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    Performance Management Plan

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    محمد خطاب
    The document provides a project plan for developing a balanced scorecard and performance management system for a client. Key tasks include refreshing the strategic plan, developing a strategy map, defining measurements and targets, mapping initiatives to budgets, and building a reporting framework database. The project is scheduled to be completed by March 28, 2006 and led by Bill Praxton, CFO. Issues to be addressed include linking initiatives to budgets and the budgeting process.

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    Attribution Non-Commercial (BY-NC)
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    Performance Management Plan

    Uploaded by

    محمد خطاب
    100 views9 pages
    The document provides a project plan for developing a balanced scorecard and performance management system for a client. Key tasks include refreshing the strategic plan, developing a strategy map, defining measurements and targets, mapping initiatives to budgets, and building a reporting framework database. The project is scheduled to be completed by March 28, 2006 and led by Bill Praxton, CFO. Issues to be addressed include linking initiatives to budgets and the budgeting process.

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    The document provides a project plan for developing a balanced scorecard and performance management system for a client. Key tasks include refreshing the strategic plan, developing a strategy map, defining measurements and targets, mapping initiatives to budgets, and building a reporting framework database. The project is scheduled to be completed by March 28, 2006 and led by Bill Praxton, CFO. Issues to be addressed include linking initiatives to budgets and the budgeting process.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as XLS, PDF, TXT or read online from Scribd
    Download as xls, pdf, or txt
    100 views9 pages

    Performance Management Plan

    Uploaded by

    محمد خطاب
    The document provides a project plan for developing a balanced scorecard and performance management system for a client. Key tasks include refreshing the strategic plan, developing a strategy map, defining measurements and targets, mapping initiatives to budgets, and building a reporting framework database. The project is scheduled to be completed by March 28, 2006 and led by Bill Praxton, CFO. Issues to be addressed include linking initiatives to budgets and the budgeting process.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as XLS, PDF, TXT or read online from Scribd
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    You are on page 1of 9

    Project Plan

    Date of Report Name Start Date Jun 30, 2005

    

    Not started  On Plan  Complete  Issues

    Client Performance Management System 10/1/04 End Date

    Sponsor 3/28/06

    Bill Praxton, CFO

    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

    Deliverables

    Lead

    1. Refresh the Strategic Plan


    1.1 1.2 1.3 Review current strategic planning documents and determine if the current plan is appropriate for the Balanced Scorecard Prepare for Strategic Planning Off-site Strategic Planning working group to develop draft revised Strategic Plan - See Planning Workshop Coordinator for more details Senior Leadership approves revised Strategic Plan Communicate Strategic Plan and Balanced Scorecard in printed and electronic format

    12/1/04
    11/15/04 2/1/05 3/22/05

    4/30/05
    3/31/05 4/15/05

     
    1) Kick off meeting of technical group

    1.4

    After Phase 3 1) Strategic Plan booklet 2) Strategy Map Draft

    1.5

    After Phase 3

    2. Strategy Map / Strategic Plan


    2.1 Preliminary Draft Map with no extras for Gap Analysis only Isolate holes / gaps between draft strategic plan vs. Draft Strategy Map Make revisions to lower level objectives in Draft Strategic Plan and fill-out Strategy Map for all components - themes, narrative add-on's and complete cause-effect flows. Approval of Revised Strategic Plan and Final and Complete Strategy Map Develop Communication Plan for Strategic Plan Launch Action Plan Steps for Strategic Plan with Strategy Map Centralize feedback and comments for next planning cycle. Collect and recommend for next planning session cycle.

    3/1/05
    3) Very Basic Strategy Map 4) Gap Analysis Results and recommendations to fill out SPlan 5) Revised Strategic Plan 6) Revised Strategy Map

    2.2

    2.3

    2.4 2.5

    May have to schedule at joint leadership off-site

    7) Briefing Session 8) Communication Plan

    2.6

    May require meetings and other events per the Communication Plan

    9) Action Plan for Communication Plan

    2.7

    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 Quality control review to refine and improve complete measurement approach for client Extend each objective on the Strategy Map into one to three performance measurements Solicit input and feedback from functional leads and line and staff personnel Establish a set of targets in accordance with operational goals that are linked to the Strategic Plan Identify initiatives and projects related to execution of each objective. Extend the Map Prototype test Scorecard Model for data points that use existing measurement data Make sure model is tight / fits across all components 11) Performance measurement training, tools, methodology Final set of tools to development enterprise wide performance measurements Follow the methodology and training Revised set of performance measurements Targets for each measurement Scorecard Model

    3.2

    3.3 3.4 3.5 3.6 3.7

    DRAFT

    Page 1 of 3

    Project Plan
    Date of Report Name Start Date Jun 30, 2005

    

