Using the Balanced Scorecard to Enhance the PPM ... - gt islig

Using the Balanced Scorecard toEnhance the PPM MethodologyJames Norrie, B.Com, M.Ed, M.A.Sc., CHRP, PMPDirector, School of Information & TechnologyManagementRyerson University, Toronto, Ontario, Canada

When You Measure Project Results…Do You Fail?‣The Boston Consulting Group released a studythat says two-thirds of their big projects werepegged as unsuccessful overall.‣Because companies do not invest in ProgramManagement: Over 85% of organizations donot train their project managers or supportthem with a “project office”‣According to THE WALL STREET JOURNAL,42% of all technology projects launched in theU.S. are abandoned before completion. Withmore than $250 billion spent on IT every year,that means $105 billion goes down the drain.

My Own Research Identifies Four MajorBarriers To Strategic Success…The VISION BarrierStrategy is not understood by thosewho must implement it…and nottranslated into clear objectivesThe PEOPLE BarrierPersonal goals,knowledge building, andcompetencies are notlinked to strategyimplementationSTRATEGYThe MANAGEMENT BarrierManagement systems aredesigned for operationalcontrol and tied to budgets;not to strategy and projectsThe OPERATIONAL BarrierKey processes and projects are notdesigned to connect to and leverage thereal drivers of your business strategy

The Original “Time-Cost-Quality” TriangleOn-TimeOn-BudgetOn-QualitySources: Various including PMBOK. PMI Inc.

But Isn’t There a Dimension Missing?What About On Strategy?It doesn't matter if your project or program is onbudgetand on-time if the company doesn’t need it.All too often, the intended strategic outcomesplanned for a project or program are not fullyachieved or are not all that important if achieved.And, if you face limited resources, how do you pickthe projects that will have the most strategic impact?

Revised Triangle: Adds “On-Strategy” DimensionOn-TimeOn-StrategyOn-BudgetOn-QualitySource: J. Norrie, Ryerson University, c. 2002

The Balanced Scorecard Provides a Framework to Translate theVision and Strategy Into Operational TermsThe VisionFinancial PerspectiveMeasurement is the language thatgives clarity to vague concepts.Measurement must be used tocommunicate, not to control.Building a scorecard developsconsensus and teamworkthroughout the organization andacross strategic projects.Balanced measurement across allperspectives, including projects, isfundamental to the methodology’sability to influence results."If we succeed, how willwe look to ourinvestors?”Customer Perspective"To achieve my vision,how must I look to myclients?”Internal Perspective"To satisfy my clients, atwhich processes must Iexcel?”Organization Learning"To achieve my vision, howmust my organization learnand improve?”

How the BSC Works toImprove StrategyThe Balanced Scorecard methodology captures linkagesbetween objectives and effort across multiple perspectives…FINANCIALPERSPECTIVEIncreaseRevenuesCUSTOMERPERSPECTIVEIncreaseCustomerSatisfactionINTERNALPERSPECTIVEProvideAppropriateCRM ToolsReduceResponseTimeLEARNING ANDGROWTHPERSPECTIVEIncreaseStaffKnowledgeImproveTraining

Creating a Project BalancedScorecardThe methodology of creating a P-BSC assures all key issues andstakeholders are addressed to build support for the program, reducethe risks and assure organization alignment and strategic outcomes.Corporate Strategic PlanCustomer & EmployeeIssuesTechnology IssuesProgram CharterKey StakeholderInterviewsStrategy Mapping& MeasuresProject ScorecardProgram VisionInitiativesMeasuresObjectivesWorkshopsFinancialCustomerInitiativesMeasuresObjectivesInitiativesInternal ProcessMeasuresObjectivesInitiatives InitiativesMeasuresObjectivesOrganizational Enabler

The Balanced Scorecard Approach Changes the PremiseUpon Which the Management System Is BasedFrom aManagement Control SystemDesigned around a short-termtermcontrol- oriented financial frameworkTo aBalanced Management SystemDesigned around a longer termstrategic viewStrategyandVisionTranslatingtheVision andStrategyPersonalIncentivesBudgetReview &ReorientCommunicatingandLinkingBalancedScorecardFeedbackandLearningPlanningandCapitalAllocationBusinessPlanning

The Optimal ‘Order of Operations’StrategyProjectsCapacityIn this instance, the organization determines its strategy, project plans aredeveloped and then capacity planning processes are used to determineresourcing options and alternatives that will accomplish the strategic agenda atoptimal cost and efficiency. Capacity is seen as a potentially “limiting factor” instrategy execution but not as a pre-determined constraint (i.e. capacity is treatedas a flexible input to strategy development).

