Performance Management Using the Balanced Scorecard Approach

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Performance Management Using the Balanced
Scorecard Approach

• Office of Quality Management
• Office of Research Services
• National Institutes of Health
• May 2004

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• For more information on Performance Management in
  the Office of Research Services
• http//www.nih.gov/od/ors/od/oqm/pm/index_pm.htm
• Or Contact
• Amy Culbertson
• Culberta_at_ors.od.nih.gov
• [phone]
• Acknowledgments
• This training was developed by the Balanced
  Scorecard for Government, Inc., in collaboration
  with the Office of Quality Management.

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Training Objectives

• Understand the ORF/ORS history with Performance
  Management
• Review the basics of the Balanced Scorecard (BSC)
  approach
• Understand the Role of the PMP Teams
• Become familiar with the ORF/ORS Performance
  Management Plan (PMP)
• Understand value propositions and strategy
  statements
• Review how to develop objectives for the four BSC
  perspectives
• Learn how to link objectives through strategy maps

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ORF/ORS History with Performance Management
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Performance Managements Roots in ORF/ORS

• Started with ORS Leadership and the theme of how
  do we demonstrate to customers that we are
  providing good value
• They are getting what they pay for
• We are matching demand with needs
• Under Deputy Directors guidance, applied
  simplified concept of ABC to our organizations
• Two day retreat occurred in which the first
  Services Hierarchy was established
• Provided framework to describe the services we
  deliver to NIH
• Help us cost from inputs to outcomes
• Then needed a way to track how we are doing
• Started with the Service Area Reviews (SARs)
• Subset of service providers presented review of
  their operations every three years

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Performance Managements Roots in ORF/ORS

• Germ for more frequent measurement and
  improvement came from discussions between the NIH
  Associate Director for Research Services and the
  OQM Director, and a subsequent trip to London to
  the Defense Evaluation Research Agency
• Science and engineering organization in England
  that is similar to ORS
• They would meet with customers annually to
  evaluate how they did on their objectives, review
  their plans for the future
• Managers were rewarded based on their
  accomplishments
• Came back and decided to do what was known as the
  Annual Self Assessments (ASA) here
• Began as a pilot in April 2001 with just 1/4 of
  the discrete services
• Held the first conference in October 2001
• Modified approach based on customer inputs and
  organization needs
• Went to organization-wide implementation in FY02
• All 42 Service Groups involved in the effort
• All groups presented at the second conference in
  November 2002
• Organization-wide implementation continued during
  the next year (Jan 2003 - Jan 2004)
• All ORS and ORF Service Groups were involved in
  the effort
• Some new groups formed due to changes in the
  Services Hierarchy
• One-third of the Groups presented at the third
  conference in January 2004

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Performance Management Timeline
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The Performance Management Process and Continual
Improvement (P-D-C-A cycle)
New teams are here
ACT
PLAN
Step 1 Review/ Establish PMP
Step 4 Implement Change
Step 2 Develop/ Enhance Measures
A few are here
DO
CHECK
Step 3 Measure Analyze
Most teams are here
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Purpose of Performance Mangement

• Implement a culture in ORF/ORS that manages and
  improves through the use of performance data
• Gauge extent to which we are delivering what
  customers want and need
• Use data to make process improvements
• Plan how to invest in people and tools to be
  innovative and competitive
• Understand reasons for change in costs and
  funding needs
• Making funding allocation decisions based on
  data-based business case

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Performance Management - Whats in it for me?

• Provides opportunities to better understand your
  mission/function/job
• Gives you tools to accurately assess your
  customers needs, satisfaction, and know how to
  improve service delivery to them
• Provides opportunities to influence operational
  processes and decisions
• Encourages addressing issues related to
  cross-functional service delivery that can cause
  grief for all involved
• Provides a vehicle to showcase what you do and
  the value you deliver to NIH customers
• Strives to integrate the budgeting process with
  future program needs based on data so you have
  the resources you need
• Increases your skills in strategic planning,
  performance measurement, data collection/analysis,
  and process improvement
• Provides an opportunity to best prepare your area
  for competitive sourcing initiatives that may
  impact you

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Basics of the Balanced Scorecard (BSC) Approach
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Who made this up?

• Dr. Robert Kaplan and Dr. David Norton
• Research at Harvard University
• Research showed that organizations were
• Placing too much emphasis on financial measures -
  (not in balance)
• Downsizing to address short-term financial
  problems - (reactive not proactive)
• Responding to Wall Street analysts, not customers

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What is a Balanced Scorecard?

