Professional Documents
Culture Documents
Approach to
Design, Development and Roll Out
EI Toolkit
Document version 2.0, June 2004
Last validated: June 2004
EITK0604
Table of Contents
Appendix
Sample Deliverables
The traditional balanced scorecard model translates an organizations vision and strategy into a set of
measures built around four perspectives: financial, customer, internal business processes, and
innovation & learning.
Financial
Perspective
How do we
look to
shareholders?
Vision
and
Strategy
Internal Business
Process
Perspective
What must we
excel at?
Innovation &
Learning
Perspective
Can we continue to
improve our
employees skills and
create value for our
clients?
Source: Robert S. Kaplan and David P. Norton, Using the Balanced Scorecard as a Strategic Management
System, Harvard Business Review (January-February 1996)
Financial Perspective
To succeed
financially, how
should we appear
to our
shareholders?
Objectives
Objectives
Measures
Targets
Customer Perspective
To achieve our
strategy, how
should we appear
to our customers?
Measures
To satisfy our
shareholders
and customers,
what business
processes must
we excel at?
Targets
Objectives
Measures
Targets
To achieve our
strategy, how will
we sustain our
ability to change
and improve?
Objectives
Measures
Targets
A Balanced Scorecard...
Measures the progress of an organization toward its strategic
goals by translating their vision and objectives into tactics
and measures across a balanced set of perspectives
Captures the expectations of customers and measures the
companys ability to meet them
Translates Strategy, Mission and Vision into tangible measures
for use by decision makers through to line workers
Is the culmination of a sophisticated data gathering and
analysis process and system
Can and will drive the process of change, so it must be right!
Components of the Balanced Scorecard
Perspectives: Four top-down perspectives on enterprise
performance (Financial, Internal Business Process,
Innovation & Learning, Customer)
Objectives: What the company needs to do to accomplish its
strategy; one guideline is to have up to sixteen measurable
objectives.
Metrics: Actionable and tangible measurements which support
achieving objectives; this is what makes it real.
Targets: Performance level expectations set against the
strategic plan. For each metric, set a goal or plan so
progress against the objective can be evaluated.
Source: Robert S. Kaplan and David P. Norton, Using the Balanced Scorecard as a Strategic Management System, Harvard
Business Review (January-February 1996)
The process of creating a balanced scorecard starts with the business strategy, and
progressively breaks that strategy into tactical measures.
Use strategy to
identify the
objectives
1. Business Strategy
Start with the Business
Strategy, which should be a
bold, future-oriented statement
2. Business Objectives
Use progress
against objectives
to confirm strategy
Use objectives to
identify the
measures that
will be used
3. Measures &
Metrics
Use measures/
metrics to evaluate
progress against
objectives
Develop specific
measures and metrics to
track progress
Use scorecard to
determine if targets
are met and the
right measures are
being measured
Use measures
to build the
balanced
scorecard
4. Implement
Gather measures, create the
balanced scorecard and use
it to make decisions.
Incorporate a continuous
improvement philosophy in
the process
Start with the Business Strategy, which should be a bold, future-oriented statement.
Balanced scorecard measures should be used not only to assess the health of the organization but to also to
challenge the organizational strategy to ensure that it is the most effective one for the company
Develop key business objectives that will help you to attain your strategy.
Objectives
Financial Perspective
1.
2.
3.
4.
5.
6.
Customer Perspective
1.
2
3.
4.
5.
Vision
and
Strategy
1.
2.
3.
4.
5.
6.
7.
The diagram illustrates an example of a clients organizational objectives. In the balanced scorecard development process, the organizational objectives
should provide a balance across the four dimensions of performance.
7
The next step after identifying the organizational objectives is to identify measures & metrics for achieving those
objectives.
Objectives
Satisfied
Clients
Motivated
People
Balanced
Growth
Strong Leadership
Effective Training
Reward & Recognition
Reduce Cost
Reduce Backlog
Best clients
Gather measures, create the balanced scorecard, and use it to make decisions. Incorporate a
continuous improvement philosophy in the process.
The final outcome of the balanced scorecard development process is a high level and
summarized view of the firms performance measurements. The above example of a
balanced scorecard shows that balanced scorecards can be as simple as management
chooses them to be
When implemented properly, the balanced scorecard system ensures that faulty measurement processes
and faulty management processes are avoided.