DEFINING PROJECT PORTFOLIOMANAGEMENT (PPM)“The art and science of applying a set ofknowledge, skills, tools and techniquesto a collection of projects in order tomeet or exceed the needs andexpectations of an organization’sinvestment strategy”- Source: PMI Knowledge Wire, March 2003

Project AProject BProject CProject DProject EProject FProject GProject HPRIORITIZATION MODELPeopleRIReturnSkCustomerReturnServiceFinancialSize of bubble indicates strength of strategic contribution.Very Direct Direct IndirectWeakColor of bubble varies by project.

REGISTERED PROJECT LISTA listing of projects in priority order:1. _____________________2. _____________________3. _____________________4. _____________________5. _____________________6. _____________________7. _____________________8. ___________________ ...WaterLine

• largest agriculture lending institution in Canada• approximately $11B portfolio and 1300 employees nationwide• considered by its clients to be very customer-oriented• launch many new products/offerings every year• considerable emphasis on IT to enable the business (web, etc.)

The First Step was Value-Add of aCentralized PMO Function…OversightDeliverablesProject 1CoordinationDeliverablesProject NResource poolProject 2DeliverablesTracking &MonitoringDeliverablesProject 4Project 3DeliverablesReporting

Next…Design of a Two Phase PPMProcess for Immediate ImplementationStrategyStatements &MeasuresProjectRegisteredList & ProcessCapacityPlanning &ActivationWe are tracking as planned at this point. FCC’s internal team is now movingtowards the design and implementation of the individual project managementmethodology, activation and capacity planning processes (including a masterproject plan), and project reporting templates. PMC is learning to manage theregistered list and deal with new project requests. PPM is also being seamlesslyintegrated into the current IPP and FMCR processes (where appropriate)

WHAT IS THE BIG DEAL?Balance!!Registered ProjectList (Risk/Reward)FinancialCustomerServicePeople3. Project A4. Project B1. Project C2. Project D5. Project E••••••••••Taking a “balanced” (across all four perspectives of the balancedscorecard) and also “on-strategy” view (risk/reward trade-off’s) intoaccount when setting project priorities and making project activationdecisions improves outcomes and enhances strategic results.

StrategyFormulationHOW PROJECTPORTFOLIO MANAGMENTFITS at FCCGoals & Measures(BalancedScorecard/Strategic Plan)Managing Project Portfolio RiskProject PortfolioManagementProcessCapacity &CapabilityPlanningFinancialManagementDisciplines“Middle ware” between theintegrated planning process andproject management process(es)ProjectManagementMethodologyAligned with capacity/capabilityplanning and financialmanagement disciplinesConceptPlanExecute

STAGE 1: PROJECT SUBMISSION1.“Doing projects that provide thegreatest strategic value to FCC”

PROJECT PORTFOLIO MANAGEMENTAlignmentStrategic FitProjectMaking sure your projects are on the“radar screen”

MAJOR PROCESS ‘PAY-OFFS’• Enhance strategy execution (more completeinformation available for decision making)• Increase probability of attaining the resourcesrequired to complete a project successfully• Reduce project duration• Implement leading-edge “best practices” inproject portfolio management and projectmanagement• Balance portfolio of projects• Reduce project risk through strategic alignmentand integration

STAGE 2: PROJECT SCREENING2.“Screening out projects that are notstrategically aligned”

PROJECT SCREENING• Alignment with FCC’s Vision, Missionand Values• Linkage to the strategic outcomes inthe balanced scorecard:– Very Direct– Direct– Indirect–Weak

PROJECT SCREENINGLEGENDDegree ofcontribution tomeasures instrategystatementsPEOPLEPeople Index,Innovation Index,Learning IndexCUSTOMER CustomerLoyalty Index, LoanPortfolio, VentureCaptial, ManagementPracticesSERVICECustomer ExperienceIndex, ServiceProvisionIndex/Efficiency RatioFINANCIAL Returnon Equity, Debt-toequityRatio, EfficiencyRatioPROJECTTotalVery Direct 25Direct 12 Project A 25 2 27Indirect 5Weak 2 Project B 5 12 2 25 44Project C 12 2 25 39Project D 25 25Project E 12 5 17Project F 2 2Project G 25 25Project H 5 5

STAGE 3: PROJECT PRIORITIZAITON3.

