Day One

Introduction, overview and building of the Balanced Scorecard

• Balanced scorecard concept and origin
• Introduction to the examples, case study, small-group exercises, performance measurement software, and the performance scorecard toolkit
• Introduction to performance management and measurement
• Balanced scorecard history
• Reasons for undertaking a balanced scorecard project
• Similarities and differences among BSC and other performance systems
• Advantages of using BSC performance systems
• Contrast private sector and public agency use of scorecards
• Key questions the BSC seeks to answer
• Sample BSC performance measures
• The Nine-Step Methodology for building and implementing a balanced scorecard project
• Meeting the challenges of scorecard systems
• Indicators of successful projects
• Using an organisational assessment to set vision, mission, and strategy
• Identify customer groups and develop the Customer Value Proposition

Case studies and examples will be selected from among several commercial, public sector and not-for-profit organisations that use the balanced scorecard for strategic management.

Day Two

Building the Balanced Scorecard (continued)

• • Strategic objective development
  • Strategy mapping — develop cause-effect relationships among the objectives
  • Derive Strategic Performance Measures, Targets, and Thresholds
  • Develop Strategic Initiatives Define Criteria for Selecting Initiatives

Day Three

Implementing the Balanced Scorecard and next steps

• Implementation planning
• Aligning strategy and work throughout the organisation
• Collect, verify and validate performance data
• Transforming data into information
• Software options for managing performance information
• Developing an internal and external communication plan
• Cascading the scorecard throughout the organisation
• Employee motivation
• Linking strategy to resource decisions
• Linking performance to rewards
• Scorecard roll out, training, and change management
• Using performance information to improve organisation performance
• Integrating the scorecard with other enterprise management systems
• Integrating the scorecard

Day Four

Advanced Strategic Foundations, objective, strategy map development and performance management

• Common Evaluation and Assessment challenges
• Case Study Exercise: use various small group facilitation techniques to identify case study scorecard development issues and problems
• Short review of Steps One, Assessment, and Two, Strategy, of the Nine Steps to Success
• Analysing, identifying and correcting poor strategic foundation design
• Migrating from other planning models to the balanced scorecard
• Various pitfalls associated with poorly designed strategic themes and perspectives
• Case Study Exercise: Revise poorly designed strategic foundation elements
• Strategic Objective and Strategy Map Best Practices
• How to facilitate the correction of poorly designed objectives and strategy maps
• Case Study Exercise: Revise poor strategic objective and strategy map design and development facilitation
• How to use several frameworks, such as the Logic Model, the Decision Model and the Critical Question model, to develop a family of potential measurements for each objective
• Identification and correction of problems associated with poorly selected measurements
• Exercise: Practice using the logic model to develop meaningful measurements for various objectives

Day Five

Measurement Definition, Implementation and Visualisation
Strategic initiative prioritisation and management
Advanced Scoring and Alignment
Managing and sustaining the Balanced Scorecard

• Advanced measurement definition: ratios, frequency and accuracy requirements
• How to develop “roll up” measurements and indexes
• How to set targets and normalise data
• How to improve data visualisation
• Case Study Exercise: Identification and correction of poor measurement definition and visualisation
• Advanced strategic initiative prioritisation techniques
• Case study exercise: practice using a common initiative prioritisation technique
• How to build organisational alignment through advanced cascading techniques
• Advanced Tier 2 scorecard development
• How to build a pilot programme at the Tier 2 level without a Tier One level scorecard
• How to develop a Tier Three scorecard and align with an appraisal system
• Case Study Exercises: Refine Tier 2 scorecards and develop Tier 3 scorecards
• Day-to-day management with a Balanced Scorecard
• Performance-based budgeting
• Sustaining a Scorecard
• Strategy Management Office (SMO) roles and responsibilities
• Exercise: Develop a scorecard action plan for your organisation.