Exclusively financial
Conflicting rewards
Unambitious targets
Oblivious to competitors
Poor communications
Teamwork discouraged
10
Appendix
Sample Deliverables
11
Business Leaders have always tried to answer the following important questions. Now, finding and using the
right answers is becoming ever more urgent...
Is our strategy right?
Is our strategy right?
If our strategy is right, why arent we making our numbers?
If our strategy is right, why arent we making our numbers?
How do we communicate our strategy, mission and vision to our mid-level managers and line workers?
How do we communicate our strategy, mission and vision to our mid-level managers and line workers?
How do we link our long term strategic objectives to short term financial measures and modify those
How do we link our long term strategic objectives to short term financial measures and modify those
objectives
objectivestotoreflect
reflectreal-time
real-timelearning
learningfrom
fromour
ourmeasures?
measures?
How do we reflect the relative riskiness of our business in our measures?
How do we reflect the relative riskiness of our business in our measures?
How do we compare our diverse global businesses and get them to work from a set of common goals?
How do we compare our diverse global businesses and get them to work from a set of common goals?
Are we improving our internal business processes?
Are we improving our internal business processes?
How can we find and eliminate excess capacity in our business processes?
How can we find and eliminate excess capacity in our business processes?
Are we taking the expectations of our stakeholders into consideration? Are we able to meet those
Are we taking the expectations of our stakeholders into consideration? Are we able to meet those
expectations?
expectations?
We see the financials, but are we meeting the wants and needs of our customers? Are they really
We see the financials, but are we meeting the wants and needs of our customers? Are they really
happy
happywith
withthe
theproducts/services
products/servicesthat
thatwere
wereproviding?
providing?
With everything changing, how do we motivate our employees, incent the desired behaviours and
With everything changing, how do we motivate our employees, incent the desired behaviours and
ensure
ensurethat
thatthey
theyhave
havethe
therequired
requiredskills?
skills?
What happens when good performance in one area is offset by bad performance in another?
What happens when good performance in one area is offset by bad performance in another?
How are my performance measures inter-related?
How are my performance measures inter-related?
How do we change our focus to proactive measurement of leading indicators?
How do we change our focus to proactive measurement of leading indicators?
by adding new categories of measures, and by linking these measures through objectives to the strategy, the Balanced
Scorecard helps to answer the why behind the traditional financial measures.
12
The value realized by companies implementing balanced scorecards include financial and non financial
benefits.
Client*
XYZ
Company
Situation
Implementation
Value: Using the balanced scorecard, XYZ decentralized company responsibility and improved customer service,
productivity, and employee involvement
ABC Company
Measures
Nonfinancial measures
Customer Satisfaction
Delivery Performance
Process Improvement
Financial Measures
Cash Flow
Inventory
Fixed Asset Levels
Warranty Expense
Value: In the short run, ABCs balanced performance measurement achieved strategic focus and increased
accountability. In the long run, ABC productivity and customer satisfaction improved.
Responsiveness:
Quality:
Robust Business:
Gross Profit
Sales Growth Rate
FGH Company Value: For the FGH Company, implementation of the Balanced Scorecard allowed them to monitor the companys
performance more broadly, while also improving the communication of the results to employees
Management desired a
top-down, bottom-up
approach to planning,
goal-setting, and
measures development.
Financial measure:
Growth
Profitability
Internal/Process measure:
External/Market Measure:
*All company information on this page is confidential and for internal purposes only.
13
Appendix
Sample Deliverables
14
Each organization is unique and so ultimately follows its own path for building, implementing, and
maintaining a balanced scorecard.
Use strategy to identify the
objectives
1. Business Strategy
Start with the Business
Strategy, which should be
a bold, future-oriented
statement
2. Business Objectives
Develop key business
objectives that will help you
attain your strategy
1.0
Plan
1.1 Develop a
clear business
strategy
1.2 Identify
business
objectives
1.3 Develop an
implementation
plan & project
team
4. Implement
Gather measures, create the
balanced scorecard and use
it to make decisions.
