Balanced Scorecard and

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Balanced Scorecard and Project Management
Processes
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Session I Balanced Scorecard
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Session I Agenda Developing and using a Balanced
Scorecard

• Description of a Balanced Scorecard (BSC)
• Components of the BSC
• Break-out session to discuss examples of
  strategies
• Reports/discussion from break-out groups
• Steps to develop a BSC
• Break-out session to discuss examples of measures
• Reports/discussion from break-out groups
• Alignment from SEA to LEA to School the
  Virginia School Turnaround Program

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An organizationachieves success in its goals and
excellence in its operations not by good fortune
or hard work, but by focused effort on the right
things.
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Aligned Management Systems

• Strategic Planning- Balanced Scorecard
• Project Management/Plan Management Oversight
  Committee
• Senior Management Appraisal System
• Budget Alignment

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What is a Balanced Scorecard?

• An approach to strategic management developed in
  the early 1990's by Drs. Robert Kaplan (Harvard
  Business School) and David Norton.
• Recognizing some of the weaknesses and vagueness
  of previous management approaches, the balanced
  scorecard approach provides a clear prescription
  as to what companies should measure in order to
  balance the financial perspective.

Taken from the Balanced Scorecard Institute
Website
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What is a Balanced Scorecard?

• The balanced scorecard is a management system
  (not only a measurement system) that enables
  organizations to clarify their vision and
  strategy and translate them into action.
• It provides feedback around both the internal
  business processes and external outcomes in order
  to continuously improve strategic performance and
  results.
• When fully deployed, the balanced scorecard
  transforms strategic planning from an academic
  exercise into the nerve center of an enterprise.

Taken from the Balanced Scorecard Institute
Website
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The Scorecard Is Balanced Across Four Perspectives
Mission
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It All Starts With the Vision and Mission

• Mission
• North Carolina's public schools will create a
  system that will be customer driven with local
  flexibility to achieve mastery of core skills
  with high levels of accountability in areas of
  student achievement.

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The Management Systems work together to create a
cohesive whole
Results
Aligned and Continuously Improved DPI Products
Services
Methods, Tools, Teams, Continual Improvement
Appraisal System
Clear Direction - Values, Vision, Mission, Goals
DPI Budget
Projects and Initiatives
Balanced Set of Department Measures and Targets
Department Strategies for Meeting the Plan
State ABCs Strategic Plan
Alignment of Instruction and Management Functions
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A Balanced Scorecard Contains These Elements

• Mission and Vision Why you exist as an
  organization and what you want to become.
• Goals - What end results you want to achieve.
• Strategies and Strategic Objectives How the
  results will be achieved.
• Measure - What it looks like when you have
  successfully implemented the strategic
  objectives. These are key performance
  indicators that show achievement of goals and
  objectives.
• Target - An objective-specific goal (linked to
  baseline data), which represents outstanding
  achievement for related measures.
• Initiative or project clearly scoped work
  effort that has discernable beginning and end,
  ensures the objectives are met and is a key
  budget driver.

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Department of Public Instruction Balanced
Scorecard Project List
Strategic Priorities High Student Performance
Healthy Children in Safe, Orderly
Caring Schools Quality Teachers, Administrators,
and Staff Strong Family, Community, and Business
Support Effective and Efficient Operations
Balanced Scorecard Categories Customer/Stakeholde
r Budget/Financial HR Learning and
Growth Internal Business Process
Core Business primary strategy Provide
leadership and services in curriculum,
instruction (including school reform) and other
support areas to local education agencies (LEAs)
to ensure that each student achieves at a high
level and graduates.
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Example from goal to strategy to objective to
project (initiative)

• Goal Student Achievement
• Strategy Strong central support for defining
  curriculum, A program, quarterly assessments and
  providing rapid support teams
• Strategic Objective Provide a strong, centrally
  driven curriculum and instructional process
• Measure Student assessment results percent at
  grade level or above
• Target 95 by 2010
• Project Academic Excellence Project for
  Elementary, Middle and High Schools

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Example from goal to strategy to objective to
project (initiative)

• Goal Equity
• Strategy Establish standards, measure schools
  against standards, allocate resources by formula
• Strategic Objective Each school has equitable
  inventory of resources
• Measure of schools at standard for technology
• Target 100 by 2005
• Project Instructional Computers and Professional
  Development Project

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Break-out Session

• Develop another example for Goal, Strategy and
  Strategic Objective
• Goal
• Strategy
• Strategic Objective

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Strategy Map

• A strategy map is a method of viewing the key
  strategies and objectives for moving an
  organization toward a new vision for the future.
  
