Project Plan

Date of Report
Name

m Not started
n On Plan
Complete
u Issues

mnu

Nov 30, 2014

Client Performance Management System

Start Date

Sponsor

7/1/14

Bill Praxton, CFO

10/28/16

End Date

Balanced Scorecard Design and Development Plan

Item No

Task

1. Refresh the Strategic Plan

Review current strategic planning documents
and determine if the current plan is
appropriate for the Balanced Scorecard

1.1
1.2

Prepare for Strategic Planning Off-site

Strategic Planning working group to develop
draft revised Strategic Plan - See Planning
Workshop Coordinator for more details

1.3

Actual Start
Date

Tentative
Start Date

Impact on
Completion
(Actual vs.
Target)

Target Completion
date & Status

12/1/04

4/30/05

11/15/04

3/31/05

2/1/05

4/15/05

Senior Leadership approves revised Strategic

After Phase 3
Plan

1.5

Communicate Strategic Plan and Balanced

Scorecard in printed and electronic format

After Phase 3

Deliverables

1) Kick off meeting of technical

group

3/22/05

1.4

2. Strategy Map / Strategic Plan

Comments

Not Started On Plan Complete

m
n

1) Strategic Plan booklet

2) Strategy Map Draft

3/1/05

2.1

Preliminary Draft Map with no extras for Gap

Analysis only

3) Very Basic Strategy Map

2.2

Isolate holes / gaps between draft strategic

plan vs. Draft Strategy Map

4) Gap Analysis Results and

recommendations to fill out SPlan

2.3

Make revisions to lower level objectives in

Draft Strategic Plan and fill-out Strategy Map
for all components - themes, narrative addon's and complete cause-effect flows.

5) Revised Strategic Plan

6) Revised Strategy Map

2.4

Approval of Revised Strategic Plan and Final

and Complete Strategy Map

2.5

Develop Communication Plan for Strategic

Plan

2.6

Launch Action Plan Steps for Strategic Plan

with Strategy Map

DRAFT

May have to schedule at joint

leadership off-site

7) Briefing Session
8) Communication Plan

May require meetings and other

events per the Communication Plan

Page 1 of 14

9) Action Plan for

Communication Plan

Issues
u
Lead

Project Plan
Date of Report
Name

m Not started
n On Plan
Complete
u Issues

mnu

Nov 30, 2014

Client Performance Management System

Start Date

Sponsor

7/1/14

End Date

Bill Praxton, CFO

10/28/16

Balanced Scorecard Design and Development Plan

Item No

Task

2.7

Centralize feedback and comments for next

planning cycle. Collect and recommend for
next planning session cycle.

Actual Start
Date

Tentative
Start Date

Impact on
Completion
(Actual vs.
Target)

Target Completion
date & Status

Comments

Not Started On Plan Complete

m
n

Deliverables

Output from this step does not get

10) Feedback Collection
acted upon until next annual planning
System and Reports
cycle.

3. Measurements and Targets

3.1

Create measurement and target development

workplan complete with templates and
methodology

11) Performance measurement

training, tools, methodology

3.2

Quality control review to refine and improve

complete measurement approach for client

Final set of tools to

development enterprise wide
performance measurements

3.3

Extend each objective on the Strategy Map

into one to three performance measurements

3.4

Solicit input and feedback from functional

leads and line and staff personnel

Revised set of performance

measurements

3.5

Establish a set of targets in accordance with

operational goals that are linked to the
Strategic Plan

Targets for each measurement

3.6

Identify initiatives and projects related to

execution of each objective. Extend the Map

Scorecard Model

3.7

Prototype test Scorecard Model for data points

that use existing measurement data

3.8

Complete a comprehensive measurement

template for database development

Follow the methodology and training

Make sure model is tight / fits across

all components
Performance measurement
development template

4. Initiative Mapping and Budgeting

4.1

Extend Initiative and Projects that are part

of Scorecard Model into Action Plans or
document with existing plans

4.2

Link the Initiative / Projects within the

Scorecard Model to the Budgeting Process

DRAFT

Extended Scorecard Model ensures

execution of the Strategic Plan

Page 2 of 14

Extended Scorecard Model

Issues
u
Lead

Project Plan
Date of Report
Name

m Not started
n On Plan
Complete
u Issues

mnu

Nov 30, 2014

Client Performance Management System

Start Date

Sponsor

7/1/14

End Date

Bill Praxton, CFO

10/28/16

Balanced Scorecard Design and Development Plan

Item No

Task

Actual Start
Date

Tentative
Start Date

Impact on
Completion
(Actual vs.
Target)

Target Completion
date & Status

Comments

Not Started On Plan Complete

m
n

Deliverables

4.3

Identify gaps and short coming with linking

and make recommendations to improve

Recommended Changes to
Link Processes Together

4.4

Cross walk all major initiatives against the

Strategic Objectives - Pareto Chart the
initiatives / projects

Graph of what should get

resourced vs. what should not

4.5

Work back upstream from initiatives /

projects not linked and document any
missing lower level objectives in strategic
plan and / or strategy map

Operating Plan / Sub Objective

Additions

5. Reporting Framework (Database)

5.1

Map and build a framework structure from the

highest organizational level down to the
managerial level

5.2

Align and link lower level components by

through objective setting - upper to lower by
organizational level / reporting units

5.3

Assign performance measurements for lower

level objectives. Index across common
reporting units for the same objective.

