1

Designing your scorecards and indicators

• Identifying the role and purposes of scorecards for the company and for management.
• Definition: What a scorecard is and is not.
• Understanding the scorecard approach: Knowing how to identify the company, clarify the mission, etc.
• Placing an activity's performance under scorecard control.
• Identifying three aspects of control and monitoring: Strategic, managerial, operating.
• Defining the objectives of the organization, and of each department or office.
• Identifying action variables or key factors of success.
• Building the indicators. Setting up standards.
• Choosing indicators based on the objectives. Different levels of indicators and their use.
• Ranking result, progress, monitoring, reporting, and managerial indicators.
• Identifying relevant indicators based on needs.
• Selecting performance, activity, and timeframe indicators by function or by process.

2

Selecting the most significant indicators.

• Defining the progress goals attached to indicators.
• Identifying each user's needs; management, team, staff.
• Determining what levels of information are required and giving them meaning.

3

Manage the strategy using scorecards

• Identifying the major steps of the project.
• Instituting project management. Adopting a gradual approach.
• Creating reports and implementing a reporting process.
• Getting users and recipients involved.
• Listing users' needs and useful levels of information.
• Analyzing different requests.
• Finding existing information.
• Identifying sources of information: Build, collect, and check the information.
• Knowing the cost of the information. Consolidating the information.
• Formalizing the communication of the information. Making reading easier. Degree of accuracy. Frequency. Attractiveness.
• Using tools to create the scorecard.

4

Manage your team with scorecards

• Manage the change by getting everyone involved. Sharing the project's issues, getting people involved and assigning them responsibilities.
• Making your team members responsible for tracking indicators.
• Getting your teams on board with scorecards; designing and updating.
• Uniting your team around scorecards.
• Analyzing the results: Interpreting and correcting deviations between actual and forecasts.
• The scorecard: A decision support tool.
• Holding meetings: Frequency, preparation, purposes.
• The scorecard: A communication tool.
• Using it as a cross-cutting information tool. Posting the scorecard. An internal or external benchmarking tool.
• Using the scorecard based on your own managerial style. A tool for improving skills.

5

Optimize your scorecards

• Organizing the presentation of scorecards with your teams.
• Setting up an information circuit to encourage changes to the indicators.
• Updating the scorecard. Adapting it to the company's strategy.
• Risk mapping. Identifying which of the company's processes should be included.
• Defining global performance indicators.
• Verifying the efficiency of the processes based on set performance indicators.
• Developing strategic scorecards.
• Dividing the strategy into four perspectives: Financial, customer, process, learning.