Project Plan

Date of Report Jun 30, 2005

Name Client Performance Management System

Start Date 10/1/04 End Date
Balanced Scorecard Design and Developme
Impact on
Item No Task Actual Start Tentative Completion Target Completion date &
Date Start Date (Actual vs. Status
Target)
1. Refresh the Strategic Plan 12/1/04 4/30/05
Review current strategic planning
1.1 documents and determine if the current plan 11/15/04 3/31/05
is appropriate for the Balanced Scorecard

1.2 Prepare for Strategic Planning Off-site 2/1/05 4/15/05

Strategic Planning working group to develop

1.3 draft revised Strategic Plan - See Planning 3/22/05
Workshop Coordinator for more details

1.4 Senior Leadership approves revised After Phase 3

Strategic Plan

Communicate Strategic Plan and Balanced

1.5 Scorecard in printed and electronic format After Phase 3

2. Strategy Map / Strategic Plan 3/1/05

Preliminary Draft Map with no extras for Gap
2.1 Analysis only

Isolate holes / gaps between draft strategic

2.2 plan vs. Draft Strategy Map

Make revisions to lower level objectives in

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

2.4 Approval of Revised Strategic Plan and Final

and Complete Strategy Map
Develop Communication Plan for Strategic
2.5 Plan

Launch Action Plan Steps for Strategic Plan

2.6 with Strategy Map
 Centralize feedback and comments for next
2.7 planning cycle. Collect and recommend for
next planning session cycle.

3. Measurements and Targets

Create measurement and target
3.1 development workplan complete with
templates and methodology

Quality control review to refine and improve

3.2 complete measurement approach for client

Extend each objective on the Strategy Map

3.3 into one to three performance
measurements
Solicit input and feedback from functional
3.4 leads and line and staff personnel
Establish a set of targets in accordance with
3.5 operational goals that are linked to the
Strategic Plan
Identify initiatives and projects related to
3.6 execution of each objective. Extend the Map

Prototype test Scorecard Model for data

3.7 points that use existing measurement data

3.8 Complete a comprehensive measurement

template for database development

4. Initiative Mapping and Budgeting

Extend Initiative and Projects that are part of

4.1 Scorecard Model into Action Plans or
document with existing plans

Link the Initiative / Projects within the

4.2 Scorecard Model to the Budgeting Process

4.3 Identify gaps and short coming with linking

and make recommendations to improve

Cross walk all major initiatives against the

4.4 Strategic Objectives - Pareto Chart the
initiatives / projects

Work back upstream from initiatives /

4.5 projects not linked and document any
missing lower level objectives in strategic
plan and / or strategy map
 5. Reporting Framework (Database)
Map and build a framework structure from
5.1 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
Prototype test and revise database design of
Balanced Scorecard System - (ESMS

5.6 Roll out test modules at pilot sites - flush out

lessons learned and update IT Plans
Cascade and development plan for
5.7 Enterprise Strategic Management System
(ESMS)

Major Issues
Item No. Description Comm
1

4
 Sponsor Bill Praxton, CFO
End Date 3/28/06

Design and Development Plan

Target Completion date & Comments Deliverables Lead

Status

Not started

On plan
1) Kick off meeting of
On plan technical group

On plan

1) Strategic Plan booklet

Issues 2) Strategy Map Draft

3) Very Basic Strategy Map

4) Gap Analysis Results and

recommendations to fill out
S-Plan

5) Revised Strategic Plan

6) Revised Strategy Map

May have to schedule at joint 7) Briefing Session

leadership off-site

8) Communication Plan

May require meetings and other 9) Action Plan for

events per the Communication Plan Communication Plan
Output from this step does not get 10) Feedback Collection
acted upon until next annual System and Reports
planning cycle.

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

Make sure model is tight / fits

across all components

Performance measurement
development template

Extended Scorecard Model ensures Extended Scorecard Model

execution of the Strategic Plan

Recommended Changes to
Link Processes Together

Graph of what should get

resourced vs. what should
not

Operating Plan / Sub

Objective Additions
 See other similar models from other Visual prototype framework
performance management projects for review

NOTE: The IT Design and Various automated tools,

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

ESMS Design and

Development Plan

Baseline End Date 3/28/06

ajor Issues
Comments Status
 All Measurements Used in the ESMS Database

PM # Performance Measure BSC Framework Strategic Goal or

Objective per BSC or
Strategic Plan

What is the PM number What metric(s) should we Is this measure a Customer, Insert major goals or
for referencing. Could use to measure whether Process, Learn & Grow or objectives in this box as a
be LMR # or a unique we have met our Resources measure based reference in completing
number for local requirements? on the BSC framework? this template
metrics?
Def
init
ion

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 Major Function / Dept / Sub Service or Product Type of Measure Measure
Organizational Unit Group Line (if applicable) Justification

Insert a list of the Insert a Link here to Insert the Operating Is this measure a Why are we using this
major organizational reference back a list of Area such as Product or 1) Strategic metric?
unit names in this box Functions / Service Line - To be 2) Operational
for reference in Departments and other used for Product 3) Tactical
completing this organizational units in Performance Analysis 4) Individual
template completing this
template
 Definition Data Elements To Data Source Data Collection
Be Collected Frequency
D/W/M/Q/SA/A

How do we define this What are the data Where does the data How frequently should
measure? elements for reside? the data be collected?
caclulating the
measure?
 PM Calculation Actual FY 03 Actual FY 04 Green Amber Red Standard
Formula Standard Standard

What is the formula What is the What is the actual What is the What is the What is the
for calculating the actual result of result of this Green Amber Red
measure? this measure for measure for the Threshold? Threshold? Threshold?
the Year 2003? Year 2004?
 Primary Data Notes
Functional POC Available?

Who is the primary Y/N Are there any additional notes

owner for the regarding the measure?
measure and their
email address?
 Update
Frequenc
Balanced Scorecard Project Graded Attributes y/
Repeatabl
Quality Review of Metrics e

Review and score all measurements used in your scorecard model

Financial Objective
(F1) F1.1 % Revenue Growth 4
F1.2
F1.3
F1.4
Financial Objective
(F2) F2.1
F2.2
F2.3
F2.4
Financial Objective
(F3) F3.1
F3.2
F3.3
F3.4
Customer Objective
(C1) C1.1
C1.2
C1.3
C1.4
Customer Objective
(P2) C2.1
C2.2
C2.3
C2.4
Process Objective
(P1) P1.1
P1.2
P1.3
P1.4
Process Objective
(P2) P2.1
P2.2
P2.3
P2.4
Process Objective
(P5) P3.1
P3.2
P3.3
P3.4
Process Objective
(P4) P4.1
P4.2
 P4.3
P4.4
L & G Objective (L1) L1.1
L1.2
L1.3
L1.4
L & G Objective (L2) L2.1
L2.2
L2.3
L2.4
L & G Objective (L3) L3.1
L3.2
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 measurability.
3. Encourages the right behavior: Measurements should not confuse, distort, or create the wrong performance behavior within the O
4. Degree of Fit: Measurement fits with the culture and processes of Organization and flows well from Lower Level to Upper Level. (
5. Degree of Support: Client has existing procedures and processes that can support the measurement (such as available data is in p

Maximum Score 25
Degree of
Reliabilit Encourag Degree of Degree of Leading Single or
y (Hard es the Fit with Support / NonGraded Attributes or Index
Data right Client's Available Lagging Metric
vs.Subject behavior Culture Info
ive)

Total Overall
Points Grade

4 3 4 5 20 80% Lagging Single

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rterly, A for Annual, etc.

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