Incorporate a continuous
improvement philosophy in
the process
2.0
Design
3.0
Build
and Test
4.0
Deploy
2.1 Determine
Balanced
Scorecard
architecture
2.2 Identify
Measures and
Metrics
3.1 Identify
linkages and
Cause & Effect
Relationships
3.2 Review
Balanced
Scorecard with
stakeholders
4.1 Communicate
to organization
The above chart outlines a step by step process for developing a balanced scorecard. Each organization should custom tailor the process to suit their
unique needs. We will use this model to organize this section.
15
The following inputs need to be defined in the process of developing a Balanced Scorecard.
Business Strategy
Business Objectives
Business Strategy
- People with
Personal
Performance
Targets
- People with
Development
objectives
TCS
Tactical
Plans
General
Comms
Pharmas
General
Comms
Others
PAG
HE/OR
- Cost
P1
P2
P3
P4
TO TIME
MInfo
Head of Capability
ST
RO
SI
HoC INTERVENTIONS
COMPLIANCE
QUALITY
COMPLIANCE GENERALLY
Incidences of Serious non-compliance
* - major legal issue
relating to
exhibition
piece
No incidences of
non-compliance
GC
Core*
Financial
DO
CFI
Head of Capability
Average of Skills Managers
GC
The above diagram is an example that shows the business strategy, objectives, measures and metrics and the final
scorecard developed for a Company
MM/PV
CEx
MW
- Time
% decrease
Rating
Business Objectives
Eff
Percentage
of Capability
Staff
Staff Staff Scoring Level 3
Trained
on awareness
16
Identify
Organizational
strategy
Organization
Select CSFs
that the group
can impact
Identify
Organizational
Objectives to
reach strategy
Group/
Department
Objectives
Organization
Level Scorecard
Group/
Department
Measures &
Metrics
Group/
Department
Level Scorecard
Group/ Department
Select CSFs
that Individual
has impact on
Individual
Goals
Individual
Measures &
Metrics
and Scorecard
Individual
This diagram shows how the organizations strategy can be drilled down the organization into
objectives, critical success factors (CSF) and measures which have meaning to individuals at all
levels of the organization. It also shows that balanced scorecards need not only be developed
at the organizational level. They can also be developed for each level of the organization
17
What gets measured gets focused upon, so make sure the measures are correct!
- Process Excellence Principles
Measures should be part of a cause and effect relationship. Establishing cause and effect relationships are state of
the art according to industry practitioners (see page 26 for more details)
Measures should be process-focused. This implies focusing on business outcomes vs. functional department performance only
Measures should be balanced. Metrics should measure each of the perspectives on the balanced scorecard. For
example, this implies focusing on supporting simultaneous optimization of cost, service, quality and safety
Measures should be actionable. This means that the measures should providing a mechanism through which
corrective action can be taken
Measures should be vertically & horizontally aligned between organization levels
Measures should be appropriately integrated into incentive programs and reward structures. This will help in
encouraging the desired behaviours.
Measures should encourage teamwork
Measures should focus on priorities
Keep It Simple
Simplicity
Implications
Emphasis on :
Few Measures
Fear of Over-Simplification
Few Dimensions
Non-Financial
Determinants
Standardization
Short-term Focus
Deliver Targets
The above diagram shows how the desire to keep measurements simple may backfire if a careful balance is not maintained
18
In addition to the standard measures, the following industry specific measures and
categories should be considered. For industry specific examples refer to the appendix.
General Categories
Risk management
Capacity utilization
Regulatory metrics
Trends
Qualitative measures
% from new products
Utilities
Demand / supply & price sensitivity
Capacity utilization
Service defection in deregulated market
Resources
Remaining life; depletion rate; number of new sites
Success ratio of new sites
Quality / relative efficiency & world prices
Manufacturing
Production defect rate; worker / cell productivity
Inventory turns & levels
line innovation / improvements suggested
Merger & Acquisition Project
FTE reduction, synergies realized, revenue increase or
expense decrease
Issue resolution, milestones, earned value
Customer / employee satisfaction
eCommerce
Website hits/eyeballs/repeat visits/distinct individuals
Success ratio: buys:hits; stickiness
Stock price
Refer to the appendix for sample scorecards for representative industries and detailed lists
of applicable metrics - but, remember that any of these metrics can be used in any industry.
19
You get what you measure, so make sure what you measure is what you want.
