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Balanced Scorecard WorkshopBalanced Scorecard Workshop
Presented by:Matt H. Evans, CPA, CMA, CFM
Public Sector Retreat onMalcolm Baldrige Performance Excellence
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Purpose of the WorkshopPurpose of the Workshop
Introduce the Balanced Scorecard to the
Organization
Make sure everyone understands how thescorecard works
Communicate how the Balanced
Scorecard fits with the Malcolm Baldrige
Model of performance excellence
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Table of ContentsTable of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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The Organizations Information Resource Planning System (IRPS):
- Enterprise wide system for how we will evaluate success
division read outs, data turnarounds, global partnerships, etc.
- Must be integrated into all agency components (such as regionand global outlet offices)
- Designed around the Balanced Scorecard framework
The Balanced Scorecard will be the strategic view of performance for
the agency, balancing out our current tactical view of performance
which is already in place.
A Major Driver is . . .A Major Driver is . . .
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Government Performance Results ActGovernment Performance Results Act
Required to develop long-term Strategic Plans ("SP")
Specify general Goals and Objectives
Develop Annual Performance Plans ("APP") Specify measurable performance goals
Annual Performance Report ("APR")
Demonstrate actual results
APP goals should show the expected progress
toward meeting the long-term goals of the SP
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Public Sector Organizations Public Sector Organizations
More Strategic FocusMore Strategic Focus
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Introduced in 1992, by Robert Kaplan and DavidNorton, the Balanced Scorecard is the mostcommonly used framework for ensuring thatagencies execute their strategies. Today, about 70%of the Fortune 1,000 companies utilize the BalancedScorecard to help manage performance.
Balanced Scorecards are used as the roadmap for creatingthe Strategic Management System or our IRPS. And this
will drive overall organizational performance for our entire
agency!
Where it started . . .Where it started . . .
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Some Basic PrinciplesSome Basic Principles
Quantifies the Agency Strategy in measurable terms
Strategy is summarized on a Strategy Map over four views
of performance (perspectives).
Must capture a cause-effect relationship between strategic
objectives over the four perspectives on the Strategy Map. Critical Components include:
- Measurements
- Targets
- Initiatives
Everything must be linked: Goals to Objectives, Objectives
to Measurements, Measurements to Targets.
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Four Views of PerformanceFour Views of Performance
Strategy can be described as
a series of cause and effect
relationships.
Provides a line of sightfrom strategic to operational
activity
working on the right
things.
If we succeed, how will we look toour stakeholders?
Stakeholders
Strategic Objectives
To satisfy our customers, at whichprocesses must we excel?
Internal Processes
"To execute our processes, how must
our organization learn and improve?"
Learning & Growth
In order to succeed, whatinvestments in people and
infrastructure must we make?
Agency Investments
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Strategy
AgencyAgency
DepartmentDepartment
Team/Individual
Team/Individual
MeasuresObjectives
Complete Framework for IRPS
The Importance of AlignmentThe Importance of Alignment
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Alignment all the Way ThroughAlignment all the Way Through
Improved "Causeand Effect"Knowledge
Innovation
Business
ProcessesImproved EnvironmentalAssessment Reports
ManagementJustified Initiatives toImprove Water Quality
Investments Available tobe Allocated to OtherCritical Areas
EnvironmentalHealth
Improved Water QualityRelationshipManagement
Enhanced PublicConfidence
IncreasedInvestmentAccountability
FinancialManagementDecreased LitigationCosts
Resource
Investment
Goal: Improve environmental health
Initiative: Data Mining
Performance Gap: Less than Organization watershed water quality
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Get down to a set of quantifiable strategic
objectives:
Too vague
More precise
Make sure your objectives have a direct
relationship to your goals and your goals have a
direct relationship to your mission and values.
Before we can map your strategy . . .Before we can map your strategy . . .
