Key Learning Objectives
- Understand the key concepts of the Balanced Scorecard, and why it is gaining so much attention in corporate, non-profit, and governmental organizations
- Learn a systematic, nine-step methodology for building and implementing the Balanced Scorecard, based on the performance management theory developed at Harvard University and the Institute’s international Balanced Scorecard consulting experience
- Receive a Performance Scorecard Toolkit™ with worksheets for each step of the methodology, and a CD with course and reference materia
About the Course
The Institute’s Nine Steps to Success™ a framework is the basis of the course, where the emphasis is on shared participant experiences, lessons learned, and best practice. Small-group exercises are used for each step in the framework to reinforce the lectures, and you are encouraged to bring your organization’s strategic planning material to share with the class and receive instructor feedback offline as time permits.
Topics covered by the course include:
- Basic concepts of the Balanced Scorecard and how it can be used to improve your organization’s performance
- How the Balanced Scorecard applies to different types of organizations
- How to build and implement a Balanced Scorecard using the lnstitute’s awardwinning nine-step methodology
- How to develop meaningful performance measures and how a scorecard system can drive your performanceinformed budget and accountability
- How to get performance information throughout the organization to better informed decision making through scorecard automation
- How to cascade the scorecard to all levels of an organization
- How to design and implement a scorecard where other frameworks have already been introduced
- How to revise poorly designed scorecard elements
- How to overcome obstacles and real world challenges
- How to evaluate planning documents and processes
Who Will Benefit
This course is recommended for executives, managers, planners and analysts who are part of a Balanced Scorecard development team, and are seeking the best practical ideas for improving organizational performance.
Eddy Abou Chakra
Managing Partner, Vanguards Consulting
Eddy is the Founder and Managing Partner at VANGUARDS Consulting. He has over 20 years of strategy and business transformation experience acquired through various engagements in Middle East, and Europe. His key focus is on strategy formulation, strategy execution, performance management, organisation transformation, business process improvement, information systems, marketing, and business development. Eddy has advised governments, financial institutions, telecom operators, construction and real estate companies. He has Led major strategy and transformation engagements with key focus on value proposition enhancement, governance, technology, product development, service delivery, business models, due diligence, and HR. Eddy has extensive experience in leading focused strategy engagements as well as large transformation projects.
Eddy held various positions in international audit and consulting and headed the IS Audit and consulting function at two of the top 10 international audit and consulting firms.
Eddy is a Certified Information Systems Auditor (CISA— ISACA), certified Balanced Scorecard Master Professional (BSMP — George Washington University), and Certified E-business Consultant (CEC— ICECC).
Partner, Vanguards Consulting
President of the Association of Business Process Management International (ABPMP) Middle East Chapter).
Rami is currently a Partner at VANGUARDS Consulting, a management consulting firm with deep functional knowledge spanning strategy formulation and execution, business process management and information technology. His areas of expertise include strategy formulation and execution (using the Balanced Scorecard framework), organisational design, business process optimisation and workflow, manpower optimisation, as well as developing and implementing policies and procedures relating to human resources, and finance and accounting.
Previously, Rami worked on performance improvement services at PriceWaterhouseCoopers. He has a vast exposure to multinational companies and his main focus is on helping clients translate their strategy into operations thus reengineering existing processes to accommodate the new strategic direction of the organisation, as well as increase efficiency and effectiveness. Rami is a member of the Association of Business Process Management International (ABPMP), an international organisation dedicated to the advancement of business process management concepts and practices.
Rami has led assignments across different industries including banking, contracting, F&B, media, manufacturing, production, etc. Such assignments ranged from complete turnaround situations (strategy formulation, organisation restructuring, and business process management) to scope specific projects like developing/cascading scorecards or restructuring of certain functions or processes.
“This is really a useful course and highly related to my job. The trainer was knowledgeable and gave good examples and case studies to practice and understand the concepts.”
Head of Performance Management, SOCSO
“Instructor was excellent, easy to understand, friendly, knowledgeable and professional. His wide experience and coaching style facilitated for perfect learning environment.”
Head of Corporate Planning, Social Security Organisation
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BSP Certification Part 1: Introduction To The Balanced Scorecard
Module I Introduction
Learning Objectives: Explain the concept and origin of the Balanced Scorecard; outline course modules; introduce the case studies; introduce participants; and discuss reference material.
- Introductions, expectations, and participant knowledge
- Workshop objectives
- Balanced Scorecard concept and origin
- Agenda, schedule and logistics
- Introduction to the examples, case study, small-group exercises, performance measurement software, and the performance scorecard toolkit
Module II Overview Of The Balanced Scorecard (BSC)
Learning Objectives: Explain the evolution of measurement and strategic management systems; define terms; list reasons for adopting a Balanced Scorecard system; identify the six steps needed to build a scorecard system and the three steps needed to implement these systems; identify challenges that need to be overcome; discuss indicators of successful systems; discuss time periods for a scorecard project; contrast the differences and similarities in scorecard systems for different organizations;
discuss a typical BSC cycle.
