DW4Mod - CodesEMPTY 4-MODULE HTML DOCSModulesModule1Mod1SLP..docx
- 1. DW4Mod - Codes/EMPTY 4-MODULE HTML DOCS/Modules/Module1/Mod1SLP.htmlModule 1 - SLP The Balanced Scorecard & the Financial Perspective The purpose of the Session Long Project is to give you the opportunity to explore the applicability of the Module to your own life, work, and place in space and time, and to experiment with the Module to see how the otherwise academically rigorous presentation of a topic may, with more or less work and/or trauma, become "up close and personal". This is done in a number of different ways -- sometimes cumulative papers, sometimes practical hands-on experimentation with a tool of some sort, sometimes reflections on a place of work or life. The common thread is personal application, aimed at demonstrating a cumulative knowledge and understanding of the course's material. For this course, the Session Long Project will take the form of putting together background from each of the four perspectives for a balanced scorecard approach to an organization or organizational unit with which you are familiar. In the final module, you will have a go at strategy mapping. You’re not building a complete balanced scorecard -- that would be far beyond our current scope – but you’ll have a chance to see what goes into it and how it gets put together into a coordinated whole. As in the cases, you’ll be drawing on your previous course work to help. The Module 1 assignment has two parts. First, you need to identify an organization to which you have access to at least some information concerning financial data; staffing and human resource systems; marketing and customer relations; information systems; and operations. While most material on the Balanced Scorecard is written from the private, for-profit point of view, it’s perfectly possible to use this approach with
- 2. public or non-profit organizations as well. For the second part of this assignment, consider the organization's mission and strategy from the perspective of its financial operations (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such operations are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. If you’re unclear on just what objectives and measures are, here is a presentation that describes what they are and how to write them.SLP Assignment Expectations When you have thought about it and made your selection, please specify (2-3 pages):The name of your organizationWhat this organization does – its mission, vision and overall strategyThe access you have to information about this organization -- remember, you’ll need information about its financial performance, marketing, internal operations, strategy, and management systems. Once you’re reasonably clear on what’s involved, think about your organization and its finances, and then:Identify at least three objectives for improving the organization's financial position, and show how they relate to the mission, vision and strategy of the organization.For each objective, develop at least one meaningful performance measure (metric).For each objective, identify at least one expected level of performance (target).For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative). Here’s a table that you may wish to copy and fill in: Objective Measure Target ActionPrivacy Policy | Contact Modules/Module1/111991ObjectivesMeasuresTargets&ActionPl ans.ppt
- 3. Most Effective Use of Contracting Approaches to Maximize Efficiency and Cost Effectiveness Use of Electronic Commerce: Data Source: Electronic Small Purchase Systems, FPDS-NG, IIPS, DOE/C-Webb, local tracking systems. Data Generation: Data is tabulated from the listed tracking systems. Data Verification: Procurement Directors are responsible for accurately reporting results and retention of records in accordance with records management requirements. Records will be made available for compliance and/or HQ reviews. Performance Based Service Contracts: Data Source: FPDS-NG. Data Generation: Data is tabulated from the listed tracking system. Data Verification: Procurement Directors are responsible for accuracy of data entered into the FPDS-NG. HQ will randomly sample pre and post award actions and compare against the FAR PBSC standards. Use of Electronic Commerce: 1. Percent of purchase and delivery orders issued through electronic commerce as a percentage of
