Professional Documents
Culture Documents
mnu
Sponsor 3/28/06
Issues u
Lead
12/1/04
11/15/04 2/1/05 3/22/05 After Phase 3
4/30/05
3/31/05 4/15/05
n m m m
1) Strategic Plan booklet 2) Strategy Map Draft 1) Kick off meeting of technical group
1.5
After Phase 3
3/1/05
3) Very Basic Strategy Map 4) Gap Analysis Results and recommendations to fill out SPlan 5) Revised Strategic Plan 6) Revised Strategy Map
2.3
2.4 2.5
2.6
May require meetings and other events 9) Action Plan for per the Communication Plan Communication Plan
DRAFT
Page 1 of 14
Project Plan
Date of Report Name Start Date Jun 30, 2005
mnu
Sponsor 3/28/06
Issues u
Lead
2.7
Centralize feedback and comments for next planning cycle. Collect and recommend for next planning session cycle.
Output from this step does not get acted upon until next annual planning cycle.
3.2
3.8
4.2
DRAFT
Page 2 of 14
Project Plan
Date of Report Name Start Date Jun 30, 2005
mnu
Sponsor 3/28/06
Issues u
Lead
4.3
Identify gaps and short coming with linking and make recommendations to improve Cross walk all major initiatives against the Strategic Objectives - Pareto Chart the initiatives / projects Work back upstream from initiatives / projects not linked and document any missing lower level objectives in strategic plan and / or strategy map
4.4
4.5
5.2
5.3
5.4
5.5 Prototype test and revise database design of Balanced Scorecard System - (ESMS 5.6 5.7 Roll out test modules at pilot sites - flush out lessons learned and update IT Plans Cascade and development plan for Enterprise Strategic Management System (ESMS)
DRAFT
Page 3 of 14
Project Plan
Date of Report Name Start Date Jun 30, 2005
mnu
Sponsor 3/28/06
Issues u
Lead
3/28/06
Status
Major Issues
Item No. 1 2 Description Comments
3 4
DRAFT
Page 4 of 14
Definition
What is the PM number for referencing. Could be LMR # or a unique number for local metrics?
What metric(s) should we use to measure whether we have met our requirements?
Is this measure a Customer, Process, Learn & Grow or Resources measure based on the BSC framework?
Insert major goals or Insert a list of the objectives in this box as major organizational a reference in unit names in this completing this box for reference in template completing this template
Insert a Link here to reference back a list of Functions / Departments and other organizational units in completing this template
Insert the Operating Is this measure a Why are we using Area such as Product or 1) Strategic this metric? Service Line - To be 2) Operational used for Product 3) Tactical Performance Analysis 4) Individual
What is the formula What is the for calculating the actual result of measure? this measure for the Year 2003?
1 2 3 4 5 6
5 of 14
Definition
What is the PM number for referencing. Could be LMR # or a unique number for local metrics?
What metric(s) should we use to measure whether we have met our requirements?
What is the What is the actual result of Green this measure for Threshold? the Year 2004?
Who is the primary owner for the measure and their email address?
Y/N
1 2 3 4 5 6
6 of 14
Review and score all measurements used in your scorecard model F1.1 F1.2 F1.3 F1.4 F2.1 F2.2 F2.3 F2.4 F3.1 F3.2 F3.3 F3.4 C1.1 C1.2 C1.3 C1.4 C2.1 C2.2 C2.3 C2.4 P1.1 P1.2 P1.3 P1.4 P2.1 P2.2 P2.3 P2.4 P3.1 P3.2 P3.3 P3.4 P4.1 P4.2 P4.3 P4.4 L1.1 L1.2 L1.3 L1.4 L2.1 L2.2 L2.3 % Revenue Growth
Graded Attributes
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 th 4. Degree of Fit: Measurement fits with the culture and processes of Organization and flows well from Lower Level to Upper Leve 5. Degree of Support: Client has existing procedures and processes that can support the measurement (such as available data is Maximum Score 25
Leading or Lagging
Total Points 5 20 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Lagging
Single
NonGraded Attributes
0 0 0 0 0
0% 0% 0% 0% 0%
uarterly, A for Annual, etc. e when it comes to measurability. g performance behavior within the Organization. Controllable? l from Lower Level to Upper Level. (MACRO FIT - ORGANIZATIONAL) urement (such as available data is in place)
Alignment Matrix
Vision
Mission
Values
Measures
Tools
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