• A structured way to look at our organization (a
  set of lenses)
• A simplified way to tell story
• Structure (rules of thumb)
• 4-5 perspectives
• 3-4 objectives per perspective
• 2-3 measures per objective
• 3-5 initiatives per objective

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What is a Balanced Scorecard? (cont.)
At the highest level, it is a framework that
helps organizations translate strategy into
operational objectives that drive both behavior
and performance.
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The Balanced Scorecard Framework
How do we exceed Customer/stakeholder
expectations?
What do our customers/ stakeholders look for in
financial results?
What process do we need to improve to fulfill
these expectations?
What skills, tools, and culture are required to
perform these processes?
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The Balanced Scorecard for Your Organization
How do we exceed Customer/stakeholder
expectations?
What do our customers/ stakeholders look for in
financial results?
What process do we need to improve to fulfill
these expectations?
Strategy
What skills, tools, and culture are required to
perform these processes?
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Why do we need to do this?
Todays Organizations Are Expected to Be

• Competitive (sourcing)
• Accountable
• Customer-friendly
• Fiscally responsible

External world is highly unstable so planning
systems must deal with uncertainty
1. Strategy is a hypothesis. 2. Strategy is a
dynamic process. 3. Strategy is everyones
job. 4. Organizations are systems that must
sense, experiment, learn, and adapt. 5. Strategy
is an articulation of the direction we want to
take an organization.
Structure Is Strategy
Adapted from Planning Is Dead, Long Live
Planning, Jos. Fuller, Across the Board, March
1998.
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What Roles Do the PM Teams Play?

• Team Leader - a manager or senior member of your
  staff who takes the responsibility for applying
  PM in the organization
• Team Members - typically 4-8 staff members who
  understand the complexities of your current work
  environment. Team members provide functional
  expertise to assist the team leader in
  development and implementation of your PMP
• Consultant - Either OQM staff or contractor
  assigned to each team to provide technical
  assistance and coaching on the process, tools and
  methodology
• OQM Staff In addition to provide consultation
  to teams, OQM assists teams at key points during
  development and implementation, and interface
  with Senior Management on the overall progress of
  the PM effort.

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The ORF/ORS Performance Management Plan (PMP)
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What is the PMP?

• The Performance Management Plan (PMP) is your
  business roadmap
• Lists the name of your Service Group and Discrete
  Services from the Services Hierarchy maintained
  by OBSF
• Describes your value to the NIH
• Defines how you implement your value (your
  strategy)
• Highlights your performance objectives
• Identifies how you measure achievement on
  objectives
• Lays out targets for delivering performance

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The PMP Template
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Note Page 2 of the PMP.
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Value Proposition and Strategy Statements
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Value Proposition

• The Value Proposition should be established with
  the Research Community in mind and should be
  derived using the following formula
• Value Product and/or service attributes image
  relationship
• The value proposition should establish why we do
  what we do, and what impact does it have on the
  community for whom we provide our services.

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What is the value propositionfor your Service
Group?

• What is the contribution that we make to the NIH
  Research Community and other interested parties?
• Customers
• Stakeholders
• It is a theory that must be tested

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First, you must consider Who are our customers?

• Customers
• Are the recipients of our goods and services
• Are the direct beneficiaries
• May also be stakeholders

• Stakeholders
• Influence budget, funding, and resource
  allocations
• Are alter egos of customers
• Fill a stewardship or regulatory role

Note Customer segmentation data should clarify
your customers/stakeholders.
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EXAMPLE

• Stakeholders
• ORS Advisory Committee
• IWG and MBWG
• FARB
• DHHS
• OMB/GAO/Congress
• OSHA
• JCAHO/AAALAC

• Customers
• The NIH Institutes
• ORS program managers
• ORS service providers
• ORS administrators

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Why do we distinguish stakeholders from other
customers?

• Stakeholders have different issues
• Need different approach
• Stakeholders can increase or decrease funding
  (regardless of how customers feel)
• Stakeholders can formulate or influence policy
• Customers and stakeholders may each value
  something different

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What do customers really want?

• What value do we provide to customers?
• What would happen to customers if we were no
  longer around?
• How much are customers willing to pay for our
  products/services?
• What is our obligation to customers?
• What can we do to ensure their support?
• What can we do to better educate them?

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What do stakeholders really want?