Improve Customer Service
Reduce average customer wait times by
30% by year end
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Table Of ContentsTable Of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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InternalProcess
Stakeholder
Le
arning
&Growth
Reduce Re-Activitiesthru ABC/M
Establish Web BasedSelf Services
Knowledge
Management
Human Capital
Improved Returns on
Investments
More rapid and
accessible services
Leadership
Development
Investment s
Strategy Map: Capture a Cause EffectStrategy Map: Capture a Cause Effect
Relationship from the Bottom UpRelationship from the Bottom Up
IT InfrastructureFacilities and
Fixed Assets
EconomicModel Process
Expand Global
Facility Reach
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Two Special TechniquesTwo Special Techniques
for Building Strategy Mapsfor Building Strategy Maps
The 4 to 5Rule
Splitting
thePerspectiv
e
General Rule of Thumb to ensure strategy map isdeveloped both vertically and horizontally
Way of pulling out both drivers and outcomes thatmatch up against the core competencies of thebusiness model
Customer Growth Customer SatisfactionRetention Rate
Timely Delivery Pricing Quality Service Reputation
Customer Perspective
Outcomes
Drivers
Weak Strong
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Articulates how the organization creates value for its constituents
and legitimizing authority
Displays key priorities and relationships between outcomes (the
"what") and performance enablers or drivers (the "how")
Provides a clear view of "how I fit in" for sub-organizations, teams,
and individuals
"Cascading the scorecard throughout the organization, and
clearly mapping the various units and functions back to the
organization or agency-wide map is critical to leveraging andensuring alignment"
Key Benefits of Strategy MapsKey Benefits of Strategy Maps
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Executive consensus andExecutive consensus and
accountability:accountability:
Building the map eliminates
ambiguity and clarifies
responsibility.
Educate and Communicate:Educate and Communicate:
Build awareness and
understanding of organization
strategy across the
workforce.
Ensure Alignment:Ensure Alignment:
Each sub-unit and individual
link their objectives
to the map.
Source: "Using Balanced Scorecard Technology to Create Strategy-Focused Public Sector Organizations", Robert S. Kaplan,
April 21, 2004, pg. 20
Promote Transparency:Promote Transparency:
Communicate with andeducate constituents, partners,
oversight bodies, and the
general public.
Strategy Maps Strategy Maps
A Better Way to Communicate StrategyA Better Way to Communicate Strategy
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Multiple Choice Question Multiple Choice Question
Cause Effect on Strategy MapCause Effect on Strategy Map
The top perspective of the Balanced Scorecard is the final end
results or outcomes we want to achieve. This perspective is
called:
a. Internal Processesb. Stakeholder / Customer
c. Learning & Growth
d. Agency Investments
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Once you have completed your strategy map, make sure it aligns with agencies or divisions you report up to.This overall alignment of scorecards throughout the entire Organization forms the Strategic Management
System within IRPS.
Best Business
Practices
Expand Global
Reach
Expand the Skill
Base
Lean Processes
Organization
Scorecard
Improve Asian
Footprint
Develop the
WorkforceGOG
Scorecard
Process Efficiency Grow Globally Highly SkilledWorkersAgencyScorecard
Streamline
Processes
Continue to
Expand RangeImprove Employee
Competencies
Outlet
Scorecard
IRPS
Aligning the ScorecardsAligning the Scorecards
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Detailed statement
of what is critical
to successfully
achieving the
strategy
How success in
achieving the
strategy will be
measured and
tracked
Key action
programs
required to
achieve
objectives
The level of
performance
or rate of
improvement
needed
Objective
DescriptionTarget
2 per setup per
month each
Outlet Office
InitiativeMeasure
Number of Reworks
Strategy Map
Stakeholder
InternalProcess
L&G
Faster Service Access
Self Service
Applications
Web Enable
Technologies
Process and Value
Map Analysis
Lean Processes
Investments
Invest in IT
Extend the Map into Measurements,Extend the Map into Measurements,
Targets and InitiativesTargets and Initiatives
Lean / Six
SigmaEliminate waste,
reworks, and other
errors in our
processes
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Make sure the components of your scorecard fit together. We want to create a
tight model for driving execution of your strategy.
Goal Objective Measurement Target Initiative
Achieve Agencyoperationalefficiencies withbest practices inthe privatesector
Reduce OperationalService Costs by50% over the next 5years
Cost per OutletOffice, Cost perRegion, Cost perFTE
5% - Year 1
10% - Year 2
15% - Year 3
Activity BasedCosting /Management
Reduce identified re-activities withinprimary processesby 80% over thenext 3 years
Waste VolumeCharts, ReworkTracking, CycleTime End to End inS-LX (5 of 7Regions)
Waste streamreductions of 5%each year,Reworks cut in halffor next 3 years,cycle time cut by75%
Lean / Six Sigma
Alignment of Scorecard ComponentsAlignment of Scorecard Components
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Multiple Choice Question Multiple Choice Question
Create a Tight ModelCreate a Tight Model
The Balanced Scorecard process captures a cause
and effect relationship based on having all parts
linked together. Strategic goals link down to
objectives, objectives link down to measurements,and measurements link to:
a. Mission
b. Goals
c. Budgets
d. Targets
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Multiple Choice Question Multiple Choice Question
and the answer is . . .and the answer is . . .
d Measurements should be linked to
targets. We want a one-to-one
relationship so that measurements are
actionable to the Agency.