• It does not capture all of the strategies only
  the critical few.
• A strategy map also shows how the strategies
  align with and support each other.

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HIGH STUDENT ACHIEVEMENT
Strategy Map
1.2 Provide assistance to schools and LEAs
1.1 Improve curriculum
1.4 Develop programs to promote health and
safety
Service
1.8 Support schools LEAs having well
trained/prepared administrators.
1.7 Support students having well
trained /prepared teacher
1.6 Promote family support
3.1 Implement a plan for professional growth
for DPI
1.3 Increase customer sat. stakeholder
confidence
4.1 Improve align ABCs program
3.2 Promote DPI employee satisfaction
Leadership
4.2 Implement refine a technology infrastructu
re
2.1 Obtain align resources
1.5 Partner with external groups
Balanced Scorecard Categories Customer/Stakehold
er Budget/Financial HR Learning and
Growth Internal Business Process
4.3 Implement a system of accountability for
improving measuring DPI
Accountability
4.4 Improve data management
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What Is A Good Measure?
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What Is A Good Measure?
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What is a Good Target?

• Targets should provide direction for action,
  represent continuous improvement and motivate
  employees toward a stretch objective.
• Determine near-term targets and long-term targets
  and review them each year.
• Ask would I be proud of results?
• Ask would I bet on the end result?
• Ask will I be able to sell my manager on this
  target?

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What is a Good Baseline?

• Existing available data reflecting current level
  of performance for related measures. Serves as a
  starting point for reaching target levels of
  performance.
• Caution A baseline is not always at standard.
• A baseline may be below standard.
• Make sure your data has integrity.
• Consider where you should aggregate or
  disaggregate particular information.

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Steps to develop a BSC

• Step 1 self assessment, short and long term
  goals, identify champion and BSC team
• Step 2 identify strategies
• Step 3 develop strategic map
• Step 4 finalize strategic objectives
• Step 5 develop measures
• Step 6 identify projects (initiatives)

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Department of Public Instruction Balanced
Scorecard Project List
Strategic Priorities High Student Performance
Healthy Children in Safe, Orderly
Caring Schools Quality Teachers, Administrators,
and Staff Strong Family, Community, and Business
Support Effective and Efficient Operations

Balanced Scorecard Categories Customer/Stakeholde
r Budget/Financial HR Learning and
Growth Internal Business Process
Core Business primary strategy Provide
leadership and services in curriculum,
instruction (including school reform) and other
support areas to local education agencies (LEAs)
to ensure that each student achieves at a high
level and graduates.
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Break-out Session

• Complete the earlier example by adding a Measure,
  Target and Project
• Goal
• Strategy
• Strategic Objective
• Measure
• Target
• Project

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Darden/Curry School/District Turnaround Process

• Our Goal To create a school/district turnaround
  process that merges two sets of time-tested and
  research-based strategies
• Research based strategies from the education
  community that improve student achievement.
• Strategies from the private sector business
  community related to leadership, management,
  planning and measurement (balanced scorecard),
  corporate turnaround and project management.

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Instructions Replace each TBD with specific
targets before the start of the school year.
Involve the school leadership team in this
process. Where an N/A is shown, there is no
target to be set. At the end of each quarter,
fill in the Actual spaces with the results
obtained.

