Deliverable 5

Scorecard of KBL’s
Acquisition Project

NAME:
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Scorecard for KBL Project

Scorecard or balance scorecard is a business management tool that is used to analyze a

business and to measure its performance against the key performance indicators and standards.
Project manager of KBL’s acquisition project can refer to this scorecard to ensure that the project
activities are aligned with the strategies and objective of the desired outcome. This tool can give
a visual representation of the project direction and a project manager can act according to the
situation to make the project successful.

Following is the proposed example of scorecard to measure the different components of the
project

Activity Budgeted Actual amount Difference Action

amount (comment)
Timelines 60 days 55 days +5 days The project is
being completed
on time
Project duration
Budget $5 million $5.1 million -0.1 million The project
exceeded the
allocated budget
which can lead
to negative
impact
Costs

All the activities will be filled in this balance scorecard according to their budgeted amounts, the
actual amount will be calculated to know the difference. A positive difference is an indicator for
positive performance and negative score reflects the negative performance that can be red flag
for the project manager, and they can take the actions beforehand before it gets worsen. These
components are an indicator of a project’s success or the failure. Score card is a critical tool as it
helps manager to use a structural and quick approach to measure the performance during the
execution stage of project management cycle. Moreover, it talks about the individual activities
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which makes it very easier to identify the problem that can save a lot of time and cost for a
project.

Scope Creep

Scope creep is the change in functionality or form of a project which is not desired by the project
manager or the end customer, it happens without analyzing the impact of changes on time, costs,
and resources needed for the project. The possibility of scope creep in this acquisition is
inevitable as the change itself is an inevitable phenomenon. So the project manager of KBL
project and the team should not focus to eliminate the scope creep, rather create contingency and
proactive strategy to deal with the changes.