• What do our stakeholders value?
• How does what they value differ from what our
  customers value?
• What is our obligation to stakeholders?
• What can we do to ensure their support?
• What can we do to better educate them?

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The Value Proposition
EXAMPLE
Generic Model ? The value proposition should
establish why
Value (Product / Service Attributes)
Image Relationship
Example Federal Agency
Product/Service Attributes
Image
Relationship
Personal Relationships (Customers)
Accessible (Services)
Consistent (Products)
Dedicated (People)
Professional (Staff)
Service Oriented (Employees)
VALUE PROPOSITION STATEMENT
We bring value to NIH by providing our customers
with convenient, accessible, and consistent
services to ensure that visiting scientists
acquire the required visas in the least amount of
time at the best price to the agency.
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What value do we offer our customers/stakeholders?

Why are you in business?
Value (Product / Service Attributes)
Image Relationship
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Type your Value Proposition on your Performance
Management Plan (PMP)
Type in value proposition (VP) here.
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What is strategy?
Think of Strategy as a Way to Get to Your
Destination
Strategy
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The BSC Provides Structure and Context for
Effective Strategic Management
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Strategic Management Is Based Upon a Double
Loop Learning Approach
The Strategy
Financial Perspective
StrategicFeedback Learning
Customer Perspective
Internal Perspective
test the hypotheses
update the strategy
Learning Perspective
Strategic Learning Loop
Balanced Scorecard

• Strategic Objectives
• Financially Strong
• Delight the Consumer
• Win-Win Relationship
• Safe Reliable
• Competitive Supplier
• Motivated Prepared

• Strategic Measures
• Return of Capital Employed
• Mystery Shopper Rating
• Dealer/Pioneer Gross Profit Split
• Manufacturing Reliability Index
• Days Away from Work Rate
• Laid Down Cost vs. Best Competitive Ratable
  Supply
• Strategic Competency Availability

Financial
Cust
result
corrections
Internal
LG
Operational Control Loop
Performance
Initiatives Programs
output
input
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Ways to Characterize Strategy

• Michael Porter (author of Competitive Strategy
  )says there are three general ways to
  characterize strategy in organizations
• Operational Excellence
• Customer Intimacy
• Product Leadership
• Fee for Service Organizations should also think
  about where your business is in terms of
• Growth
• Sustain
• Harvest

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Operational Excellence Is Customer Service
Excellence
Your Service Attributes Your
Product Attributes

• Availability
• Responsiveness
• Convenience
• Competence
• Handling of Problems

• Cost
• Quality
• Timeliness
• Reliability

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Customer Intimacy Is Customer Quality
Relationships

• Understand their business
• Know their needs
• Provide complete solutions
• Quality of the relationship

• Empower them
• Share with them
• Our team knows their team
• Follow up and feed back

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Product Leadership is Customer Needs Filled With
New Solutions

• Open Mindedness (avoid Not Invented Here
  Syndrome)
• Service and products always state-of-art
• Creativity over formula
• Engineered for speed
• Knowledge management First initiative
• A budget for failure (Command of Capital)

• Culture for risk taking
• Entrepreneurial vs. bureaucracy
• Team player over experience
• Exist on limited planning and analysis
• Fast reaction times to conditions

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Indicate your Strategy on your PMP
Check which box best describes your strategy.
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Elaborate on Your Strategy

• Think more deeply about your strategy choices
• Write your own strategy statement
• May help to develop a strategy map
• What may help with expanding your thinking on
  strategy?
• What demands are the customers or chain of
  command placing on the Service Group?
• Are your customer demands for services changing
  dramatically?
• Has the environment changed to require new
  products/services, or service levels, from your
  group?
• Are there expectation for reduced unit cost?
• What is the future direction of your Service
  Group?

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Operational Excellence Strategy

• We will pursue our strategy of operational
  excellence by providing more timely information
  to our customers through automation. We will
  educate our customers regarding regulations and
  requirements through rigorous training programs.
  Our focus will be on enabling our professional,
  experienced staff to provide more dedicated
  customer-service time.

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Describe Service Group Strategy on your
Performance Management Plan (PMP)
Describe your strategy here.
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How to Develop Objectives for the Four BSC
Perspectives
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From Strategy to Objectives..
Next, our focus will be on crafting the
objectives. Objectives should enable the
achievement of your value proposition and
strategy.
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Objectives
Objectives are a means to achieve your value
proposition and strategy.