• School Turnaround - Balanced Scorecard
• Goal Meet AYP targetsalanced Scorecard
  Categories
• Student Performance
• School/Community Perspective
• Learning and Growth
• School Process

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Questions?
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Session II Project Management and Plan
Management Oversight Committee (PMOC)
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Session II Agenda Project Management Process

• Characteristics and roles of a Project Management
  Process and Project Management Oversight
  Committee (PMOC)
• Definitions and overview of the process and tools
  for phase I and II
• Example of a project charter
• Break-out session to develop a project charter
• Definitions and overview of the process and tools
  for phase III and IV
• Break-out session to develop a project schedule
• Role of the PMOC

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An organizationachieves success in its goals and
excellence in its operations not by good fortune
or hard work, but by focused effort on the right
things.
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Management Systems to Align with the Balanced
Scorecard

• Strategic Planning
• Project Management/Plan Management Oversight
  Committee
• Senior Management and Principal Appraisal
• Budget Alignment
• Continuous Improvement Process

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Its About Execution (Work Tracking and
Monitoring)
WHY?
WHAT?
HOW?
Monitoring
ABC Strategic Priorities 1 High Student
Performance 2 Healthy Students in Safe, Orderly
Caring Schools 3 Quality Teachers,
Administrators Staff 4 Strong Family, Business
Community Support 5 Effective Efficient
Operations
Budget Process Allocation
Processes
Action Plans (Project Plans, Initiatives,
Department Work Plans)
Balanced Scorecard (Operational Plan)
Performance Management Process
Project Management Process
Outcomes
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Why have a Project Management Process?

• Project management tools ensure clarity of scope
  and expectations for the project team.
• Delivery on schedule, on budget with 100
  accuracy for every project requires structure and
  tools.
• Common terminology and formats will help the PMOC
  to oversee the many projects required by The BSC.

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Project Management Work Environment
Stakeholders Project Management Oversight
Committee
Primary Customers (Districts Schools)
Sponsor
Project Manager
Managers Controlling Resources
Colleagues
Project Team
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The Project Management Process
The following diagram represents the Wachovia
project management process which has been adapted
for use in education. Each phase is critical to
the success of the project.
Project Definition
Project Framework
Project Planning
Project Implementation
Communications, Issue Resolution, and Change
Control
Project Finance Estimation and Tracking
This process has been adapted from Wachovias
project management process.
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Project Definition Phase

• Purpose
• Describe projects purpose and requirements.
• Confirm the projects importance.

Project Definition
1. Describe the project in terms of business need
or problem to be addressed. 2. Identify project
sponsor and project manager. 3. Identify the
preliminary scope in terms of desired results and
specific deliverables.
Project Plan
Project Approval Matrix
4. Review the importance of the project with the
PMOC. 5. Obtain approval of the purpose and scope
from the PMOC.
A clear path is evident when you begin with the
end in mind.
- Stephen Covey
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Project Framework Phase

• Purpose
• Finalize project scope.
• Document assumptions.
• Identify key milestone dates.
• Identify resources required.
• Assess project risks.
• Obtain approval to proceed.

1. Finalize project scope (desired results and
specific deliverables) 2. Identify projects or
initiatives that may impact or be impacted by the
success of this project. 3. Document the
assumptions that are used in defining the project
and laying out the milestone schedule. 4. Identify
key milestones and the associated
dates. 5. Identify the costs of the project (as
appropriate). 6. Identify resources (ie.,
staffing, funding) required and the amount of
time needed. 7. Review Plan with project sponsor
for approval. 8. Review Plan with Project
Management Oversight Committee (PMOC) and assess
the project risks. 9. Obtain approval from the
PMOC to proceed.
Project Plan
Project Approval Matrix
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Project Planning Phase

• Purpose
• Schedule work.
• Assign responsibilities.
• Avoid future problems.

Project Scheduling Tool Note Tools used in this
phase may vary.
1. Determine all project tasks and the optimum
sequence of their completion. 2. Finalize
resource assignment by assigning a person to each
task. 3. Assign a start/finish date for each
task. 4. Develop contingency plans. 5. Review
Project Schedule with the sponsor.
Planning is the process of outguessing and
outsmarting failure.
- Robert D. Gilbreath
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Project Implementation Phase

• Purpose
• Deliver the value of the project.
• Produce deliverables to meet the projects
  desired results.