- 4. total simplified acquisition actions. 2. Percent of all synopses (for which widespread notice is required) and associated solicitations posted on FEDBIZOPPS for actions over $25K. This measure will be tracked at HQ. 3. Percent of all new competitive acquisition transactions over $100K conducted through electronic commerce. Performance Based Service Contracts: PBSCs awarded as a percentage of total eligible new service contract awards (applicable to actions over $100K). Percent of total eligible service contract dollars obligated for PBSCs (applicable to all actions over $25K). This measure will be tracked at HQ. 70% 100%
- 5. 40% 66% 75% INTERNAL BUSINESS PERSPECTIVE - Cont. OBJECTIVE MEASURE TARGET 5 BALANCED SCORECARD PERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVES
- 6. INTERNAL BUSINESS PERSPECTIVE Procurement 6 OBJECTIVEMEASURE OPERATIONALTARGET MANAGEMENT INITIATIVES Project Action Officer Due Date Most Effective Use of Contracting Approaches to Maximize Efficiency and Cost Effectiveness Use of Electronic Commerce: Data Source: Electronic Small Purchase Systems; FPDS-NG; IIPS; DOE/C Web; Local Tracking Systems Use of Electronic Commerce: 1. Percent of purchase and delivery orders issued through electronic commerce as a percentage of total simplified acquisition actions. (Contd) 70% · Support Integrated Acquisition Environment: · Transition to electronic Subcontracting Reporting System and retire DOE’s legacy SRS · Assess Agency use of Federal Technical Document
- 7. Solution ME-65 D Hoexter 4th Qtr 2. Percent of all synopses (for which widespread notice is required) and associated solicitations posted on FedBizOpps for actions over $25K. This measure will be tracked at HQ. ( ( ( 100%
- 8. ( Presidential Management Agenda( FY05-09 Planning Guidance ( FY05 OMBE Congressional Budget( Identified by Mgmt as a Critical Mgmt Improvement Initiative (DOE N 125.1) ( DOE 5-Yr Workforce Restructuring Plan( GAO/IG Management Challenge ( FMFIA – Acquisition Workforce Issues( OMBE Management Commitment Plan - FY05 ( SES Performance Plan (RHopf)( OMBE Strategic Workforce Plan FY05 Interim Update
- 9. ACTION PLAN/STATUS REPORT FOR BSC INITIATIVE - FY 2005 Balanced Scorecard Initiative:Title of initiative (in italics and bold text) Action Officer:Name of staffer (and office code) with responsibility for completion. Objective of the Initiative:No more than one paragraph that clarifies WHY we are doing this action and the intended RESULTS. Also, if appropriate, provide a description of the scope of the initiative in terms of the work to be done (e.g., will this be a major effort requiring establishment of a large work group? etc.). Approach:Briefly describe the plan, processes, and resources necessary to accomplish the objective.
- 10. Due Date:List the FY quarter in which completion will occur. Planned Milestones:Identify the major processes, milestones, and list the scheduled start/completion dates. Attach any chart you may have developed that shows work flow/scheduling, etc. Current Status:Current status is to be up-dated by each Action Officer and submitted to the Office Director prior to each of the quarterly reviews of BSC status (Office Directors and Mr. Hopf). This information will be important, particularly if the planned milestones listed above are not on-track, or have not been met. Outcome:When the action is completed, provide a brief statement (one or two sentences) describing the finished product and its benefits. (Note: When the initiative is complete, and the Outcome section is filled-in, send a copy of this Action Plan/Status Report to Yolonda along with a copy of the “completion document” for the initiative (i.e., the report, Acquisition Letter, or other document that evidences completion of the initiative. If there is no “completion document,” then state this in the Outcome section). At the end of the year, this Action Plan/Status Report
- 11. will then serve as the cover page for the “completion document” that becomes part of the BSC Initiatives Completion Book that Yolonda maintains for Mr. Hopf.) 7 OBJECTIVE MEASURE OPERATIONAL TARGET MANAGEMENT INITIATIVES Project Action Officer Due Date Most Effective Use of Contracting Approaches to Maximize Efficiency and Cost Effectiveness
- 12. Use of Electronic Commerce : Data Source: Electronic Small Purchase Systems; FPDS-NG; IIPS; DOE/C Web; Local Tracking Systems Use of Electronic Commerce: 1. Percent of purchase and delivery orders issued through electronic commerce as a percentage of total simplified acquisition actions. (Contd) 70% Environment: o Transition to electronic Subcontracting Reporting
- 13. System and retire DOE’s legacy SRS o Assess Agency use of Federal Technical Document