Guiding principles for selecting measures & metrics
What gets measured gets done
People will do what they are measured on and rewarded to do
Performance measures should focus on measuring results and encouraging the behavior we want -correlating
directly with the competencies required for a particular job
People should not be held accountable for what is not measured and reported
Keep it simple
Performance measures need to be simple and easy to understand and communicate
The information required should be collected honestly and at reasonable cost, considering factors such as the
measurement tool used and time required to track and analyze the data at each organization level
Measures must be meaningful
Performance measures must be meaningful to the people who use them
Performance measures must be related to business objectives and critical success factors
Performance measures must be comparable over time so that improvements can be charted
Performance measures must be comparable across peer groups, where similar behavior is expected
Measures must be objective and quantifiable
People must be able to visualize and act on the measures. Too often measures are developed but never used
because they are not presented in an appropriate way
Measures must be controllable
The person or people being measured must be able to control the outcome of the performance
The activity for which data is sought must be within the control of the employee
20
The next step in the process is to define the metrics that have been identified, set the
targets for each metric, and identify the owners of the metrics.
Some guidelines during this definition and target setting process are:
Always tie your metrics back to your objectives which are built on your strategy.
If you dont know how to measure the metric do not dismiss it. New or dismissed metrics and information often
provide the most benefit. Include these metrics with TBD in the scorecard to ensure that you eventually populate it.
Identify the process owner or the individual responsible for measuring the metric. Process owners should determine
how to measure and improve the accuracy and applicability of the metric.
Metric
Purpose
Description
Metric
name
Purpose
for
measuring
the metric
Description of
the metric
Target
Performance
target or plan
Process
The process that
the metric
measures
Frequency of
Reporting
How often the
metric will
be reported
Owner
The process
owner for the
process that
the metric
measures. Also
consider the
people who use
the measure
(the audience)
The template depicted above can be used to further define the metrics to be used in the balanced scorecard building process
21
IF we improve Leadership Capability AND give employees the Skills and Training they need to perform their jobs,
THEN we will improve Employee Satisfaction & Motivation
Consequently, IF we improve Employee Satisfaction & Motivation, THEN Productivity will increase since Employee
Satisfaction & Motivation is a driver of Productivity
IF we increase Productivity, THEN Cost will Decrease which will ultimately result in an Increased Return on
Investment
Reduce IS Cost/
% Sales
Financial Perspective
Increase Sales
Customer
Perspective
Increased Margin
Cost Decrease
Satisfied Clients
Progress Towards
CMM Level 2
Process Maturity/
Assessment
Increased
Productivity
Improved
Cycle Time
Reduced
Rework
Employee Satisfaction
& Motivation
Tool Usage
SPR Capability
Leadership Capability
An example of a cause and effect linkages between measures. The goal here is to ensure that all
measures are consistent, coherent, and related to each other. This hypothesis can be tested upon
implementation.
22
The change management element must not be underestimated. Just changing the metrics
is the easy part. It is more difficult to get people to begin to truly adopt and use it as a new
way of managing the business.
It must be driven from the top of the organization and the leadership needs to be committed to its success
Board-level/C-Level sponsorship
Why do we need new measurements? What is wrong with the old measures?
What is a scorecard, what are the measurements and why are they important?
How will the scorecard will be used and how will it impact me?
How can each department and individual contribute to achieving the corporations strategy?
New balanced scorecards will not be effective unless you change behaviors
Determining how you will overcome resistance to changing performance measures or becoming measured
Linking rewards (pay or recognition) to new performance measures is important to get the desired behaviors and outcomes.
It is important to integrate the new measures into the organization first before linking the rewards. If this step is rushed it can
lead to linking rewards to the wrong measures or behaviors.
Integrating change implementation plans with project workplans. Take the organizations change history into account when
planning
Finding and utilizing resources and people that support the change effort
Performance Management will be critical to the success of the balanced scorecard change
journey.
Some key Change Management Principles can also be applied in the Balanced Scorecard journey
24
25
eCommerce will change the metrics used and the data collection process.
The Balanced Scorecard design team must take into account the companys eCommerce initiatives when
determining the design of the balanced scorecard
Companies engaged in eCommerce initiatives need to include the impact that eCommerce will have on both the
internal and external factors as they impact the enterprise. These factors can include measures like client
satisfaction, customer acquisition, client usage and repurchase behavior, number of eyeballs and value to users in
achieving their goals.