PRIORITIZATION MATRIXStrategy + Return - Risk = Priority Result(from screening)With a BALANCED view across allquadrants of the balanced scorecard

PRIORITIZATION MATRIX - RETURNProject5 Year NPVPayback PeriodUniqueCompetitiveAdvantageEffort Months(FTE Time xDuration)Project DurationProject Budget(cost)ReturnProject A 55555530Project B 55555530Project C 52535323Project D 1111116Project E 15353522Project F 1111116Project G 1 111116Project H 311313125 Year NPV Payback Period UniqueEffort Months Project Duration Project BudgetCompetitive (FTE Time x(cost)Augments>= $251K 5

PRIORITIZATION MATRIX - RISKProjectEstimateUncertainty# of BusinessUnits Involved# of PeopleInvolvedScarcity of KeyPerson(s)External BusinessPartners involvedTechnologyInter-DependenciesUniquenessOrganizationalImpactRiskProject A (1) (5)(5)(1)(5)(5)(5)(5)(5)(37)Project B (1)(1)(1)(1)(1)(1) (1)(1)(1)(9)Project C (1)(5)(3)(1)(1)(3)(1)(1)(1)(17)Project D (5)(5)(5)(5)(5)(5)(5)(5)(5)(45)Project E (5)(1)(5)(5)(3)(3)(5)(5)(5)(37)Project F (5)(5) (5)(5)(5)(5)(5)(5)(5)(45)Project G (1) (1)(1)(1)(1)(1)(1)(3) (1)(11)Project H (5)(3)(5)(5)(5) (5)(3)(3)(3)(37)EstimatingUncertainty# of BusinessUnits Involved# of PeopleInvolved26-45% (5) >5 (5) >15 (5)16-25% (3) >1 4 one (5)Scarcitywithin FCC (3) one (3)5-15% (1) 1 (1) 2 Projects (5)involvesmajorchanges toexisting (3) 2 Projects (3)involvesexistingsystems (1) 1 Project (1)UniquenessVery Unique- Neverbeen donebefore (5)Someaspectshave neverbeen done (3)Similar toother FCCprojects (1)OrganizationalImpacts Impact 2Core orEnablingProcesses (5)Impacts 1or 2 Core orEnablingProcesses (3)Impacts 0or 1 Core orEnabling (1)

STAGE 4: PROJECT REGISTRATION4.“Is the project official?”

REGISTERED PROJECT LISTA listing of projects in priority order:1. _____________________2. _____________________3. _____________________4. _____________________5. _____________________6. _____________________7. _____________________8. ___________________ ...

STAGE 5: PROJECT ACTIVATION5.“Do you have authority to spend?”

PROJECT ACTIVATION• Project activation request and intialproject plan to support the approval andallocation of resources to a project• Links each project to:– the master project schedule– specific project resources (internal orexternal)– project budget– project expense tracker

STAGE 6: PROJECT EXECUTION &COMPLETION6.MasterProjectScheduleProjectCycle TimeProjectOutputs“Execute, monitor, measure and communicateresults. Document lessons learned.”

