Is There Any Strategy in Your Strategic Plan? by BSCI President & CEO Howard Rohm
I have worked for 40 years for a variety of business, government, and nonprofit organizations, and I am struck by how little real strategy there is in most strategic plans.
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A Balancing Act by Howard Rohm
A seminal article on how to implement the balanced scorecard.
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Sustaining New Directions by Howard Rohm and Larry Halbach

Sequel to A Balancing Act.

Balanced Scorecards, when developed as strategic planning and management systems, can help align an organization behind a shared vision of success.

Three Approaches to Management by Paul Arveson

The table below summarizes comparisons of three different management approaches or methodologies.

Selecting a Management Approach by Paul Arveson

There are many different schools of thought on management approaches, and each of these schools has its own proponents

The myth of measurement is embraced with almost religious fervor by the Management movement.

There are many different schools of thought on management approaches, and each of these schools has its own proponents

The Revolution in Strategic Planning by Paul Arveson

The balanced scorecard is creating a revolution in the profession and practice of strategic planning.

Measurement-based or fact-based management is not new.

The 1990's were an era of significant reform in US Federal Government management policy and information technology management policy in particular.

Non-Governmental Organizations by Paul Arveson

"A non-governmental organization (NGO) is any non-profit, voluntary citizens' group which is organized on a local, national or international level.

CIO Responsibilities

The Clinger-Cohen Act of 1996 created the Chief Information Officer position and assigns to the CIO these responsibilities.

Government Agency vs. Private Sector Management
Most of the literature on the Balanced Scorecard and other management theories is oriented around the values and needs of private-sector companies.

The Relevance of the Sarbanes-Oxley Act to Non-Profit Organizatoins: Changes in the Corporate Governance, Organization, Financial Reporting, Mangement Responsibility and Liability by John Knubel
The Sarbanes-Oxley Act was enacted in response to Enron, Worldcom (MCI), Health-South and several other recent episodes involving corporate fraud, mismanagement and abuse of power.

The Deming Cycle by Paul Arveson

W. Edwards Deming in the 1950's proposed that business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirements.

Begun and held at the City of Washington on Wednesday, the third day of January, one thousand nine hundred and ninety-six

On October 25, 1996, OMB Director Franklin Raines issued a memorandum setting forth guidance under the Information Technology Management Reform Act (ITMRA).

Government Performance and Results Act of 1993
AN ACT to provide for the establishment of strategic planning and performance measurement in the Federal Government, and for other purposes.

Government Performance and Results Act of 1993 (excerpt)
AN ACT to provide for the establishment of strategic planning and performance measurement in the Federal Government, and for other purposes.
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Deployment of the Balanced Scorecard Measurement System by Paul Arveson

The Balanced Scorecard text by Kaplan and Norton describes in general terms the basic ideas of the balanced scorecard concept

3-Tier Improvement Plan

The foundation of the entire plan is an intranet connected to a relational database. This infrastructure is used to support the collection and distribution of data to all participants.

Senior management is where most of the strategic functions exist, but general oversight covers all functions.

Seven Steps Toward "300" by Paul Arveson

The above figure shows a hypothetical record of efforts by a mediocre 'baseline' Government agency to achieve a score of 300

Improving an Everyday Process: The Meeting Cycle by Paul Arveson
Why are we so slow getting rid of paper-based processes? Is it because we aren't really convinced of the business case for IT (Information Technology)?

It improves the bottom line by reducing process cost and improving productivity and mission effectiveness.

A presentation given at the City-County Summit in San Diego, CA. March 2003

A workshop presentation given at the City-County Summit in San Diego, CA March 2003

a presentation by Howard Rohm

Books

The following books are recommended to provide expert help in special topics related to the balanced scorecard.

White Papers

Most of the following public domain documents were written for the US Department of the Navy Total Quality Leadership (TQL) Office around 1994.

Handbook for Basic Process Improvement
This handbook has been developed to assist team leaders at all levels who are involved in process improvement efforts.
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Office Lighting as a Performance Metric?
It may seem like a petty issue, but as energy costs increase, the practice of leaving lights (and other equipment) on at night is creating a bad "image" for some companies.

Measuring Performance in Government Research Agencies by Paul Arveson
Private companies exist to make money for their shareholders, owners and employees.

The Ethics Perspective by Paul Arveson
In the fall of 2001, Americans experienced a new depth of evil. Following the attacks on two cities, the mail system was attacked with Anthrax

Questions for Strategic Planners to Ask by Paul Arveson
Aligning strategic initiatives to strategy is done through measurements of the performance of those initiatives. There is no other way.
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Business Survey Methods
Collecting data on business organizations is very different from collecting data on individuals. Examples of the questions that survey designers must answer include the following
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The Balanced Scorecard and Related Practices
Although the balanced scorecard can form the foundation for organizational strategic success, it is not sufficient in itself.
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The Balanced Scorecard and Knowledge Management by Paul Arveson
In recent years there has been a renewed interest in "human resources" and "collaboration" under the term "knowledge management".
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Baldrige ISO
The matrix describes the correlation between performance criteria of the Malcom Baldrige Quality Award Business Criteria (2001) with the ISO 9001 performance criteria.
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Baldrige CMM
This is a comparison of Baldrige 2001 Business Criteria to the Capability Maturity Model (CMM).
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The Emerging Field of Management Engineering by Paul Arveson
Most engineering disciplines, such as mechanical engineering, civil engineering, naval engineering, etc. deal with building things that are visible.
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Integrating Baldrige with the Balanced Scorecard by Howard Rohm
Learn how the Baldrige assessment and the Balanced Scorecard can be integrated
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