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Table Of ContentsTable Of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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Performance Measurement is a process by which anagency / program / function / outlet office objectively
assesses and evaluates the extent to which it is
accomplishing a specific objective, goal, or mission.
Performance measurement alone is incomplete.
Performance Management is a systemic link between
company strategy, Investments, and processes.
Performance Management is a comprehensive
management process.
The Context of MeasurementThe Context of Measurement
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Enables decision making
Manage by results
Promote accountability
Distinguish between program success and failure
Allow for organizational learning and improvement Justify budget requests
Optimize Investments
Provide means of performance comparison
Fulfill mandates
Establish catalysts for change
And so on
Why Measure Performance?Why Measure Performance?
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Leading
Definition
Lagging
Input
Output
Outcome
Objective /Quantitative
Example
Intermediate outcomes thatpredicts or drive bottom-line
performance results
Measure Type
Bottom-line performanceresults resulting from actions
takenAmount of Investments, assets,equipment, labor hours, or
budget dollars usedUnits of a product or service
rendered - a measure of yield
Resulting effect (benefit) of
the use or application of anoutput
Empirical indicators ofperformance
Subjective /Qualitative
Perceptions and evaluationsof major customers and
stakeholders
Employee turnover rate
Employee satisfaction rating
Number of Value Meal ordersfulfilled
Customer satisfaction rating
Wait time
Customer complaintsreceived as a % of total
customers served
Number of cashiers
Types of MeasurementsTypes of Measurements
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Stakeholder /Stakeholder /CustomerCustomer
InternalInternalProcessesProcesses
Learning andLearning and
GrowthGrowthInvestmentInvestment
ss % of facility assets fully funded forupgrading
% of IT infrastructure investments
approved
# of new hire positions authorized for filling
% of required contracts awarded and in
place
Percentage employee absenteeism
Hours of absenteeism
Job posting response rate
Personnel turnover rate
Ratio of acceptances to offers
Time to fill vacancy
Number of unscheduled maintenance calls
Production time lost because of maintenance
problems
Percentage of equipment maintained on
schedule
Average number of monthly unscheduledoutages
Mean time between failures
Current customer satisfaction level
Improvement in customer satisfaction
Customer retention rate
Frequency of customer contact by
customer service
Average time to resolve a customer inquiry Number of customer complaints
Examples of Measurements by PerspectiveExamples of Measurements by Perspective
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Multiple Choice Question Multiple Choice Question
Appropriate MeasurementAppropriate Measurement
The measurement, % of employees following a supervisorapproved competency model, would most likely be placedin which perspective of the Balanced Scorecard?
a. Stakeholder / Customer
b. Learning and Growth
c. Agency Investments
d. Internal Processes
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Multiple Choice Question Multiple Choice Question
and the answer is . . .and the answer is . . .
b this measurement relates to helping
grow the workforce and this would most
likely fit with the Learning and Growth
perspective of the Balanced Scorecard.
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You should have at least one measurement foreach objective.
Measurements define or explain objectives inquantifiable terms:
Vague => We will improve customerservice
Precise => We will improvecustomer service by reducing
response times by 30% by year end. Measurements should drive change and
encourage the right behavior.
Should be able to influence the outcome.
Some Basic Guidelines forSome Basic Guidelines for
Good Performance MeasuresGood Performance Measures
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1. Relevant Addresses an operational or strategic performance issue Is results- or outcome-focused Provides useful information to enable decision making
2. Measurable Quantifiable and Objective Facilitates Analysis Can be done in a timely manner with high accuracy Data are available and collectable
3. Actionable Can be tracked to an appropriate person or team responsible for the
activity measured Measure relates to process inputs that can be controlled/adjusted
to address concerns
Three Criteria Used for Agency ScorecardThree Criteria Used for Agency Scorecard
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Measurement Relevant Measurable Actionable
% of Global Outlets that follow the endto end process defined in IRPS
3 1 2
Number of score studies completed 3 2 3% of Region Centers using ABC Modelsto manage 65% of their allocation costs
3 2 3
% of eligible employees who are
participating in the Competency ModelDevelopment Program
3 2 2
% of map points loaded and operationalin GPS Tracking
3 2 2
A 0 or 1 in any column indicates that you need to revisit this measurement
before implementation.