C1.2O1.3P1.4P1.1M1.2P1.3O1.2P1.2M1.1P1.5C1.1C1.3O1.1O1.4M2.1P2.1C2.1O2.2P2.4C2.2C1.2O1.2P1.1P1.4O2.1M2.2P2.2O2.3P2.3M1.2O1.3P1.3O1.1P1.2M1.1C1.1C1.3P1.5O1.4CurrentPerformanceYellowYellowYellowYellowGreenYellowYellowYellowYellowYellowYellowYellowYellowGreenYellowYellowYellowYellowYellowGreenYellowYellowGreenGreenYellowYellowYellowYellowYellowYellowRedThe corporate strategy map contains programs (FCC has 13 today)Each program needs objectives & performance measures associated with it.E.g. What are the objectives & performance measures for FCC’s Leadership &Employee Development Program? For FCC’s Strategy Execution Program?…by pr udent financial management andcontinuous efficiency improvementFinancialLev er ag e Fina nc ialLeverage Ass et Financial s(Leverage Ass equity? et sManage (Leverage f in ass equity? et s?)Ma na ge f in a ss et s? )Cu st omerLEVERA GE R ES OU RCES(Optimize Ops)?Improve OperatingImprove Eff icienc Operating yEff icienc yLeverageHuman LeverageCapital? HumanCapital?Serving Canada’s Ag Industry through Self-Sustaining GrowthCUSTOMER FOCUS…by serving the full ‘life cycle’and “retaining”? customersGrow Returns by ServingGrow Cust Returns omers so by t hey ServingChoose Cust omers to Stay so t heyChoose t o StayMake FCC Easy toDo Make Busines FCC s With Eas y t oDo Busines s WithINNOVATIVE CULTURE…by developing, packaging, and deliveringsolutions in new waysBr oa de n Re venu eBroaden Mix with Revenue N ewPr Mix od ucwith ts and NewProd Serv uc ices ts an dServ icesSolve Value AddingSolve Pr oblems Value AddingSOLUTION (SELLING?)…by serving the full spectrum ofthe agricultural industryGrow RevenueThr oGrow ug h Custo Revenue merThr Ext oension ug h Custo and merExpansion Ext en n an dExpans ionDif fe rent iat e FC C b yoffering Differentiate solutions FCC byin te offering gr at ing solutions Fa rmFinance te gr and at ing Business Fa rm…by attaining an enduring marketpresence with our stakeholdersBe Known asPr ovBe ide Know r of Choic n as eVISIBILITYGrow the Va lu e ofFCC Grow Bran the d Value Equ ity ofFCC Br an d EquityProgram ObjectivesStrategies & ObjectivesStrategic Themes:Perspectives:MissionProgram Execution… by managing all as pects of the programexecution to successfully deliver global datamanagementYou can’t go straight from corporate strategymap measures to project measures. Youneed the PROGRAM OBJECTIVES in between.DeliverUbiquitous datato help enable the globalisationof the Corporation… by enabling globalisation with high qualityand accessible business information deliveredin a global common business languageEnable wellEnsure(Opportunities) ProblemsCreate N ewFinance Serv and ices Businessfor Pr Innovativ ide r of e AChoic gri- e(What are the desiredprogram on-time,informed decisionsGlobal interactionCu st Ensure omers(Opportunities)Markets Create NewServicesfor Innovativ Finance e A gri-on-budget and on-based on a languagestrategic outcomes weManage riskIncr ease C us tomerPerceiv Cust e Vomersalue inMarketsFinancestrategywith global datato assureIncrease CustomerPerform a Clear PublicdefinitionsSatisf ac tionThe Perc Relationship eiv e V alu e inStimulate ‘High Risk’Perform a Clear Public are striving for?)business benefitProgramTRANSLATING(Loyalty) Satisf through ac tionThe RelationshipPolicy Role FurtheringFunds Stimulate for Agri-Ventures ‘High Risk’Policy Role FurtheringSTRATEGY(Loyalty) throughGov rnmnt s Agricult uralSuperior ExecutionFunds for Agri-VenturesSuperior ExecutionCross-sell theBeyond FCC’s PublicGov Policy rnmnt Framework s Agricult uralShift CustomersCross-sell thePo licy Beyond Risk Pr FCC of ile ’s Public via VCGrow AwarenessPolicy Framew or k CustomerShift CustomersPr od uc t L in eto Best ChannelPolicy Relationships Risk Pr of ile via VCGrow Meet clientProd uc t L in eof FCC Awareness BrandAccess trustedto Best ChannelRelationshipsWit of h All FCC Public Brand s(What are theexpectationsand timely dataOffer TargetedWith All Publicsexpectations ofIdent ify andat all levelsProduc Offer ts (includes Targetedour customers?resolve keyPr odpricing)uc ts (in clu de sDe velop N ewissuesService/ProcessPerformance Measurespricing)Pr Develop od uc ts N&ewIntroduceWhat is the endEffectivelyFlexibility toServ Produc ices ts &Prod Introducets fo rresult they arecommunicate betweensupport futurePXO & business on allImplementServ icesAddition Pr od uc al ts fo rchangesOptimize Productivitylooking for?)pertinent