Approximately 80% of Ciscos business volume and 40% of their total revenue comes from on-line ordering. In their
performance measurement system Cisco measures customer service emails and advertising banner revenues*
Traditional measures focus mainly on internal value chains, which in turn focus mainly on internal business
processes. Scorecards need to cover the entire value chain - and one of the key characteristics of the new economy
is that companies now look outside of their organizations to their suppliers, distributors, customers, and other
stakeholders.
Some eCommerce scorecard measures are really just synonyms to the standard measures in a non-eCommerce
business (e.g. customer satisfaction by number of email requests and complaints, product info click-throughs, server
volume spikes at peak usage times, number of click-throughs for information that did not result in a sale, etc.
Balanced scorecards now need to address the many new channels that customers can use to access products and
services. Separate channel and product profitability dimensions should be analyzed.
Long term sustainability and improvement of the balanced scorecard and its processes will
be achieved by incorporating a continuous improvement philosophy throughout the
organization and by linking the ongoing scorecard review process to the annual strategic
planning process.
Ongoing
Ongoing
Results
ResultsReview
Review
Routine Review of Actual
Results
Root cause analysis
Behavior review
Corrective actions
Lessons learned
Review of supporting activity
measures by department
Scorecard
Scorecard
Administration
Administration
Annual
Annual
Scorecard
Scorecard
Review
Review
The above diagram illustrates some activities associated with managing and maintaining the balanced
scorecard process
A continuous improvement
philosophy is required throughout the
balanced scorecard process. This
will ensure that the balanced
scorecard and its measures are
27
always relevant
Balanced Scorecards are usually interesting to clients from a theoretical standpoint but take a
tremendous amount of commitment to implement because they fundamentally change the way that
businesses evaluate performance.
Provide fast feedback to managers and employees directly inform them of success or failure
Build extra time into your plan for establishing the common
level of understanding, and implementing the metrics,
processes, collection, and reporting. To get the project started,
people need to be assigned full-time.
A set of definitions should be published along with the Balanced
Scorecard to ensure the audience is using definitions and
calculations consistently
Identify the needs of the stakeholders, then define consistent,
primarily non-financial, measures that are understandable by
every employee
28
Table of Contents
Sample Deliverables
29
Balanced Scorecards take a significant amount of time and effort to setup and administer.
Detailed planning should start right from the beginning of the process.
7/99
8/99
9/99
10/99
11/99
12/99
1/00
30
Each organization will need to determine its own unique set of deliverables during the creation
and implementation of the balanced scorecard.
Utility Company IM
Performance Mgmt. Assessment
Work Plan (Phase I)
Task
100
Description
Team Mobilization & Scoping
Estimating
Basis
Target
Date
10-May
Project Approach
Deliverables
110
59
15
52
7-Jun
120
IM Scorecard Development
25
7-Jun
IM Balanced Scorecard
130
12-Jun
140
16
21
12-Jun
Phase II Plan
190
Project Management
16
199
Contingency
13 Ongoing
Total Workdays:
Total Averaged FTEs (6 weeks)
137
3
Approach
Approach/ Key
/ KeyActivities
Activities
Develop
DevelopScorecard
Scorecardreview
reviewplan
planand
andexecute
execute
Review
Reviewscorecard
scorecarddesign
designand
andapproach
approachwith
with
cross
crosssection
sectionofofentire
entireO&T
O&Torganization
organization
(Directors,
(Directors,Project
ProjectManagers,
Managers,MITs,
MITs,Team
Team
Leaders,
Leaders,Operators)
Operators)
Facilitate
Facilitateand
andguide
guidedirectors
directorsinindeveloping:
developing:
Reason
Reasonforforchange
change
Two
Twoyear
yearvision
visionforforthe
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useofofPerformance
Performance
Measurement
Measurementand
andScorecards
ScorecardsatatCoors
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Gaps
Gapsbetween
betweenvision
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andPlant
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Recommended
Recommendedactions
actionstotoaddress
addressgaps
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Action
Actionplan
plantotoachieve
achievevision
vision
Whos
Responsible
Whos
Responsible
Performance
Measures
Team
Performance
Measures
Team
scorecard
review
communication
plan
Execute
Execute
scorecard
review
communication
plan
Directors
(reason
forfor
chg,
vision,
gaps)
Facilitate
Facilitate
Directors
(reason
chg,
vision,
gaps)
implementation
plan
Develop
Develop
implementation
plan
gapgap
closure
Manage
Manage
closure
Process
Alignment
Project
Managers
Process
Alignment
Project
Managers
Link
activity
measures
to Plant
measures
Link
activity
measures
to Plant
measures
Review
scorecard
Review
scorecard
O&T
directors
O&T
directors
Status
Status
Scorecard
review
- O&T
Cross
section
June
- July
Scorecard
review
- O&T
Cross
section
June
- July
Cmpl
Cmpl
Reason
forfor
Change
- Directors
Early
Aug
Reason
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- Directors
Early
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Cmpl
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forfor
PM
- Directors
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PM
- Directors
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Cmpl
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Scorecard
Design
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Scorecard
Design
Gaps
- Directors
Early
Aug
Cmpl
Cmpl
Scorecard
Closed
Late
Aug
Scorecard
Gaps
Closed
Late
Aug dates, number
The first deliverable depicted on this page is another sample workplan.
