Beruflich Dokumente
Kultur Dokumente
Date of Report
Name
m Not started
n On Plan
Complete
u Issues
mnu
Start Date
Sponsor
10/1/04
3/28/06
End Date
Task
1.1
1.2
1.3
Actual Start
Date
Tentative
Start Date
Impact on
Completion
(Actual vs.
Target)
Target Completion
date & Status
12/1/04
4/30/05
11/15/04
3/31/05
2/1/05
4/15/05
1.5
After Phase 3
Deliverables
3/22/05
1.4
Comments
3/1/05
2.1
2.2
2.3
2.4
2.5
2.6
DRAFT
7) Briefing Session
8) Communication Plan
Page 1 of 14
Issues
u
Lead
Project Plan
Date of Report
Name
m Not started
n On Plan
Complete
u Issues
mnu
Start Date
Sponsor
10/1/04
End Date
3/28/06
Task
2.7
Actual Start
Date
Tentative
Start Date
Impact on
Completion
(Actual vs.
Target)
Target Completion
date & Status
Comments
Deliverables
3.2
3.3
3.4
3.5
3.6
Scorecard Model
3.7
3.8
4.2
DRAFT
Page 2 of 14
Issues
u
Lead
Project Plan
Date of Report
Name
m Not started
n On Plan
Complete
u Issues
mnu
Start Date
Sponsor
10/1/04
End Date
3/28/06
Task
Actual Start
Date
Tentative
Start Date
Impact on
Completion
(Actual vs.
Target)
Target Completion
date & Status
Comments
Deliverables
4.3
Recommended Changes to
Link Processes Together
4.4
4.5
5.2
5.3
5.4
5.5
5.7
5.6
DRAFT
Page 3 of 14
Issues
u
Lead
Project Plan
Date of Report
Name
m Not started
n On Plan
Complete
u Issues
mnu
Start Date
Sponsor
10/1/04
End Date
3/28/06
Task
Actual Start
Date
Tentative
Start Date
Impact on
Completion
(Actual vs.
Target)
Target Completion
date & Status
Comments
Deliverables
3/28/06
Major Issues
Item No.
Description
Comments
1
2
3
4
DRAFT
Page 4 of 14
Status
Issues
u
Lead
Definition
PM #
Performance Measure
BSC Framework
Type of Measure
Is this measure a
1) Strategic
2) Operational
3) Tactical
4) Individual
1
2
3
4
5
6
5 of 14
Measure Justification
Definition
Data Elements To Be
Collected
Data Source
PM Calculation Formula
Actual FY 03
Definition
PM #
Performance Measure
Actual FY 04
Green Standard
Amber Standard
Red Standard
Data Available?
Y/N
Notes
1
2
3
4
5
6
6 of 14
Financial Objective
(F1)
Financial Objective
(F2)
Financial Objective
(F3)
Customer Objective
(C1)
Customer Objective
(P2)
Process Objective
(P1)
Process Objective
(P2)
Process Objective
(P5)
Process Objective
(P4)
F1.1
F1.2
F1.3
F1.4
F2.1
F2.2
F2.3
F2.4
F3.1
F3.2
F3.3
F3.4
C1.1
C1.2
C1.3
C1.4
C2.1
C2.2
C2.3
C2.4
P1.1
P1.2
P1.3
P1.4
P2.1
P2.2
P2.3
P2.4
P3.1
P3.2
P3.3
P3.4
P4.1
P4.2
P4.3
P4.4
L1.1
L1.2
L1.3
L1.4
L2.1
L2.2
L2.3
% Revenue Growth
Degree of Reliability
(Hard Data
vs.Subjective)
Update Frequency /
Repeatable
Graded Attributes
L2.4
L3.1
L3.2
L3.3
L3.4
Instructions:
Rate each Measurement for these attributes on a scale of 1 to 5:
1. Update Frequency: Measurement can get updated on a regular basis; M for Monthly, Q for Quarterly, A for Annual, etc.
2. Degree of Reliability: Can you easily measure the performance objective or is it too subjective when it comes to measurabili
3. Encourages the right behavior: Measurements should not confuse, distort, or create the wrong performance behavior within
4. Degree of Fit: Measurement fits with the culture and processes of Organization and flows well from Lower Level to Upper Le
5. Degree of Support: Client has existing procedures and processes that can support the measurement (such as available data
Maximum Score
25
20
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
80%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
Lagging
Single or Index
Metric
Leading or Lagging
Overall
Grade
NonGraded
Attributes
Degree of Support /
Available Info
Encourages the
right behavior
3
Total
Points
Single
0
0
0
0
0
0%
0%
0%
0%
0%
Alignment Matrix
Vision
Strategic
Drivers
Organization
Measures
Critical
Levers
Critical
Processes
Measures
Tools
Mission
Values
Project Roster
Name
Area
www.intranets.com
Location
Desk Phone
Cell Phone