0 = Does not apply 1 = Poor 2 = Acceptable 3 = Good
Scoring Measurements AgainstScoring Measurements Against
the Three Selection Criteriathe Three Selection Criteria
M lti l Ch i Q tiM lti l Ch i Q ti
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Multiple Choice Question Multiple Choice Question
Match the Objective to the MetricMatch the Objective to the Metric
Assume the Agency Plan has an objective: Improvethe productivity of docking services at all stations.Which of the following measurements would bemost appropriate for this objective?
a. Number of reruns required to complete thedocking service
b. % of vendor contracts executed in 90 days
c. Number of people completing the off-shorewarranty training program
d. % of supervisors who submitted budgetaction plans within 60 days of close-outs
M lti l Ch i Q tiM lti l Ch i Q ti
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Multiple Choice Question Multiple Choice Question
and the answer is . . .and the answer is . . .
a If we measure re-runs, this probably willgive us some benchmark by which we
can measure docking station efficiency
and productivity.
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A Closer Look at How Things LinkA Closer Look at How Things Link
Mission:
Protect people and property
Strategic Goal #1:
Reduce damage caused by motor vehicle accidents
Annual performance goal 1A:
Reduce deaths per crashes to 1.10 per100m miles traveled by 2005
Measure: Fatality rate per 100m miles traveled
Transportation Safety Example
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The Measurement PyramidThe Measurement Pyramid
Goal
OutcomePerformance
Measures
Program
Program Performance Measures
Program Components
Program Component Performance Measures
Activities
Activity Performance Measures
Strategic/GPRA Goals
End-Outcomes
Longer-Term Intermediate
Outcomes
Shorter-Term
IntermediateOutcomes
& Outputs
Outputs
& Inputs
S T l f D t i iS T l f D t i i
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Some Tools for DeterminingSome Tools for Determining
What to MeasureWhat to Measure
InputsProcess/System Output
IntermediateOutcomes
EndOutcome
Program Logic Model
Desired
Outcome
Causal Analysis
Process Flow
ResultsOf
Testing
Not AcceptableAcceptable
Prototype
Product
Back to
LaboratoryTo Market
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1. Outputs/Product2. Program Inputs
3. Financial Indicators
4. Work/Activities
5. Timeliness of Services
6. Internal Measures of Quality
7. Operating Ratios
8. Outcomes of Products or Services
9. External Customer Service
10. Equity of Services to Users
Source: GAO-GGD-92-65 Agency Use of Performance Measures
Top Ten Metrics in the Public SectorTop Ten Metrics in the Public Sector
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Table Of ContentsTable Of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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Past performance trends per historical data. Performance levels of similar organizational units
at a comparable level that facilitatesbenchmarking.
Best practices across the agency, the public
sector or the private sector. Must be at a pre-existing high level of performance before you usethis approach.
For newly launched services, may have to
establish a baseline per a prototype test andextend out from this point forward.
For major strategic shifts, may have to setdirectly per the plan itself without regard for harddata.
How to Set TargetsHow to Set Targets
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Targets match up with measurements, one to one. Targets require improving current levels of
performance. Targets are a stretch, but achievable: they may
require improvements to existing processes. Targets are quantifiable so that the target
communicates if the expected performance wasmet.
Long-term targets are established before short-
term targets. Financial/Budget related targets are established
before non-financial targets.
Checklist for Setting TargetsChecklist for Setting Targets
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Average Turnaround Times atDocking Sites
8 days FY05 7.5 daysFY06
6.8 daysFY07
Utilization Rate for Self ServeWeb Portal
10% FY05 18% FY06 25% FY07
Rotation Internship
Participation Rates
1,800 FY05 2,500 FY06 3,900 FY07
Glider integration mapping toolused for geo-sets
Establishbaseline
8 per sets 10 per sets
% of agency SES Levels
following IRPS from end to endfor the entire year
30% FY05 40% FY05 65% FY05
% funding through SEPCO forspace mapping
30% FY05 35% FY06 45% FY07
Examples of TargetsExamples of Targets
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Leader Sponsored
Requires Investments people, funding, technology,
etc.
Has designated owners
Includes deliverables or milestones
Usually has time deadlines
May be difficult to launch not resourced
Could encounter obstacles people are confused,conflicts with other functions
Characteristics of InitiativesCharacteristics of Initiatives
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When you first launch your Initiative, you probably want to use an Output Measurement.
Once the Initiative is up and running, change your measurement to an Outcome to see ifthe Initiative is really having strategic impact.