issuesRetent Implement ionSegment Ad dit ionsalPr oa ct ively Ma na geThr Opt o ug imize h Cont Produc inu ous tivit yPlanning Re te nt ionProvide RapidSegment sIndustry Proact ively and Manage MediaDevelop andDelivery Program Strategies Execution & Objectives MeasuresProc Through es s I mp Cont r ov ement inuous ,PlanningProvide RapidIndustryResponseRelations and / MediaPrioritiz eImplement Develop and a(Channels Pr oc es s & I mp Partnering) r ov eme nt ,ResponseCo mmunica Relations ns /Opportunities Pr ior itizeforPa Implement rt ne rin g / aCommun ica tio ns(Channels & Partnering)ImplementOpportunities Align programSust ainInnovative forAllianc Part e Process nering /MaintainManage ScopeImplementInternalCRMactivities withInnovativeAlliance Processconsistentcontinuousand changeProc CRsesMSolut ionsbusiness objectivesProgram ExecutionStrategic MeasureTargetOwnerSolut ionsGive Back to the Processdefinitionrequirementsandimprovement of dataImprove RiskAlliances &Pr oc es sesImplement COECommunities Give Back in to Which thehigh quality ofquality, process and(To satisfy ourdataMa Improve na ge men Risk tPa Alliances rt ne rin g &En ha nc eAdjus t Proces sesCommunities in WhichMonitorresults(M1.1) EVA for harmonisation/integration activities of OoTEnhanceProgram Implement Pr oces COE swe Operat eMa customers, at whatStrategic Themes:Practices na ge men tPart neringCust omerAdjus to Foster t Proces sesProgram Proces s–Community we Operat eprogram… by managing all as pects of the programOperational expense budget on Target£165M FY00 YellowPrac ticesSegmentation Cust omerMinimizeDiscussion to Foster and–Community ManagementexecutionPerspectives:execution to successfully deliver global data(M1.2) % o f customised solutions vs. global solutionsSegment at ionPr Minimiz oblems eInvest mentNew Discussion Thinking andInvest ment process must weINTOProblemsNe w Th in kin gPROJECTSChange controlmanagement(C1.1) % o f projects co mpleted on-timeexcel?)Initiate iat eContinuouslyTHATPlan Programand resolution% o f co mpleted projects meeting 90%+ of functionality expectationsIdentif y E xternalProgrammonitor Mission programPeopleDeliver(C1.2) % o f solutions designed to be scalable for 5x capacityIdentify ProfitableCapture and DeepenIdentify ExternalresultsBuild RiskSources ofCapture and DeepenCreate CentersUnderstand Who(What are the desiredprogram on-time,% o f solutions with capacity & design signoff by businessKMCustomers, Identify Channels, ProfitableAgric ult ural SectorSources ofManagement Build Riskon-budget and on-Expertise Agric ult ural (identify Sec torCelebrat eCutt ing Edgeof Create Expertise Centers forto Understand Talk t o and Whostrategic outcomes weManage risk% o f solutions with unit-cost savings when additional users are broughtMa Products. Customers, (Understand Channels,Cutt ing EdgeExpert na geisemen tstrategyExpertise the needs) (identify‘Small’ Celebrat eAgri-Expertiseof Cr Expertise e ativ e forWhat to Talk to tSayo andUnderstandShare to assureonto platformExpertiseCustomer Products. Profitablity) (UnderstandAgri-Expertis eknowledgethe needs)Innovations ‘Small’Solut Creativ ions eWhat to SayCommunity Understand Organisationaland leverage bestare striving for?)business benefit(C1.3) # of C&W network outages (testing: “ meshed”)En ha nc e po rt fo lioCustomer Profitablity)InnovationsSolut ionsCo Needs mmunityEnhanc dat a info e port folioNeeds Enablerspractices# of occurrences o f single-point-of-failureMaintainma nadata ge men infot(To excel at ourFully define PMOinstitutional repository% o f SLAs guaranteeing end-to-end network performance, includingorganisationCustomer of common globalresponsibility for 3rd party partner performancecapabilities management En ha nc e I.T. fo rMineprocesses, how mustMeet clientProgram Planlanguage(C1.4) Customer service results on “ proactive service” queryITcapabilities Improved En ha nc e Speed, I.T. fo rStr ategic MineBuild Partner /Bu ild In du str y &our organisationIdentify(What are theexpectationsImproved Speed,internal andTimeliness,Cust Strategic omerBuild Partner /Integrate SolutionsAllianc e Syst emsBuild Industr y &Develop# of solution teams that deliver monthly update to clientIntegrate SolutionsCompetitorexternal skilledDevelop standardsIn Timeliness, te gr a tio n,Information Cust omerAllianc e Syst emsOffe r ing s v ia Bes tInfras truc ture &Co mpe titorCommunity DevelopBuild