison. Key metrics discussed include operating margin, expense per adjusted patient day, revenue per FTE, occupancy rate, and length of stay. The document also discusses challenges in facilities management benchmarking and comparing across organizations with different structures, operations, and infrastructure.
The Nature Of Costs
1) There are two main types of costs - assets which provide future benefits, and expenses which are consumed to produce revenue. Proper cost management involves effectively using both types of costs.
2) Cost drivers are the underlying factors that cause costs to be incurred, such as capacity, transactions, duration, and intensity. Management should focus on controlling cost drivers and unit costs.
3) Costs can be incurred at different levels - unit, batch, product, and facility. It is important to properly allocate costs to the correct cost level and cost object.
4) Cost behavior can be fixed, variable, step variable, or mixed. Understanding cost behavior is key to effective cost management and decision making.
Fo management accounting
The document provides guidance on developing a strategy, including identifying organizational targets and constraints, performing a SWOT analysis, conducting financial and quantitative analyses of alternatives, making a clear recommendation linked to objectives, and outlining an implementation plan with forecasting. It also covers topics like using the balanced scorecard to track strategy execution, net present value analysis of investments, standard costing and variance analysis, and ABC costing.
Pbd Benchmarking
Benchmarking is defined as systematically measuring one's performance against recognized leaders to determine best practices that can lead to superior performance. Project benchmarking compares projects to best-in-class examples to identify innovative practices. When done correctly, benchmarking can help project managers and organizations achieve breakthrough performance by thinking outside their current approaches. The benchmarking process involves determining critical success factors, defining metrics, collecting data, identifying performance gaps, and integrating best practices into processes for continuous improvement.
Measuring performance of the public sector-problems and appraoches
The document discusses various approaches to performance measurement in government organizations. It describes traditional, uni-dimensional approaches that focus mainly on financial and output measures, and their limitations. It then introduces multi-dimensional approaches like the Balance Scorecard and Public Sector Value Model that provide a more holistic view of performance across financial and non-financial factors, and link performance measurement to organizational strategy and outcomes. Key benefits and challenges of these different performance measurement frameworks are also highlighted.
Balanced Scorecard (part 1) by Shantonu Dasmahapatra
The document discusses the Balanced Scorecard framework. It provides background on why organizations struggle with strategy execution and the development of the Balanced Scorecard as a performance management tool. The Balanced Scorecard translates an organization's strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It allows organizations to link strategic objectives, measure performance, and track initiatives.
Measuring for success: Goals, performances, and outcomes
Every business should measure performances against goals, substantiate its existence, and justify paychecks on solid arguments and data that customers can understand. This presentation focuses on the value KPI may show of a business. Suggestions are given about developing KPIs that can be understood by customers.
Balanced scorecard
The document discusses barriers to implementing strategy and how a balanced scorecard can help overcome those barriers. It outlines common barriers like strategies not being understood, lack of alignment between goals/incentives and strategy, and budgets/resources not linked to strategy. It then presents how a balanced scorecard can help by linking incentives to execution, aligning budgets with strategy, and spending more time on strategy. The balanced scorecard provides a framework to translate strategies into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
Similar to Portfolio Scorecard Methodology (20)
ROI of Training - Converting Value and Calculating ROI
ROI of Training - Converting Value and Calculating ROI
The Business of Facilities Management Benchmarking
The Business of Facilities Management Benchmarking
Measuring performance of the public sector-problems and appraoches
Measuring performance of the public sector-problems and appraoches
Balanced Scorecard (part 1) by Shantonu Dasmahapatra
Balanced Scorecard (part 1) by Shantonu Dasmahapatra
Measuring for success: Goals, performances, and outcomes
Measuring for success: Goals, performances, and outcomes
Portfolio Scorecard Methodology
- 1. Steve Lewin 10 September 2009
- 3. High Low High Major Initiatives “ Low-Hanging Fruit” Low Non-justifiable Secondary Initiatives Barriers (CSF’s, Costs, External Risks) Benefits (Quantifiable, Subjective, Intangible)
- 4. High Low High Major Initiatives “ Low-Hanging Fruit” Low Non-justifiable Secondary Initiatives Barriers Benefits Rewards & Risks can change over time (note initiative A to A’). Time A A’