5.4

Complete a comprehensive measurement

template for database development for this
reporting level (lower objectives)

5.5

Roll out test modules at pilot sites - flush out

lessons learned and update IT Plans

5.7

Cascade and development plan for Enterprise

Strategic Management System (ESMS)

Visual prototype framework for

review

NOTE: The IT Design and

Various automated tools, such
Development Plan covers automation
as data collection forms,
of the Enterprise Strategic
reporting tools, etc.
Management System

Prototype test and revise database design of

Balanced Scorecard System - (ESMS

5.6

DRAFT

See other similar models from other

performance management projects

ESMS Design and

Development Plan

Page 3 of 14

Issues
u
Lead

Project Plan
Date of Report
Name

m Not started
n On Plan
Complete
u Issues

mnu

Nov 30, 2014

Client Performance Management System

Start Date

Sponsor

7/1/14

End Date

Bill Praxton, CFO

10/28/16

Balanced Scorecard Design and Development Plan

Item No

Task

Actual Start
Date

Tentative
Start Date

Impact on
Completion
(Actual vs.
Target)

Target Completion
date & Status

Comments

Baseline End Date

Not Started On Plan Complete

m
n

Deliverables

3/28/06

Major Issues
Item No.

Description

Comments

1
2

3
4

DRAFT

Page 4 of 14

Status

Issues
u
Lead

All Measurements Used in the ESMS Database

Definition

PM #

Performance Measure

What is the PM number for

What metric(s) should we use to
referencing. Could be LMR # or measure whether we have met our
a unique number for local
requirements?
metrics?

BSC Framework

Is this measure a Customer,

Process, Learn & Grow or
Resources measure based on the
BSC framework?

Strategic Goal or Objective per Major Organizational Unit

BSC or Strategic Plan

Function / Dept / Sub Group

Service or Product Line (if

applicable)

Insert major goals or objectives in Insert a list of the major

this box as a reference in
organizational unit names in
completing this template
this box for reference in
completing this template

Insert a Link here to reference

back a list of Functions /
Departments and other
organizational units in
completing this template

Insert the Operating Area such

as Product or Service Line - To
be used for Product
Performance Analysis

Type of Measure

Is this measure a
1) Strategic
2) Operational
3) Tactical
4) Individual

1
2
3
4
5
6

5 of 14

Measure Justification

Why are we using this

metric?

Definition

How do we define this measure?

Data Elements To Be
Collected

Data Source

What are the data elements Where does the data

for caclulating the measure? reside?

Data Collection Frequency

D/W/M/Q/SA/A

How frequently should the

data be collected?

PM Calculation Formula

What is the formula for

calculating the measure?

Actual FY 03

What is the actual

result of this measure
for the Year 2003?

All Measurements Used in the ESMS Database

Definition

PM #

Performance Measure

Actual FY 04

What is the PM number for

What metric(s) should we use to
What is the actual
referencing. Could be LMR # or measure whether we have met our result of this measure
a unique number for local
requirements?
for the Year 2004?
metrics?

Green Standard

What is the Green

Threshold?

Amber Standard

Red Standard

What is the Amber What is the Red

Threshold?
Threshold?

Primary Functional POC

Data Available?

Who is the primary owner

for the measure and their
email address?

Y/N

Notes

Are there any additional notes regarding the

measure?

1
2
3
4
5
6

6 of 14

Financial Objective
(F1)

Financial Objective
(F2)

Financial Objective
(F3)

Customer Objective
(C1)

Customer Objective
(P2)

Process Objective
(P1)

Process Objective
(P2)

Process Objective
(P5)

Process Objective
(P4)

L & G Objective (L1)

L & G Objective (L2)

L & G Objective (L3)

F1.1
F1.2
F1.3
F1.4
F2.1
F2.2
F2.3
F2.4
F3.1
F3.2
F3.3
F3.4
C1.1
C1.2
C1.3
C1.4
C2.1
C2.2
C2.3
C2.4
P1.1
P1.2
P1.3
P1.4
P2.1
P2.2
P2.3
P2.4
P3.1
P3.2
P3.3
P3.4
P4.1
P4.2
P4.3
P4.4
L1.1
L1.2
L1.3
L1.4
L2.1
L2.2
L2.3
L2.4
L3.1
L3.2

% Revenue Growth

Degree of Reliability
(Hard Data
vs.Subjective)

Update Frequency /
Repeatable

Review and score all measurements used in your scorecard model

Graded Attributes

Balanced Scorecard Project

Quality Review of Metrics

L & G Objective (L3)

L3.3
L3.4

Instructions:
Rate each Measurement for these attributes on a scale of 1 to 5:
1. Update Frequency: Measurement can get updated on a regular basis; M for Monthly, Q for Quarterly, A for Annual, etc.
2. Degree of Reliability: Can you easily measure the performance objective or is it too subjective when it comes to measur
3. Encourages the right behavior: Measurements should not confuse, distort, or create the wrong performance behavior wi
4. Degree of Fit: Measurement fits with the culture and processes of Organization and flows well from Lower Level to Uppe
5. Degree of Support: Client has existing procedures and processes that can support the measurement (such as available
Maximum Score

25

20
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

80%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%

Lagging

Single or Index
Metric

Leading or Lagging

Overall
Grade

NonGraded
Attributes

Degree of Support /
Available Info

Degree of Fit with

Client's Culture

Encourages the
right behavior
3

Total
Points

Single

0
0

0%
0%

Quarterly, A for Annual, etc.

ve when it comes to measurability.
ong performance behavior within the Organization. Controllable?
well from Lower Level to Upper Level. (MACRO FIT - ORGANIZATIONAL)
surement (such as available data is in place)

Alignment Matrix

Vision

Strategic
Drivers
Organization
Measures
Critical
Levers
Critical
Processes

Measures

Tools

Mission

Values

Project Roster
Name

Project Intranet Web Site

Area

www.intranets.com

Location

Desk Phone

Cell Phone

Email