Risklearn and improve?)expectations ofIdentify andOffe r ing s v ia Bes t Knowledge Base(P1.1) Products implemented across multiple geog., with minor modification 75% - 10/31/00implementationin cooperation with hIntegration,our customers?resolve keyReliability, and CostInformationInfr as tr uc ture &PracticesApplic at ionsKnowledge BaseListening Community PostsManagement Build Risk# of functional elements (of products) that conform to standards100% - 6/30/02resourcesthe Standards GroupCreate e team issuesofReliability, and CostAp plic at ion s‘WorkBench’ Prac tices& Listening K nowledge PostsDatabase Ma na ge men t‘WorkBench’& K nowledgeWhat is the end internal and externalEffectively(P1.2) # of maintenance tasks performed across multiple geographies12 - 12/31/00DatabaseImplement CustomerBaseImplement Relationship CustomerBaseresult they arecommunicate betweenFully Product towers covered by global service centresdefine PMOskilled operational3/5 by 12/31/00PXO & business on allSample W ork Plan for IRT Project at HPMaRelationshipna ge ment?processresources# of initial 35 products developed by cross-geographic teams12 by 10/31/00Develop StrongManagement?looking for?)pertinent issuesDefine(P1.3) Project milestones metLead Integrated80% - 12/31/00LeadershipDevelop StrongAtt ract & Ret ainFinancial Thinking SkillsInnovation DefineDevelop DynamicDevelop & GroomLead IntegratedProject Budgets met60% - 12/31/00AprilFinancial Thinking SkillsSales/FinancialAgri-ContentAttract & RetainDevelop DynamicStr InnovationLeadership of Cross-FunctionalDevelop & GroomStaff (KM & LD)FCC Amba ss ad or ( s)Sales/Financialategy(P1.4) # of interfaces is less than number of customers/channel partnersin Staff ( KM & LD)PD& I TeamsExpertise Agri- Cont entLeadership of Cross-Functionalby 12/31/00StrategyAgri-Financ e Solutions TeamsFCC Ambass ad or ( s)SuccessfulPD& I TeamsExpertiseAgri-Finance Solutions Teams% CRB approved projects complying with IT/Engr. Global RoadmapStrategy Success ful30% - 12/31/00Enhanc e Bench St rength & Suc cession PlanningInte rnalAlign programManage 60% - 12/31/01 1 2 3 4 5 6 7 8Execution StrategyDELIVER RESULTSactivities withScopeExecutionD l L d hi Skill t All L l f M tand change% o f CRB approved OoT project through Standards review processbusiness 15% - 12/31/00Processobjectivesrequirementss80% - 12/21/01 IRT Level BSC(To satisfy our(P1.5) % o f 35 products developed using collaborative tools & technology (using 100% - 10/31/00customers, at whatMonitorexisting tools)programOPTION #1(O1.1) Is methodology defined, and in-place? (Y/N)Y - 12/31/00Infrastructure BSC #1ManagementexecutionAre case tools/development tools available? (Y/N)Y- 12/31/00process must we(O1.2) % value ofOoTpurchases made off preferred-vendor list Renaissance35% - 3/31/01Infrastructure BSC #2excel?)InitiatePlan Program70% - 3/31/02ProgramLeading all(O1.3) # of products that can accept a 4x volume increase over sales forecast within 100% - 12/31/00ScorecardsInfrastructure B SC #390 days (i.e., 90 days to ramp-up for change)30 days - 12/31/01(O1.4) eGo Milestones met (Y/N)Yes - alwaysDesktop video rolled out to level 3 staff80% - 12/31/00OrganisationalShare knowledgeRole definition provided within 10 days of new assignment 100%100% alwaysand leverage bestEnablersRollout Global Messaging System250 - 7/31/00practices100% - 2/28/01(To excel at ourFully define PMO% o f attach ments on emails↓50%- 12/31/00processes, how mustorganisationOPTION #2% o f level 2 & 3 positions filled on permanent basis90% alwaysour organisationIRT Level BSC(O1.5) Representation on strategic supplier advisory boards60% by 3/31/01learn and improve?)RenaissanceLimitations for technologies formally documented for 35 products -Identify internal andStandard -and 100% HP- 12/31/00Infrastructure BSC #1Program Resultsexternal skilledimplementationresourcesFully define PMOprocessNon standard -Leading50% -12/31/00(O1.6) # of project plans targeting legacy decommissioning roadmapTBDScorecards% o f systems/applic. covered by system deco mmissioning roadmap 100% - 12/31/00Page 1May June July11 14 9 10 12 13 15 16Infrastructure BSC #2Infrastructure B SC #3Infrastructure BSC #4Infrastructure BSC #5 Prototype &Document.Infrastructure BSC #4RenaissanceLeads BSCHP InternalTeam LeadsBSCInfrastructure BSC #5Prototype &Document.Kickoff MeetingMajor Checkpoint© 1999 Renaissance Worldwide, Inc. - A ll rights reserved. 3