Project Implementation
Execute Plan
Progress Tracking
Mobilization
Completion Final Assessment
Revise Plan
Project Scheduling Tool
1. Begin the projects activities. 2. Manage
the project according to the plan.
Monthly Project Management Report
3. Provide brief, succinct status reports on a
regular basis.
4. Identify, track and resolve all issues.
Issues Log
5. Ensure all desired results were met and share
experiences.
Project Closeout Lessons Learned Document
The pessimist complains about the wind the
optimist expects the wind the realist adjusts
the sails.
- Anonymous
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Communication, Issue Resolution, and Change
Control Phase

• Purpose
• Identify, plan, and begin project communications.
• Establish approach and mechanisms to identify and
  manage issues and change requests.

Communications, Issue Resolution, and Change
Control
Communications Approach
Issue Resolution Change
Control
Stakeholder Analysis
Introduction and Scope section of Project Plan
1. Determine stakeholder / sponsors needs.
2. Establish a communications plan.
Communications Strategy
3. Perform issue resolution and change control.
Issue Log and Change Control
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Project Finance Estimation and Tracking Phase

• Purpose
• Understand project costs.
• Monitor actual expenses.
• Track actual expenses compared to budget.

Tools
Steps
1. Calculate resource costs.. 2. Calculate
equipment and materials. 3. Calculate training
costs. 4. Calculate project administration /
operation costs. 5. Prepare project budget. 6.
Track monthly expenditures.
Financial Spreadsheets
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Project Management Process

Identify need for project.
PMOC reviews project purpose
PMOC gives sponsor the approval to begin
PMOC approval?
Supports district goals?
Stop project
Yes
No
No
Yes
Assign sponsor and project manager
Sponsor reviews plan task assignments
Sponsor approves Plan?
Yes
No
No
Complete project Plan
Project team performs tasks
Take Plan to PMOC and assess risk
Develop detailed project schedule
Project Mgmt. Report is Positive
Project Complete
Yes
Project Definition Phase
Project Framework Phase
Project Planning Phase
Project Implementation Phase
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The Purpose of the Plan Management Oversight
Committee

• To identify, approve, and oversee the progress on
  the projects necessary to carry out the Balanced
  Scorecard.
• The PMOC also monitors measures related to the
  Balanced Scorecard to keep the measures on target.

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Plan Management Oversight Committee

• Issue identification, assignment, tracking and
  status checks An issues database will be used
  to track and review the issues.
• Balanced Scorecard measures should be tracked on
  a quarterly basis.
• Group norms should be established for the work of
  the PMOC.

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PMOC Best Practices

• Plan is not in addition to the work - it should
  define the work.
• Deliverables are nouns.
• Spread deliverables/milestones throughout the
  year, dont bunch them around June 30.
• Try to have some milestones due each month.
• Use the change control process.

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PMOC Face-to-Face

• Keep presentation material understandable - use
  color coding and simple charts that make the
  material understandable at a glance.
• Use the following format for the face-to-face
• Deliverables completed (to date over the past
  period)
• Upcoming deliverables
• Issues that require PMOC assistance
• Build in the So What questions during your
  presentation

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PMOC Face-to-Face

• Stay within the allotted time (20 minutes) for
  your PMOC agenda item - be short to allow time
  for questions.
• Rehearse your PMOC presentation.
• Know who does each part of the presentation and
  be sure they stay within their allotted time.
• Stay on subject - do not stray in your
  conversation from the designated agenda item.
• Bring handouts for each PMOC member and your
  team.

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Board of Education
Superintendent and Deputy Superintendent
Plan Management Oversight Committee
Set Priorities
Provide Resources
Remove Barriers
Oversee Scope
Resolve Issues
Evaluate Results
Active Projects
Project A Sponsor Project Manager Process
Manager Member Member Member Member
Project B Sponsor Project Manager Process
Manager Member Member Member Member
Project C Sponsor Project Manager Process
Manager Member Member Member Member
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Questions?
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Balanced Scorecard and Project Management
Processes