This Gaps
workplan
breaks down the activities,
target
Cmpl
Cmplresponsibility chart for a client. Responsibility charts
of workdays, and number of FTEs required. The second deliverable is a sample
Scorecard
Implementation
Plan
Aug
are important to define roles and to set expectations during the Balanced
Scorecard
Scorecard
Implementation
implementation
Plan
process.Late
Late
Aug
Cmpl
Cmpl
31
Allocation and commitment of key resources is a necessary requirement to the success of the
balanced scorecard implementation process.
Program Sponsorship
Overall Direction and Guidance
Overall Leadership and Sponsorship
Project Management
1 full-time
Project Sponsor
Project Manager
(full-time)
Core Team
(full-time)
Resources who work full-time on the project:
Business Analyst (3)
IT Analyst
Training Analyst
Common:
Commitment to Results
Time Availability
Timely Decisions
Resources
Representation to Other
Executives
Specific:
Strong People Skills
Diplomacy
Able to Integrate Well
with Other Project Mgrs
and Process Owners
Clear Understanding of
Overall Change Initiative
The deliverable depicted above is a sample organization chart for a client balanced scorecard implementation project. The chart outlines the
hierarchy as well as the responsibilities and types of resources and skills required.
32
One of the key criteria to the success of the balanced scorecards is the quality of the measurements
being implemented.
Identify business objectives. The objectives should be balanced across multiple dimensions of performance
Define strengths and weaknesses for each metric: behaviors the metric may drive, availability of data, ease of
collection, frequency of reporting, relevance to business and strategy
Strategic
Objectives/
Goals
Business
Objectives
Metrics
Type
Strengths
Weaknesses
Implement
the Metric
The template depicted above is a Metrics Identification Matrix which can be used to identify the metrics which will be used in the balanced
scorecard building process.
33
The Key Performance Indicators need to link directly to the Critical Success Factors that support the
overall strategic priorities.
Perspectives
Objectives
Finance /
Shareholder
Customer
Core Business
Process
Innovation and
Learning
The above chart is a sample client deliverable. This chart shows the objectives in the four perspectives and the measures and metrics which will
measure those objectives.
34
The metrics selected must relate to and measure the business objectives which in turn must be
fulfill the organizations strategy.
Perspectives
Objectives
Financial
Revenue
Operating Margin
Operating Cost
Customer
Process
Employee
Employee ownership
Operational innovation
The sample client deliverable shown above is another chart containing scorecard perspectives, objectives, and measures &metrics. This chart
shows the objectives for each of the four perspectives and the measures and metrics related to the objectives.
35
You get what you measure therefore make sure what you measure is what you
want.
Strategic Intent/Desired
Outcome
Objectives
Metrics
Revenue
Operating Margin
Operating Cost
Wholesale COSS
Sales & Acquisition
G&A
Service Delivery
The above sample client deliverable is a continuation of the previous page. This chart shows a detailed breakdown of a balanced scorecards
financial objectives.
36
Balanced Scorecards are only effective if the measures and data that are gathered are relevant,
accurate, and timely.
