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Published by rukhshinda

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Published by: rukhshinda on Nov 29, 2010
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Guide to a Balanced Scorecard:
 Performance Management Methodology
 Moving from Performance Measurement to Performance Management 
Guide to a Balanced ScorecardPerformance Management Methodology
Richard H. Hopf Deputy Assistant Secretary for Procurementand Assistance ManagementDepartment of EnergyLloyd W. PratschProcurement ExecutiveDepartment of StateRobert A. WelchDirector for Acquisition Managementand Procurement ExecutiveDepartment of CommercePauk A. DenettDirector of Administration/SeniorProcurement ExecutiveDepartment of InteriorDavid J. LitmanDirector, Office of Acquisitionand Grants ManagementDepartment of TransportationIda M. UstadDeputy Associate Administratorfor Acquisition PolicyGeneral Services AdministrationTerrence J. TychanDeputy Assistant Secretary for Grantsand Acquisition ManagementDepartment of Health and Human Services
he members of the Procurement Executives’Association (PEA) - an informal associationof civilian procurement executives - have redesigned their programs for performanceevaluation and management of acquisition systems. They have moved from headquarters-based, process-oriented oversight programs to ones which rely more on self or local assessmentof performance against departmental or agency expectations. Through the use of assessmentapproaches based on performance measurement models developed by a federal interagency teamchartered by this Association, the participating procurement organizations have fundamentallyredesigned performance assessment.From the very beginning of the transition from the traditional purchasing system reviews to theredesigned assessment approach that replaced them, it was understood that further refinementand continuous improvement was planned. Consistent with that long-term strategy, and buildingon the originally redesigned federal purchasing assessments, the business system assessmentmodels of the PEAmembers have evolved to be more aligned with the Balanced Scorecard(BSC) approach to performance measurement and management, which is currently in use bymany “world class” private corporations.This Guide describes the PEAbusiness system assessment program, implementation procedures,evaluation standards, and reporting process. It also establishes the conceptual framework forperformance management for PEAagency acquisition system assessments, as well as consistenttechniques useful in performing the performance management administration and systemoversight functions. In accordance with this framework, each PEAmember will integrate intohis/her agency’s or department’s system a balanced scorecard assessment methodology utilizingthe core objectives and measures identified in this Guide, and any additional measures thatcontribute to the accomplishment of the individual agency’s strategic goals and objectives.This Guide is not regulatory. Nevertheless, with its identified core measures and objectives, theprogram outlined in this Guide represents an assessment approach within which the PEAintendsto achieve consistency and uniformity, to the greatest extent practicable.
Guide to a Balanced Scorecard:
 Performance Management Methodology
 Moving from Performance Measurement to Performance Management 

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