• Perspective
• Customer
• Internal Business Process
• Learning and Growth
• Financial

• Information Needed
• Customer/stakeholder segmentation, value
  proposition and strategy
• Process maps, process data, value proposition and
  strategy
• Future needs of the customer and the
  organization, enablers (people, tools, culture)
  to get there, value proposition and strategy
• Customer demands for services/service levels,
  willingness to pay for services, funding levels
  available for Service Group, value proposition
  and strategy

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Crafting Objectives By Perspective
Customer
Internal Processes
Financial
Learning Growth
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Performance Objectives for the Customer
Perspective
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What Do Our Customers Really Want?

• (Outcome or end-state)
• What are we really trying to accomplish as a
  Service Group?
• What outcomes are we offering customers with our
  Service Group/Discrete Service offerings?
• What will our customer base look like 5-7 years
  from now?
• What will our customer needs be in the future?

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Customer Objectives
ORS and ORF EXAMPLE OBJECTIVES

• Provide integrated transparent access to the most
  relevant information via the most effective
  information sources for NIH researchers and staff
• Improve education of customers on portfolio of
  services offered by Events Management
• Be readily available to our customers to provide
  information, customer service, and resolve issues
  regarding transportation and parking services
• Improve communication with customers
• Meet customer needs by providing the right mix of
  specialized research support services
• Improve customers business decisions
• Improve as single-source contact on ORS-wide
  administrative processes
• Increase responsiveness to customers varying
  needs
• Increase customer satisfaction with our products
  and services

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Customer Objectives (cont.)
ORS and ORF EXAMPLE OBJECTIVES

• Improve response to customer requests
• Improve objectivity and neutrality in dealing
  with customer complaints
• Improve customers ability to make informed
  decisions
• Be indispensable in service quality
• Decrease the probability of weaponized vehicles
  from entering the NIH Bethesda campus
• Provide an environment that is safe and secure
  for personnel and others while at NIH facilities
• Provide a fire safe work environment for all NIH
  facilities
• Respond consistently and reliably to customers
• Improve availability and reliability of guidance
  and expertise

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Performance Objectives for the Internal Business
Process Perspective
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What is Your Value Chain?

• How do we get new demand? Where does it come
  from?
• What processes do we need to perform very well?
  (process maps)
• How do we complete the work? (deployment
  flowcharts)
• How do we deliver it to our customers?
• How can we improve our processes to meet
  attributes identified in the value proposition?

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Review Process Maps
EXAMPLE
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Internal Business Processes

• What is the value we offer to our customers?
• (How do we create value for our customers,
  stakeholders, employees) through our processes?
• What key processes do we need to focus on?
• What aspects of the processes are important
  (e.g., predictable performance, efficient, safe)

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What improvements can be made in our internal
processes?

• What do we need to do better to make our
  customers happy?
• Can we be more efficient or more effective at
  what we do?

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Internal Business Process Objectives
ORS and ORF EXAMPLE OBJECTIVES

• Maintain or improve turn around time for filling
  requests with accuracy
• Improve timeliness and accuracy of the scheduling
  process
• Increase benchmarking reviews to better
  understand competitors offerings and costs
• Hold Vendors Accountable (require regular
  inspections and reports setting goals to meet
  improvements decrease the gap between actual
  performance and goals set in contract)
• Improve quality and delivery of rate packages
• Accurately bill and pay for rent, leased space
  and membership services
• Adopt best practices and infuse new technology
• Improve vendor/contractor performance
• Improve access to information
• Increase consistency in the delivery of our
  products and services
• Adjust production capabilities to meet changing
  demands
• Increase timeliness of service
• Right the first time, every time. Be consistent.

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Internal Business Process Objectives(cont.)
ORS and ORF EXAMPLE OBJECTIVES

• Improve smooth transition of new automated
  systems
• Meet and/or exceed timeframes established by law
• Improve capability to handle fluctuation in
  service demand
• Refocus service offerings based on complaint
  patterns
• Rework service agreements into performance-based
  service contracts
• Improve service response time
• Provide quicker turn around time (complete
  cases faster)
• Improve effectiveness of radioactive waste
  pick-up scheduling process
• Increase the consistency in guard service
  delivery to minimize disruption to the NIH
  community
• Minimize the disruption of the NIH design and
  construction process while ensuring all
  fire-safety requirements are met
• Improve best value analysis through-out design
  and construction of facilities
• Improve coordination and timely updating of
  environmental and emergency plans
• Improve internal resources requirements planning

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Performance Objectives for the Learning Growth
Perspective
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Learning Growth

• The formula for this perspective is a function
  of
• People, Tools, and Climate
• Learning and Growth objectives are a function of
  future customer and organizational needs.