Customer Satisfaction
Objective
Type
Outcome measure
Description
Event driven satisfaction of end-users. Satisfaction surveys conducted by Service Control on statistically
valid sample of PQRs resolved by Service Control. The sampling is conducted such that we are 95%
confident that the entire population is represented.
Calculation
Definition
Target
Target Ranges
Frequency
Monthly
Collect data daily based on random sampling guidelines
Tools
CPMT
Source of Information
Owner
Service Control
Other Considerations
A sampling of end-users are called each month with a brief survey. EAs conduct the survey to eliminate
bias that might occur if Service Control did the surveys. A random generator tags every 50th PQR
closed in CPMT and generates a report for the EAs to use in calling end-users.
Status
(Active/Future/Retired)
Active
2/4/98
The above client sample deliverable is a metrics definition sheet which defines a metric in detail. This chart is created for each metric
used in the balanced scorecard measurement process.
37
Appendix
Sample Balanced Scorecards
Balanced Scorecards are only effective if the measures and data gathered are accurate and timely.
Overall Balanced Scorecard -- [month] '98 Results
Process
YTD Actual
Metric 1
xx%
tbd
xx%
Metric 2
tbd
Metric 3
$x.xMM variance
$x.xMM var
x M Hr variance
xM Hr variance
Large
Medium
Small
Data Warehouse
$xxx/FP
$xxx/FP
$xxx/FP
$xxx/FP
$xxx/FP
$xxx/FP
$xxx/FP
$xxx/FP
Metric 4
Large
Medium
Small
Data Warehouse
x.x
x.x
x.x
x.x
months
months
months
months
x.x
x.x
x.x
x.x
months
months
months
months
Metric 5
New/Non-Std Technology
Normal/Standard
Mature/Legacy
Premium Service
Metric 6
x.x months
x.x months
x.x months
x.x months
xx% satisfied
x.x months
x.x months
x.x months
x.x months
xx% satisfied
tbd
Projects
Support
Active
Completed
% of SOW <= Schedule
% of SOWs <= Fixed Bid
xxx
xx
x%
x%
Year 2000
Retirements (Plan vs Actual)
Priority 1
Response Time
Priority 1
Resolution Time
x%
x%
Market Deploy
Revenue Variance
YTD Target
x% Variance
Status
YTD Actual
x%
tbd
Financials
YTD Target
People
Annual
Target
Annualized
Status/Trend
Actuals
Metric 1
Status
YTD Actual
x%
x%
x%
x%
x%
x%
x%
Metric 2
Client
AC-BPM
<x%
<x%
<x%
<x%
Metric 3
Budget
Labor Cost Variance
x%
x% variance
x%
x% variance
on '98 budget: $xxMM
x% variance
Net IS Recovery
Metric 4
xx hrs/person/year
xx hrs
tbd
tbd
Metric 5
x%
x% variance
x% variance
Project/Support
Direct Cost Variance on '98 budget: $xxMM
x% variance
Prime Budget Offset
on '98 budget: $xxMM
Variance
Total Net Cost Variance x% variance
on '98 budget: $xxMM
x%
x%
x%
x%
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Appendix
Sample Balanced Scorecards
Andersen Consulting teams use balanced scorecards to measure the progress of the value
delivered to their clients.
Week #______
Flagship: __________
Rating
Technology
Hardware and software training has been scheduled
and is on track for completion.
LAN and WAN are installed and stabilized.
End-user hardwareredeployed and stabilized.
Rating
Comments
Workforce
Rating
Comments
Customers/External Environment
Comments
Rating
Comments
Rating
Comments
Human Enablers
Technical/Functional Enablers
Facilities
Rating
Sponsorship
Processes
Comments
The is an example of a scorecard that was developed by the Company for a major North American bank client.
The scorecard was used to track their progress in a large reengineering initiative.
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The metrics selected must relate to and measure the business objectives
which in turn must be fulfill the organizations strategy.
Perspectives
Objectives
Financial
Revenue
Operating Margin
Operating Cost
Customer
Process
Employee
Employee ownership
Operational innovation
The sample client deliverable shown above is another chart containing scorecard perspectives, objectives, and measures &metrics. This chart
shows the objectives for each of the four perspectives and the measures and metrics related to the objectives.
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Additional References
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