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1、Guide to a Balanced Scorecard:Performance Management MethodologyMoving from Performance Measurement to Performance ManagementGuide to a Balanced ScorecardPerformance Management MethodologyRichard H.HopfDeputy Assistant Secretary for Procurementand Assistance ManagementDepartment of EnergyLloyd W.Pra
2、tschProcurement ExecutiveDepartment of StateRobert A.WelchDirector for Acquisition Managementand Procurement ExecutiveDepartment of CommercePauk A.DenettDirector of Administration/SeniorProcurement ExecutiveDepartment of InteriorDavid J.LitmanDirector,Office of Acquisitionand Grants ManagementDepart
3、ment of TransportationIda M.UstadDeputy Associate Administratorfor Acquisition PolicyGeneral Services AdministrationTerrence J.TychanDeputy Assistant Secretary for Grantsand Acquisition ManagementDepartment of Health and Human ServicesPMM BOOK 10/20/98 7:59 PM Page a1PrefaceThe members of the Procur
4、ement ExecutivesAssociation(PEA)-an informal associationof civilian procurement executives-have redesigned their programs for performanceevaluation and management of acquisition systems.They have moved from headquarters-based,process-oriented oversight programs to ones which rely more on self or loc
5、al assessmentof performance against departmental or agency expectations.Through the use of assessmentapproaches based on performance measurement models developed by a federal interagency teamchartered by this Association,the participating procurement organizations have fundamentallyredesigned perfor
6、mance assessment.From the very beginning of the transition from the traditional purchasing system reviews to theredesigned assessment approach that replaced them,it was understood that further refinementand continuous improvement was planned.Consistent with that long-term strategy,and buildingon the
7、 originally redesigned federal purchasing assessments,the business system assessmentmodels of the PEA members have evolved to be more aligned with the Balanced Scorecard(BSC)approach to performance measurement and management,which is currently in use bymany“world class”private corporations.This Guid
8、e describes the PEA business system assessment program,implementation procedures,evaluation standards,and reporting process.It also establishes the conceptual framework forperformance management for PEA agency acquisition system assessments,as well as consistenttechniques useful in performing the pe
9、rformance management administration and systemoversight functions.In accordance with this framework,each PEA member will integrate intohis/her agencys or departments system a balanced scorecard assessment methodology utilizingthe core objectives and measures identified in this Guide,and any addition
10、al measures thatcontribute to the accomplishment of the individual agencys strategic goals and objectives.This Guide is not regulatory.Nevertheless,with its identified core measures and objectives,theprogram outlined in this Guide represents an assessment approach within which the PEA intendsto achi
11、eve consistency and uniformity,to the greatest extent practicable.iGuide to a Balanced Scorecard:Performance Management MethodologyMoving from Performance Measurement to Performance ManagementPMM BOOK 10/20/98 7:59 PM Page iiiiGuide to a Balanced Scorecard:Performance Management MethodologyMoving fr
12、om Performance Measurement to Performance ManagementTable of ContentsPreface.iTable of Contents.iiiAcronyms.vExecutive Summary.viiChapter One:Assessment of the Performance Challenge.1Chapter Two:Performance Management Strategy.51.What is Perfomance Management?.52.Performance Management System Goals.
13、63.The Balanced Scorecard Methodology.64.The Four Perspectives of the Balanced Scorecard.75.Implementing a Balanced Scorecard.9Chapter 3:How to Establish Performance Measures.151.Define Organizational Vision.Mission,Startegy.152.Develop Performance Objectives,Measures,and Goals.153.Evolve with Exper
14、ience.17Chapter 4:Establishing Measures for an Acquisition System.231.Customer Perspective.242.Finance Perspective.253.Internal Business Processes Perspective.254.Learning and Growth Perspective.26Chapter Five:Data Collection.291.Basic Principles.292.Survey Methodology.30Chapter Six:Moving from Perf
15、ormance Measurementto Performance Management.351.Right Organizational Structure.352.Using Performance Measurement Results to Effect Change.37PMM BOOK 10/20/98 7:59 PM Page iiiivGuide to a Balanced Scorecard:Performance Management MethodologyMoving from Performance Measurement to Performance Manageme
16、ntChapter Seven:Building and Maintaininga BSC Knowledge Repository.431.Need for Maintenance.432.Agency Flexibility.433.Sharing Best Practices.444.Outreach Efforts.455.Future Endeavors.45AppendicesA:Procurement ExecutivesBSC Team and Team Charter.47B:References and Resources.51C:Federal Sector Characteristics Affecting Performance Measurement.53D:Survey Administration.55E:Optional Acquisition Performance Measures.57PMM BOOK 10/20/98 7:59 PM Page ivAcronymsBSC Balanced ScorecardCAPS Center for Adv
