Rick Rozelle - Balanced Scorecard and Project Management Process

Balanced Scorecard and Project Management Processes

Session I: Balanced Scorecard

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

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.

Aligned Management Systems

Strategic Planning- Balanced Scorecard

• Project Management/Plan Management Oversight Committee

• Senior Management Appraisal System

• Budget Alignment

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

• 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



What resources are necessary and can we

manage them properly?

FINANCIAL PERSPECTIVE

Goals Objectives

How do we look to our customers and stakeholders?

CUSTOMERS AND STAKEHOLDERS

Goals Objectives

The Scorecard Is Balanced Across Four Perspectives

Are we able to sustain innovation, change, and

improvement?

EMPLOYEES AND ORG CAPACITY

Goals Objectives

How cost-effective are our practices and

procedures?

INTERNAL BUSINESS PROCESSES

Goals Objectives

Mission

Strategy

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.

The Management Systems work together to create a cohesive

whole

Results

Appraisal System

DPI Budget

Projects and Initiatives

Department Strategies for Meeting the Plan

State ABCs Strategic Plan

Met

hods

, Too

ls, T

eam

s, C

ontin

ual

Impr

ovem

ent

Clear D

irection - Values, Vision, Mission, G

oals

Alignment of Instruction and Management Functions

Aligned and Continuously Improved DPI Products &

Services

Balanced Set of Department Measures and Targets

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.

Department of Public InstructionBalanced Scorecard Project List

Balanced Scorecard Categories:Customer/StakeholderBudget/FinancialHR Learning and GrowthInternal Business Process

Strategic Priorities:High Student Performance Healthy Children in Safe, Orderly & Caring SchoolsQuality Teachers, Administrators, and StaffStrong Family, Community, and Business SupportEffective and Efficient Operations

Strategic Objective

Strategic Priority

Sponsor Measures Baseline 2004-05 Target

1.0 Customer/Stakeholder

1.1 Continuously improve the state’s comprehensive, standards-based curriculum, involving cross-divisional representatives and key customers and stakeholders.

1 Elsie Leak Process Measures:1.Quality of participation in developing new curriculum – percent of external participation with advanced degrees, national board certification, University tenure, more than 5 years of teaching experience (not to exclude new teachers) and corporate executive/officer status.2.Percent favorable responses from teachers and parents regarding the curriculum (by content area as it is released).3.Percentage of curriculum objectives that are deemed relevant and are tested - source Dr. Bill Daggett. Outcome Measures:1.Average annual percent improvement in EOC/EOG results by content area.2.NAEP results where appropriate by grade/content.

TBD in 2004-05(Rick Klein data provider)

TBD in 2004-05 (Priscilla Maynor data provider)

TBD in 2004-05(Charlotte Hughes data provider)Available for 2003-04 from Gongshu ZangSame as above for #2

TBD

TBD

TBD

TBD

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.

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

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

Break-out Session

Develop another example for Goal, Strategy and Strategic Objective

•Goal:

•Strategy:

•Strategic Objective

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.

1.1 Improve curriculum

1.8 Support schools& LEAs having well

trained/preparedadministrators.

1.7 Support students having

well trained/prepared teacher

1.6 Promote family support

1.5 Partner with external

groups

1.4 Develop programs to

promote health and safety

1.2 Provide assistance to

schools and LEAs

Service

Accountability

Leadership2.1 Obtain

& align resources

4.1 Improve &align ABCs

program

3.1 Implement aplan for professional

growth for DPI

3.2 Promote DPI employee satisfaction4.2 Implement

& refine a technology

infrastructure

4.3 Implement a system of

accountabilityfor improving &measuring DPI

4.4 Improvedata

management

Strategy Map


1.3 Increase customer sat. & stakeholder

confidence

HIGH STUDENT ACHIEVEMENT

What Is A Good Measure?

Measure Characteristic

Main Concern

Understandable • Can the performance measure be easily and clearly communicated?

Controllable • Can the results be controlled or significantly influenced under a designated span of control?

Actionable • Can action be taken to improve performance?

Credible • Is the performance measure resistant to manipulation?

What Is A Good Measure?

Measure Characteristic

Main Concern

Measurable • Can the performance measure be quantified?