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The Learning Growth Perspective
What are the future needs of our Service Group in
terms of
Organization Learning Growth
ƒ
People
Tools
Climate
,
,
People, Learning Growth Categories
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What enablers will prepare us for the future?
EXAMPLE
Organization Learning Growth
ƒ
People
Tools
Climate
,
,
Typical Learning Growth Objectives
Skills Competencies
Knowledge Technology Assets
Climate for Action

• Engineering skills
• Training to required levels
• Program Management skills

• Technologies
• Databases
• Experience captured
• Best practices

• Leadership
• Alignment
• Results Oriented
• Teaming

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What do our employees need to help us achieve our
goals?

• What skills need to be addressed?
• What will the knowledge and skill needs be over
  the next 5-7 years?
• Do we need to train/recruit/contract out?

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Learning Growth Objectives
ORS and ORF EXAMPLE OBJECTIVES

• Support continuous, shared staff learning and
  improvement
• Increase sense of trust and partnership with
  customers
• Encourage a caring environment
• Invest and deploy technology solutions so that we
  are responsive to the transportation needs of the
  NIH community
• Cross train staff to ensure no interruption of
  services in the absence of a staff member
• Improve Institutional knowledge of customer
  business
• Maintain or enhance competencies for the future
• Increase knowledge of customer needs
• Improve accountability of workforce
• Increase technical competency of staff
• Increase staff participation in professional
  training
• Ensure high level of integrity among staff
  members

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Learning Growth Objectives (cont.)
ORS and ORF EXAMPLE OBJECTIVES

• Redistribute clerical work
• Improve communications among staff members
• Use innovative technology to enhance skills and
  improve performance
• Be experts in best practices for project analysis
  and quality assessment
• Build a climate of trust
• Be the benchmark for design and construction
  project services

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Performance Objectives for the Financial
Perspective
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Financial

• This perspective is typically composed of the
  following elements
• Funding (Revenue)
• Cost (expenses)
• Demonstrated savings
• What will our financial requirements be in the
  future?

It is always about the value we offer to the
organization.
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What do our financial stakeholders expect from us?

• Can we do this now?
• How can we contribute?
• Can we increase revenue?
• What cost savings can we realize?
• What obligation do we have in our spending
  activities?
• How do we manage the gap between customer demand
  and funding levels?

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Financial Objectives
ORS and ORF EXAMPLE OBJECTIVES

• Minimize unit cost for custom research assistance
  at a defined level of service ( of custom
  research jobs per budget)
• Minimize the unit cost for providing parking
  services on campus ( of assisted parked cars per
  budget)
• Maintain invoice processing costs (associated
  with leased properties) ( of invoices processed
  per budget)
• Minimize the unit cost for animal diagnostic
  services ( of submissions per budget)
• Minimize the unit cost of providing building
  security services on campus ( of
  visitors/employees per budget)
• Minimize unit cost of conducting preliminary
  background checks ( background checks per budget)

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Financial Objectives (cont.)
ORS and ORF EXAMPLE OBJECTIVES

• Achieve cost savings from reduced rework and
  reprocessing
• Lower ORS expenses through early intervention
• Invest in automation to lower our overhead costs
• Lower our lease costs
• Lower the square-footage requiring retro-fit
• Improve Customer's understanding of financial
  parameters of lease
• Avoid costly mistakes

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Generating and Finalizing Objectives

• New Teams..
• Recommend about 2 sessions with the Performance
  Management (PM) Team and your consultant
• Identify pool of objectives
• Narrow objectives to critical few in each
  perspective
• Consultant can lead team through use of
  identification and selection procedure to
  gather Teams input and consolidate the list of
  objectives
• Enter objectives onto the Service Groups
  Performance Management Plan (PMP)

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Enter Your Objectives on your Performance
Management Plan (PMP)- available on the web page
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Resist The Urge To Jump Ahead

• At this point most people jump into measuresand
  when they get there, they start listing all of
  the action items
• There is one last step before moving to measures

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Define Objectives
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Define Objectives (cont.)Common ORS Objectives
EXAMPLE

• Objective
• C1 Increase customer satisfaction
• F1 Minimize unit cost at a defined service
  level.

