Professional Documents
Culture Documents
Foundation
for Performance
Measurement
Howard Rohm
Vice-President, the Balanced Scorecard Institute
Director, U.S. Foundation for Performance Measurement
Budget
Objective
Financial
Measure Target Initiative
Strategy Processes
Innovation
Learning & Growth
Innovation
Objective Measure
& Target Initiative
Learning
Mission
Customers/Citizens
Objective
Measure Target Initiative
Customers & Stakeholders
Processes
Customers Mission
Vision
Core Values
Goals
Perspectives STRATEGY Focus Areas
Strategic Map
Objectives
Measures
Targets
Initiatives
Capacity Values
Building Vision
Mission
Strategy
SWOT Needs
Outcomes
Goals
Strategic Themes:
1) Develop safe launch and reentry vehicles
2) Maintain a ground infrastructure
Strategies:
• Develop shuttle capable of sustaining multiple earth orbits and re-entries
• Develop materials capable of surviving multiple earth re-entries
• Develop reusable landing craft
Reduce
Internal Business Process Improve
Procurement
Cycle Time
Steps
Improve Increase
Learning and Growth Skills
Network
Capacity
© 2002 by Howard Rohm. All rights reserved. “Performance Counts…”™
U.S. Foundation Step Five
for Performance
Measurement Performance Measures
Initiatives
I I S1-I1: New outreach program
1 2 S1-I2: Communications plan
• Few measures
PMIS
• Simple reports
• Small office
COTS Data Base
Time and Cost to Implement
© 2002 by Howard Rohm. All rights reserved. “Performance Counts…”™
U.S. Foundation Step Eight
for Performance
Measurement Cascaded Scorecards Support Strategy
Corporate
Financial
Business Units
Goal Financial
Measure Target Initiative
Support Units
Goal Financial
Measure Target Initiative
Goal Measure Target Initiative Team/
Individual
Agency
Department
Team/
Individual
Balanced Scorecard
Perspective
Strategy Perspective
Objectives Measures
Strategy Perspective
Objectives Measures
StrategyPerspective
Objectives #1
Strategy Objectives
Measures
Measures Planning
O
U
T
C
Input Process Output O
M
Management
Programs & Operations E
S
Adapted from: Balanced Scorecard Collaborative
Corporate
BSC
Strategic
Planning Department
Evaluation BSC
Program/Service
Area Planning
Results Accountability
Performance
Measures
Measure
Performance Budget
Program 6 $ xx M
Goal 9 Suppliers
$ xx M
Summary
IS: IS NOT:
z A strategic performance management z A performance measurement tool to
system for the whole organization control individual productivity
z A communications tool to make z A “flavor of the month” performance
strategy clear to everyone measurement system
z A way to balance financial and non- z About placing your existing
financial views of organization performance measures into four
performance categories
z A journey z A project
z A system for increasing accountability z Easy
z A commitment to change z The status quo
z A way of aligning organization vision z A TQM initiative
with human and capital resources, and
with day-to-day operations
Performance Scorecard Toolkit, Howard Rohm, U.S. Foundation for Performance Measurement
Performance Drivers, Niles-Goram Olve, Jan Roy and Magnus Wetter, Wiley
Operational Performance Measurement: Increasing Total Productivity, Will Kaydos, Saint Lucie
Press
The Balanced Scorecard, Robert Kaplan & David Norton, Harvard Business School Press
The Strategy-Focused Organization, Robert Kaplan & David Norton, Harvard Business School Press
Internet: www.balancedscorecard.org
e-mail: usfpm@fpm.com
Phone: (202) 251-7676