    Not started  On Plan  Complete  Issues

    Client Performance Management System 10/1/04 End Date

    Sponsor 3/28/06

    Bill Praxton, CFO

    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

    Deliverables

    Lead

    3.8

    Complete a comprehensive measurement template for database development

    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 Link the Initiative / Projects within the Scorecard Model to the Budgeting Process Identify gaps and short coming with linking and make recommendations to improve Cross walk all major initiatives against the Strategic Objectives - Pareto Chart the initiatives / projects Work back upstream from initiatives / projects not linked and document any missing lower level objectives in strategic plan and / or strategy map Recommended Changes to Link Processes Together Extended Scorecard Model ensures execution of the Strategic Plan Extended Scorecard Model

    4.2

    4.3

    4.4

    Graph of what should get resourced vs. what should not

    4.5

    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 Align and link lower level components by through objective setting - upper to lower by organizational level / reporting units Assign performance measurements for lower level objectives. Index across common reporting units for the same objective. Complete a comprehensive measurement template for database development for this reporting level (lower objectives) 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 See other similar models from other performance management projects Visual prototype framework for review

    5.2

    5.3

    5.4

    5.5 Prototype test and revise database design of Balanced Scorecard System - (ESMS 5.6 5.7 Roll out test modules at pilot sites - flush out lessons learned and update IT Plans Cascade and development plan for Enterprise Strategic Management System (ESMS)

    ESMS Design and Development Plan

    Baseline End Date

    3/28/06
    Status

    Major Issues
    Item No. 1 Description Comments

    DRAFT

    Page 2 of 3

    Project Plan
    Date of Report Name Start Date Jun 30, 2005

    

    Not started  On Plan  Complete  Issues

    Client Performance Management System 10/1/04 End Date

    Sponsor 3/28/06

    Bill Praxton, CFO

    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

    Deliverables

    Lead

    DRAFT

    Page 3 of 3

    All Measurements Used in the ESMS Database


    PM # Performance Measure BSC Framework Strategic Goal or Objective per Major Organizational Unit Function / Dept / Sub Group BSC or Strategic Plan Service or Product Line (if applicable) Type of Measure Measure Justification Definition Data Elements To Be Collected Data Source Data Collection Frequency D/W/M/Q/SA/A PM Calculation Formula Actual FY 03 Actual FY 04 Green Standard Amber Standard Red Standard

    Definition

    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?

    Is this measure a Customer, Process, Learn & Grow or Resources measure based on the BSC framework?

    Insert major goals or objectives in this box as a reference in completing this template

    Insert a list of the major organizational unit names in 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

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

    Why are we using this metric?

    How do we define this measure?

    What are the data elements Where does the data for caclulating the measure? reside?

    How frequently should the data be collected?

    What is the formula for calculating the measure?

    What is the actual What is the actual result of this measure result of this measure for the Year 2003? for the Year 2004?

    What is the Green Threshold?

    What is the Amber What is the Red Threshold? Threshold?

    1 2 3 4 5 6

    1 of 2

    All Measurements Used in the ESMS Database


    PM # Performance Measure Primary Functional POC Data Available? Notes

    Definition

    What is the PM number for What metric(s) should we use to Who is the primary owner referencing. Could be LMR # or measure whether we have met our for the measure and their a unique number for local requirements? email address? metrics?

    Y/N

    Are there any additional notes regarding the measure?

    1 2 3 4 5 6

    2 of 2

    Encourages the right behavior

    Degree of Reliability (Hard Data vs.Subjective)

    Update Frequency / Repeatable

    Leading or Lagging

    Graded Attributes

    Degree of Fit with Client's Culture

    Review and score all measurements used in your scorecard model 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 L3.3 L3.4 % Revenue Growth

    Total Points 5 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 0 0

    Overall Grade 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% 0% 0%

    Lagging

    Single

    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)

    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 measurability. 3. Encourages the right behavior: Measurements should not confuse, distort, or create the wrong performance behavior within the Organization. Controllable? 4. Degree of Fit: Measurement fits with the culture and processes of Organization and flows well from Lower Level to Upper Level. (MACRO FIT - ORGANIZATIONAL) 5. Degree of Support: Client has existing procedures and processes that can support the measurement (such as available data is in place) Maximum Score 25

    Single or Index Metric

    NonGraded Attributes

    Balanced Scorecard Project Quality Review of Metrics

    Degree of Support / Available Info

    M H

    M M

    Alignment Matrix

    Vision

    Mission

    Values

    Strategic Organization

    Critical

    Critical

    Measures

    Tools

    Project Roster
    Name Area Location Desk Phone Cell Phone Email

    Project Intranet Web Site

    www.intranets.com

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