- Introduction to performance management and measurement
- Balanced Scorecard history
- Reasons for undertaking a Balanced Scorecard project
- Similarities and differences among BSC and other performance systems
- Advantages of using BSC performance systems
- Contrast private sector and public agency use of scorecards
- Key questions the BSC seeks to answer
- Sample BSC performance measures
- The Nine-Step Methodology for building and implementing a Balanced Scorecard project
- Meeting the challenges of scorecard systems
- Indicators of successful projects
Module III Building The Balanced Scorecard
Learning Objectives: Identify the six building steps – Using an organization assessment to set vision, mission and strategy, defining strategic themes, choosing perspectives and developing objectives, developing a Strategy Map, defining performance measures, developing initiatives.
Case studies and examples will be selected from among several commercial, public sector and not-for-profit organizations that use the Balanced Scorecard for strategic management
- Using an organizational assessment to set vision, mission, and strategy
- Identify customer groups and develop the Customer Value Proposition
- Develop strategic themes and strategic results
- Develop strategic objectives and strategic success drivers
- Strategy mapping – develop cause-effect relationships among the objectives
- Derive strategic performance measures, targets and thresholds
- Develop strategic initiatives
- Define criteria for selecting initiatives
Module IV Implementing The Balanced Scorecard
Learning Objectives: Identify and understand the three implementation steps – Using computers to communicate performance information, cascading the scorecard throughout the organization, and using scorecard information to improve performance.
Examples will be selected from among several commercial, public sector and not-for-profit organizations that use the Balanced Scorecard For strategic management
Software Demonstration: Performance Management Information
- Implementation issues
- Aligning strategy and work throughout the organization
- Collect, verify and validate performance data
- Transforming data into information
- Software options for managing performance information
- Developing an internal and external communication plan
- Cascading the scorecard throughout the organization
- Employee motivation
- Linking strategy to resource decisions
- Linking performance to rewards
- Scorecard roll out, training, and change management
- Using performance information to improve organization performance
Module V Next Steps
Learning Objectives: Understand the challenges of integrating Balanced Scorecard systems with other enterprise-wide systems; overcoming challenges to implementation.
Exercise: Examine strategic change readiness in your organization
- Integrating the scorecard with other enterprise management systems
- Integrating the scorecard with other enterprise information systems
- Best practice
Module VI Getting Your Scorecard On Track
Learning Objectives: Applying the BSC to your organization’s needs; discuss company specific issues.
Exercise: Develop a scorecard action plan for your organization
- Overcoming obstacles and challenges within your organization
- Integrating the scorecard with other enterprise management and information systems
- The role of consultants
- Time and schedule estimates
- Develop an action plan based on your organization’s readiness
BSP Certification Part 2: Advanced Balanced Scorecard
- Course overview and logistics
- Learning objectives
Module VII Evaluation To Assessment
- Best practice and terminology review related to Steps One and Nine of the Nine Steps to Success™
- Common evaluation and assessment challenges
- Small group facilitation primer
Case Study Exercise: Use various small group facilitation techniques to identify case study scorecard development issues and problems
Module VIII Advanced Strategic Foundations Development
- Short review of Steps One – Assessment, and Two – Strategy, of the Nine Steps to Success™
- Analyzing, identifying and correcting poor strategic foundation design
- Migrating from other planning models to the Balanced Scorecard
- Various pitfalls associated with poorly designed strategic themes and perspectives
Case Study Exercise: Revise poorly designed strategic foundation elements
Module IX Advanced Objective And Strategy Map Development
Strategic objective and strategy map best practices
How to facilitate the correction of poorly designed objectives and strategy maps
Case Study Exercise: Revise poor strategic objectives, and strategy map design and development facilitation
Module X Advanced Performance Management – Measure What Matters
- How to use several frameworks, such as the Logic Model, Process Flow Analysis, the Decision Model and the Critical Question Model, to develop a family of potential measurements for each objective
- Identification and correction of problems associated with poorly selected measurements
Exercise: Practice using a process flow analysis to develop meaningful measurements for various objectives
Module XI Measurement Definition, Implementation And Visualization
- Advanced measurement definition: ratios, frequency and accuracy requirements
- How to develop “roll up” measurements and indexes
- How to set targets and normalize data
- How to improve data visualization
Case Study Exercise: Identification and correction of poor measurement definition and visualization
Module XII Strategic Initiative Prioritization And Management
- Advanced strategic initiative prioritization techniques
- Project management primer
Case Study Exercise: Practice using a common initiative prioritization technique
Module XIII Advanced Scorecard Alignment And Cascading
- How to build organizational alignment through advanced cascading techniques
- Advanced Tier Two scorecard development
- How to build a pilot program at the Tier Two level without a Tier One level scorecard
- How to develop a Tier Three scorecard and align with an appraisal system
Case Study Exercises: Refine Tier Two scorecards and develop Tier Three scorecards
Module XIV Managing And Sustaining A Balanced Scorecard
- Day-to-day management with a Balanced Scorecard
- Performance-based budgeting
- Sustaining a scorecard
- Strategy Management Office (SMO) roles and responsibilities
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