Objectives What is a balanced scorecard How does it affect MIS Building the Balanced Scorecard What is a balanced scorecard The Balanced Scorecard is an approach to performance measurement that combines traditional financial measures with non- financial measures to provide managers with richer and more relevant information about activities they are managing. Used for two activities Management Control Monitoring and control the delivery of pre-defined activities Strategic Control Used to articulate the strategic objectives of an organisation and monitor the activities required for their requirements What is a balanced scorecard What is a balanced scorecard
What is a balanced scorecard Financial Perspective Assess project risks Cost benefit analysis of proposed activities Data available to monitor cash flow, planned versus actual
What is a balanced scorecard Customer Perspective Understanding of who are internal and external customers Activities driven by customer needs satisfaction Define levels of service to match levels of customer satisfaction What is a balanced scorecard Internal Perspective Mission orientated processes and support orientated processes Metrics to display areas in which organisation excels Compare metrics with what customer actually requires
What is a balanced scorecard Learning and Growth Perspective Avoidance of brain drain through focussed training in identifiable areas of risk Organisational development through people improvement Knowledge workers in continuous learning mode How does it affect MIS Are we clear on what we want to achieve
The first stage would be to produce a Destination statement of Where we want to be What is required to get there ? How and what do we measure to chart MIS progress ?
How does it affect MIS Strategic Objectives What we need to do to achieve the Destination Statement. Can the main goal be divided into smaller, more easily identifiable and manageable elements Clear ownership of both high level and primitive objectives/goals
How does it affect MIS Strategic Linking Model How are the elements of the Strategic Objectives linked and where do they fit into the 4 elements of the balanced scorecard. Review Strategic Objectives Mission Improve the Universitys Efficiency and Effectiveness through the provision of high quality information systems and services Catalyst for Change Martini promise to underpin change Objectives Deliver a comprehensive integrated portfolio of business services Operational support for admin functions Understand and satisfy our customers Enable users to control their own information Develop the MIS team to have the right people with the right skills to deliver the service Balance resources between Support for existing services Developing new services Deliver management information derived from underlying operational systems Current Themes Maintain core infrastructure and supporting service Keep show on road Meet customer expectations Business continuity and resilience Accessibility Integration Technology Drivers Continuous improvement Examples of elements of the Balance Scorecard - Financial 1. Objective Efficient use of budget Measure Cost Benefit Analysis Target Only take on projects that return x:y ratios Initiative Financial input into all elements of our work including our business partners. Examples of elements of the Balance Scorecard - Financial 1. Objective Keep with budget Measure Financial statement Target % Overspend or under Spend Initiative Introduce commitment accounting. Examples of elements of the Balance Scorecard - Customer 1. Objective MIS to be seen as a value for money resource Measure Statistical Analysis of Customers experience Target X% achievement of good status Initiative An annual customer survey or once every project is closed Examples of elements of the Balance Scorecard - Customer 1. Objective Reduction of number of support calls Measure No of CMS calls Target XXX number per annum Initiative Reinforce the train the trainer system and develop the computer reps
Examples of elements of the Balance Scorecard - Internal Business Process 1. Objective Move to Qualitative rather than Quantitative work Measure No of CMS calls that are fixes Target XXX number per annum Initiative Develop a code walk through and internal QA system
Examples of elements of the Balance Scorecard - Internal Business Process 1. Objective Become a more efficient department in development times Measure Actual vs. estimated project times Target Within 5% tolerance Initiative Promote involvement of DSG,BSG at earlier stages.
Examples of elements of the Balance Scorecard - Learning and Growth 1. Objective Increase the professionalism of our staff Measure Number of staff holding professional qualifications Target X Certified Engineers Initiative Develop training for certification and benchmark against other organisations both public and private
Examples of elements of the Balance Scorecard - Learning and Growth 1. Objective Decrease staff turnover Measure Number of leavers per annum Target X number of leavers Initiative Develop the monetary and benefit policy within MIS