Cost-Effective to Assess

• Can the data to support the measure be assessed cost-effectively?

End Result Process

• Is the measure an indicator of the end result of the process?

Internal Process • Is the measure an indicator of how well things are working within the process?

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?

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.

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)

Project Sponsor/Project Manager BSC Objective

Strategic Priority

Start Phase (4 months between phases)

1. Project to define the essential goals for each tested curriculum (content area) and align tests to these essential goals.

Janice Davis / Elsie Leak 1.1 1 1

2. Project to document the reading continuum for NC. Elsie Leak / Jackie Colbert 1.1 1 1 3. Project to improve data-driven decision making at the state, LEA,

and school building levels. Elsie Leak – Gongshu Zhang 1.1 1 3

4. Project to improve the processes for required monitoring of federal programs in LEAs.

Elsie Leak / Curtis Bynum 1.2 1 2

5. Project to implement a consolidated plan for NCLB and improve communication of federal regulations.

Janice Davis / 1.2 1 3

6. Project to establish plans of action, documents & resources for all subgroups.

Janice Davis / Wandra Polk 1.3 1 2

7. Project to improve/increase support to districts in developing alternative learning programs and reduce suspensions and the need for special schools.

Janice Davis / Carolyn Fox 1.3 1 3

8. Project to develop and implement an internal communications plan and an external communications and marketing plan, to include an efficient process for collecting customer satisfaction from a broad range of DPI customers, stakeholders and constituents.

Priscilla Maynor / Vanesa Jeter

1.4 4 & 5 1


Strategic Priorities:High Student Performance Healthy Children in Safe, Orderly & Caring SchoolsQuality Teachers, Administrators, and StaffStrong Family, Community, and Business SupportEffective and Efficient Operations

Department of Public InstructionBalanced Scorecard Project List

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.

Break-out Session

Complete the earlier example by adding a Measure, Target and Project • Goal:

• Strategy:

• Strategic Objective:

• Measure: • Target: • Project:

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:

1. Research based strategies from the education community that improve student achievement.

2. Strategies from the private sector business community related to leadership, management, planning and measurement (balanced scorecard), corporate turnaround and project management.

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 ScorecardGoal: Meet AYP targetsalanced Scorecard Categories:1.Student Performance2.School/Community Perspective3.Learning and Growth4.School Process

Strategic Objectives Lead Person

Measures 2004-05 Baseline

1st Qtr (target and actual)

2nd Qtr (target and actual)

3rd Qtr (target and actual)

4th Qtr (target and actual)

1.0 Student Performance

1.1 Utilize a comprehensive Reading Model, complete with curriculum material, scope, sequence and schedule.

Process Measures:1.Date when 100 % of teachers are fully trained on the reading model and curriculum material2.Date when a fully complete scope and sequence for each grade level and content area is available to all teachers.3.% of teachers on scope and sequence for reading (as documented from teacher scope and sequence documents and observations every two weeks). 4.% showing mastery on formative assessment tool and SOL at each grade:3rd grade4th grade5th grade1.Correlation between grades and formative assessment results at each quarter.2.% of NCLB subgroups at target in reading

N/AN/AN/A49.2%N/A77.0%N/ATBD

Target=End of 1st qtrActual=___

Target = End of 1st qtrActual=___

Target=100%Actual=___

Target=50%Actual=___Target=TBDActual=___Target=78%Actual=___Target=80%Actual=___

Target=TBDActual=___

N/A

N/A



Target=TBDActual=___

N/A

N/A



Target=TBD Actual=___

N/A

N/A


Target=53%Actual=___Target=TBDActual=___Target=81%Actual=___Target=80%Actual=___Target=100% Actual=___

Questions?

Session II: Project Management and Plan Management Oversight Committee (PMOC)

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

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.

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

It’s About Execution (Work Tracking and 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

Balanced Scorecard(Operational Plan)

WHY? WHAT?

Processes

Outcomes

ActionPlans

(Project Plans, Initiatives, DepartmentWork Plans)

HOW?

Budget Process & Allocation

Performance Management

Process

Project Management

Process

Monitoring

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.

Project Management Work Environment

StakeholdersProject ManagementOversight Committee

Project Manager

Primary Customers (Districts & Schools)

Sponsor

Managers Controlling Resources Colleagues

Project Team

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 Wachovia’s project management process.