• Description
• C1 A relationship with the people we serve that
  increasingly promotes good will, repeat business,
  commendations, and minimal complaints.
• F1 Understanding the total dollar cost to
  provide measurable service and products at agreed
  upon terms in order to reduce these costs to
  levels that meet or exceed customer expectations
  of market prices.

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Define Objectives (cont.)Provide Quality
Improvement Services Objectives
EXAMPLE
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Summary

• This training has given you new information that
  your Team can use to develop your PM roadmap
• Value Proposition
• Strategy
• Objectives
• Customer
• Internal Business Process
• Learning and Growth
• Financial

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Linking Performance Objectives with the Strategy
Map
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Strategy MappingWhat is it????

• A pictorial representation of your whole strategy
  (how all of your objectives fit together)
• A way to decide which objectives are the most
  critical ones
• A tool that helps you validate your objectives
• A tool that can help you validate your measures
• A tool that can help you manage your strategy

81
Strategy Mappingthe way it works(We do it all
the time in our daily lives)
Strategy Buy a Car by this time next year
Happy Owner
The ultimate objective
82
Strategy Mappingthe way it worksWe do it all
the time in our daily lives
Strategy Buy a Car by this time next year
Happy Owner
Shop for best deal
Some work needs to be done first
83
Strategy Mappingthe way it worksWe do it all
the time in our daily lives
Strategy Buy a Car by this time next year
Happy Owner
Shop for best deal
Save
The resources must be available
84
Strategy Mappingthe way it worksWe do it all
the time in our daily lives
Strategy Buy a Car by this time next year
Happy Owner
Shop for best deal
Save
There may need to be a change in status to ensure
that the strategy can be realized
Get a Job
85
Strategy Mapping- An ORS Example
86
Strategy Map
Support foreign staff exchange program We bring
value to NIH by providing our customers with
convenient, accessible services to ensure that
visiting scientists acquire visas in the least
amount of time with the fewest problems, at the
best price to the agency.
If we invest in our people.
Learning Growth
L1 Give staff training
L2 Increase support staff
87
Strategy Map
Support foreign staff exchange program We bring
value to NIH by providing our customers with
convenient, accessible services to ensure that
visiting scientists acquire visas in the least
amount of time with the fewest problems, at the
best price to the agency.
We should be able to get better at managing our
resources
F1 Invest in automation
F2 Minimize Unit Cost
Learning Growth
L1 Give staff training
L2 Increase support staff
88
Strategy Map
Support foreign staff exchange program We bring
value to NIH by providing our customers with
convenient, accessible services to ensure that
visiting scientists acquire visas in the least
amount of time with the fewest problems, at the
best price to the agency.
Which should enable us to invest in improvements.
Internal Processes
Financial
I1 Improve our processes
F1 Invest in automation
I2 Provide Access to information systems
I3 Develop level of consistency
F2 Minimize Unit Cost
Learning Growth
L1 Give staff training
L2 Increase support staff
89
Which should help us make our customers happy.
Support foreign staff exchange program We bring
value to NIH by providing our customers with
convenient, accessible services to ensure that
visiting scientists acquire visas in the least
amount of time with the fewest problems, at the
best price to the agency.
Customer
Customer
C1 Quicker Turn around Time
C2 Better communication with and education of
Customers
Internal Processes
Financial
I1 Improve our processes
F1 Invest in automation
I2 Provide Access to information systems
I3 Develop level of consistency
F2 Minimize Unit Cost
Learning Growth
L1 Give staff training
L2 Increase support staff
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And help us to accomplish our strategy and ensure
our value.
Strategy Map
Support foreign staff exchange program We bring
value to NIH by providing our customers with
convenient, accessible services to ensure that
visiting scientists acquire visas in the least
amount of time with the fewest problems, at the
best price to the agency.
Customer
Customer
C1 Quicker Turn around Time
C2 Better communication with and education of
Customers
Internal Processes
Financial
I1 Improve our processes
F1 Invest in automation
I2 Provide Access to information systems
I3 Develop level of consistency
F2 Minimize Unit Cost
Learning Growth
L1 Give staff training
L2 Increase support staff
91
Summary

• Talked about how performance management started
  in ORS/ORF
• Covered the basics of the Balanced Scorecard
  approach
• Discussed the roles of Performance Management
  team members
• Reviewed the Performance Management Plan (PMP)
  that is your business roadmap
• Discussed how to develop a value proposition,
  strategy, and performance objectives
• Reviewed how to use the strategy map to show the
  relationships among your performance objectives