Initiative OutputMeasurement
Outcome Measurement
Lean Process / SixSigma
Number of Projects Definedby Region
Overall reductions in errors,reworks, and cycle times
Activity Based Costing /Management (ABC/M)
% of Service Center Outletswith ABC Models in placefor Allocation Costs
Reductions in identified re-activities per process study
Employee CompetencyModels
% of Employees who havea Competency Model inplace
Higher skill levels of employeesusing the models
Going from Output to OutcomeGoing from Output to Outcome
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Describes an overall strategic direction Can improve the communication effectiveness of the
Strategy Map
Examples of themes:
Innovative Services
Lean Processes Adaptive Organization
Realign our Core Competencies
Reach the Stakeholder
Group common set of objectives around a theme
Strategic ThemesStrategic Themes
Multiple Choice QuestionMultiple Choice Question
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Multiple Choice Question Multiple Choice Question
Sequence Of StepsSequence Of Steps
The basic steps for creating a Balanced Scorecard include:A = Align your strategy map to other organizational units
B = Create your strategic plan including goals and objectives
C = Extend your strategy map into measurements and targets
D = Map your strategy over four perspectives
The sequence or order of these steps is (left to right):
Step 1 Step 2 Step 3 Step 4
a. A C B D
b. C A D B
c. B D A C
d. C B A D
Multiple Choice Question Multiple Choice Question
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Multiple Choice Question Multiple Choice Question
and the answer is . . .and the answer is . . .
c Step 1 or B Start with your strategic plan
Step 2 or D Map your strategic plan
Step 3 or A Align your strategy mapStep 4 or C Extend the strategy map into
measurements and targets
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Case Study InstructionsCase Study Instructions
The following handout is an example strategic plan forthe Western Agency Region Office (WARO).
Your team has been assigned the responsibility ofmapping the WARO Plan into a single strategy map.
Each team will be assigned to a breakout room useusepost it notes on the large white template sheetspost it notes on the large white template sheets
Try to limit your objective boxes on the strategy map tono more than 20 per our 4 to 5 Rule.
If you have time, you might want to consider arranging
or grouping certain objectives together around themes. Each team will provide a 10-minute brief.
You have 90 minutes to complete the case studyexercise.
TAB E OF CONTENTS
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TABLE OF CONTENTSTABLE OF CONTENTS
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
Making the connection to theMaking the connection to the
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Making the connection to theMaking the connection to the
Baldrige CriteriaBaldrige Criteria
Malcolm BaldrigeMalcolm Baldrige Balanced ScorecardBalanced Scorecard
LeadershipLeadership Learning & Growth PerspectiveLearning & Growth Perspective
Human Resource CapitalHuman Resource Capital
Business ResultsBusiness Results
Process ManagementProcess Management
Strategic PlanningStrategic Planning Strategy MapStrategy Map
Learning & Growth PerspectiveLearning & Growth Perspective
Internal Process PerspectiveInternal Process Perspective
Customer FocusCustomer Focus Stakeholder / CustomerPerspective
Stakeholder / CustomerPerspective
Measurements and TargetsMeasurements and Targets
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IRPS is the Organizations Strategic Management System
for creating the Strategically Focused Organization (SFO).
The Strategic Management System Module within IRPS:
Cascades scorecards down by folders
Includes a web based training component
Analytical tools include unit trends, service costingcomparisons, strategy map gap analysis, alignment pointscoring, and executive dashboard views sent to PDAs.
IRPS Scorecard Module has the following features:
- Project / Initiative Tracking with milestones- Automated Email Data Collection
- Automated Report Distribution
- Linking Capability to Agency Databases (such as SES,
G-PAC, and Shared Service Docking Databases)
Automated System Overview - IRPSAutomated System Overview - IRPS
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Cascade and align strategy down to the Outlet level (andbeyond personal scorecards) where execution takes place.
Capture cause effect linkages as you cascade and align down.
This will ensure that all of the Agency is moving in the same
strategic direction.
Identify and commit to projects and initiatives that will drivestrategic execution.
Establish performance outcomes in the form of measurements
and targets.
Review results on a regular basis within the Quarterly
Leadership Briefings using the Balanced Scorecard framework.
Highlight Important StepsHighlight Important Steps
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Training Slides(1)
Performance Based Handbook (1)
Performance Measurement Tool Kit (1)
Formal Training:
Offered Quarterly at the Central and Western Region Offices
Annual Leadership Conference 2 Hour Workshop
Web Based Training:
IRPS SMS Option 6, self serve registration
(1) Posted on the internet at: www.exinfm.com/workshop.html
Additional InformationAdditional Information
Contact Information: Matt Evans, [email protected],877-689-4097