Purpose:•Describe project’s purpose and requirements.

•Confirm the project’s importance.

Project Description and Scope

Project Objectives

Project Activities

Project Resources

Project Definition

Tools Steps

Project Plan

Project Approval Matrix

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.

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

Priority3

Priority4

Priority2

Priority1

Project

Plan

Project Definition Phase

Project Framework PhasePurpose:

•Finalize project scope.•Document assumptions.

•Identify key milestone dates.•Identify resources required.

•Assess project risks.•Obtain approval to proceed.

Identify subprojects

Determine Effective Framework

Develop Reporting Structure

Project Framework

Project Plan1. 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.

Tools Steps

Project Approval Matrix

Priority3

Priority4

Priority2

Priority1

Project

Plan

NC Department of Public Instruction

Data to Information Management Improvement (DIMI) Process

Project Charter

December 2004

THIS PROJECT SUPPORTS THE FOLLOWING STRATEGIC PRIORITIES (check all that apply):

High Student Performance Safe and Orderly Schools Quality Teachers, Administrators, and Staff Strong Family, Community, and Business Support Effective and Efficient Operations

Project Planning PhasePurpose:

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

Map Account- abilities & Responsibilities

Develop Critical Path

Finalize Assignments

Contingency Plan

Project Planning

Tools Steps

Project Scheduling ToolNote: 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

Project Implementation PhasePurpose:

•Deliver the value of the project. •Produce deliverables to meet the project’s desired results.

Tools StepsProject Scheduling Tool

Issues Log

1. Begin the project’s activities.2. Manage the project according to the

plan.

4. Identify, track and resolve all issues.

5. Ensure all desired results were met and share experiences.

Monthly Project Management Report

Project Closeout & Lessons Learned Document


Execute Plan Progress Tracking Revise Plan Mobilization

Completion & Final Assessment

3. Provide brief, succinct status reports on a regular basis.

The pessimist complains about the wind; the optimist expects the wind; the realist adjusts the sails. - Anonymous

Communications Approach

Issue Resolution & Change Control

Communications, Issue Resolution, and Change Control

Stakeholder Analysis

Purpose:•Identify, plan, and begin project communications.

•Establish approach and mechanisms to identify and manage issues and change requests.

Tools Steps

Communications Strategy

1. Determine stakeholder / sponsor’s needs.

2. Establish a communications plan.

3. Perform issue resolution and change control.

Issue Log and Change Control

Introduction and Scope section of Project Plan

Project

Plan

Communication, Issue Resolution, and Change Control Phase

Purpose:Purpose:•Understand project costs.Understand project costs.•Monitor actual expenses.Monitor actual expenses.

•Track actual expenses compared to budget.Track actual expenses compared to budget.

Project Finance Estimation and Tracking

Tools Steps

Financial Spreadsheets

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.

Microsoft Excel Worksheet

Project Finance Estimation and Tracking Phase

Project Definition

Phase

Project Framework

Phase

Sponsor reviews

plan & task assignmen

ts

Yes

Project team

performs tasks

PMOC review

s project purpos

e

Assign sponsor

and project

manager

Complete project

Plan

Take Plan to PMOC

and assess

risk

Develop detailed project

schedule

Identify need

for project

.

NoNo

ProjectComplete

Project Mgmt.

Report is Positive


Phase

No

Supports

district goals?

Stop proje

ct

PMOC approva

l?

PMOC gives

sponsor the

approval to begin

Sponsor approves Plan?

Yes

No

Yes

Yes

Proj. Mgt. Oversight Committee

ProjectSponsor

Project Manager

Project Management Process

PMOC ensures project

issues are resolved

Project Planning

Phase

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.

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.

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, don’t bunch them around June 30. Try to have some milestones due each

month. Use the change control process.

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

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.

Plan Management Oversight Committee

Set Priorities Provide Resources Remove BarriersOversee Scope Resolve Issues Evaluate Results

Board of Education

Superintendent and Deputy Superintendent

Project ASponsor

Project ManagerProcess Manager

MemberMemberMemberMember

Project BSponsor



Project CSponsor



Active Projects

Questions?

Balanced Scorecard and Project Management Processes

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