پیاده‌سازی کارت امتیازی متوازن IT: هم‌راستا کردن IT با استراتژی شرکتی

"The goals of an IT balanced scorecard include the alignment of IT plans with business objectives, the establishment of measures of IT effectiveness, the directing of employee efforts toward IT objectives, the improved performance of technology, and the achievement of balanced results across stakeholder groups. CIOs, CTOs, and other technical managers can achieve these goals by considering multiple perspectives, long- and short-term objectives, and how the IT scorecard is linked to other scorecards throughout their organizations. Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy lays the groundwork for implementing the scorecard approach, and successfully integrating it with corporate strategy. This volume thoroughly explains the concept of the scorecard framework from both the corporate and IT perspectives. It provides examples, case histories, and current research for critical issues such as performance measurement and management, continuous process improvement, benchmarking, metrics selection, and people management. The book also discusses how to integrate these issues with the four perspectives of the balanced scorecard: customer, business processes, learning, and innovation and financial."--Publisher's website Table of Contents......Page 8 About the Author......Page 16 Preface......Page 18 Why Balanced Scorecard?......Page 24 What Is Balanced Scorecard?......Page 25 Attributes of Successful Performance Measurement Systems......Page 28 Federal Express......Page 29 FedEx and the Balanced Scorecard......Page 31 Federal Acquisition System......Page 32 Customer Perspective......Page 34 Finance Perspective......Page 36 Learning and Growth Perspective......Page 37 Contractor Purchasing System......Page 38 On to Chapter 2......Page 40 References......Page 47 Understanding Performance Management: Balanced Scorecard at the Corporate Level......Page 50 Step 2: Develop Performance Objectives, Measures, and Goals......Page 52 Mission, Vision, and Strategy......Page 53 Awareness of Strategic Challenge......Page 54 Innovation......Page 55 Ethics......Page 56 Supervisor Role in Quality Improvement......Page 57 Awareness of Quality Issues......Page 58 Workforce Involvement......Page 59 Tasks and Characteristics......Page 60 Customer Orientation......Page 61 Work Unit Input Measures......Page 62 Work Unit Efficiency Measures......Page 63 Work Unit Impact Measures......Page 64 Supplier Activities......Page 65 Performance Measurement......Page 66 Input Measures......Page 67 Efficiency Measures......Page 68 Direct Outcome Measures......Page 69 Efficiency Reviews or Management Analysis......Page 70 Statistical Process Control......Page 71 Definition (workforce)......Page 72 External Customer Activities......Page 73 Organizational Streamlining......Page 74 Good Ideas......Page 75 Quality Training......Page 76 Reward Systems......Page 77 Definition (Teams)......Page 78 Measurement......Page 79 Root Cause Analysis......Page 80 Awareness and Communication......Page 83 Staffing......Page 84 Timeliness......Page 85 References......Page 86 1. Whom Do We Want to Be?......Page 88 Step 1: Make a Commitment at All Levels - Especially at the Top Level......Page 89 Step 5: Break Down Organizational Barriers......Page 90 Developing Benchmarks......Page 91 Phase 1: Plan......Page 92 Phase 3: Analyze......Page 93 Phase 4: Adapt......Page 94 Choosing Metrics......Page 97 Looking Outside the Organization for Key Indicators......Page 101 Step 2: Information Meeting......Page 102 Step 5: Total Picture......Page 103 Process Mapping......Page 106 Step 1: Understand the Basic Process Mapping Tool......Page 107 Step 5: Apply the Basic Process Mapping Tool to Each Process......Page 108 Step 6: Compile the Results......Page 111 The Balanced Scorecard Plan......Page 112 References......Page 113 Aligning IT to Organizational Strategy......Page 114 The IT Balanced Scorecard......Page 115 Altering the Balanced Scorecard for IT......Page 117 Great-West Life Case Study......Page 121 Drilling Down to the Specific System......Page 126 Keeping Track of What Is Going On......Page 132 Surveillance......Page 134 On to Chapter 5......Page 135 References......Page 136 Cost-Benefit Analysis......Page 138 Estimating ROI for an IT Project......Page 141 Continuing Benefits Worksheet......Page 145 ROI Spreadsheet Calculation......Page 146 Earned-Value Management......Page 147 Rapid Economic Justification......Page 148 Portfolio Management......Page 150 Preparing the Field......Page 151 A Monetary Value of Information......Page 152 The Prediction Market......Page 153 References......Page 155 Customer Intimacy and Operational Excellence......Page 158 The Customer Satisfaction Survey......Page 161 Using Force Field Analysis to Listen to Customers......Page 163 The Customer Economy......Page 165 Innovation......Page 167 Managing for Innovation......Page 170 2. Can the innovation actually be done? Does the organization have the resources?......Page 172 4. The second phase, design, is something examined in greater detail later.......Page 173 On to Chapter 7......Page 174 References......Page 175 Aligning IT to Meet Business Process Objectives......Page 176 The IT Utility......Page 177 CMM Explained......Page 180 Level 1: Initial......Page 181 Level 3: Defined......Page 182 Level 4: Managed......Page 183 Getting from CMM to Process Improvements......Page 184 Quality and the Balanced Scorecard......Page 187 Process Performance Metrics......Page 192 On to Chapter 8......Page 195 Additional Reading......Page 196 Aligning IT to Promote Learning and Growth......Page 198 Liberate Rather than Empower......Page 199 The Monster in the Corner Office......Page 200 Liberating Your Staff......Page 201 The Challenge of Peopleware......Page 202 Manage Expectations......Page 203 Overcome Fears......Page 204 Motivate Team Members......Page 205 Hiring the Best People......Page 206 A Better Workforce......Page 208 Techniques for Motivating Employees......Page 210 Nontechnological Issues in Software Engineering......Page 212 Creativity Improvement......Page 214 Communications and Group Productivity......Page 216 Management Quality Considerations......Page 218 Training......Page 220 Upside-Down Training......Page 221 References......Page 222 Compliance, Awareness, and Assurance......Page 224 The Proactive Risk Strategy......Page 225 RMMM Strategy......Page 227 Risk Assessment......Page 233 Just What Is Critical to Project Success?......Page 235 Effective Communications......Page 236 Ethics......Page 237 Legal......Page 238 On to Chapter 10......Page 239 References......Page 240 Department of Defense Performance Assessment Guide......Page 242 Aha! Executive Decision Support System (Balanced Scorecard Application)......Page 245 The Performance Organiser......Page 248 Microsoft Balanced Scorecard Framework......Page 251 CorVu 5......Page 254 SAS Strategic Performance Management......Page 256 ActiveStrategy Enterprise......Page 257 QPR 7 Collaborative Management Software Suite, Including QPR ScoreCard, QPR ProcessGuide, and QPR Collaboration Portal......Page 261 QPR Collaborative Management Software Suite......Page 262 QPR ScoreCard Software, QPR ProcessGuide Software, QPR CostControl Software, and Strategy Map Software......Page 265 Healthwise Balanced ScorecardTM......Page 267 Reference......Page 270 Problem Solving......Page 272 Quality......Page 273 Groups......Page 274 Reference......Page 275 1. Introduction......Page 276 2.1 Background......Page 277 2.2.1 Initial Contact......Page 278 2.2.2 Evaluation Interview......Page 279 2.3 Software Metrics Capability Evaluation Follow-Up......Page 280 2.3.2 Project Plan and Implementation......Page 281 Appendix B/B: Software Metrics Capability Questionnaires......Page 282 B.1.2 Scoring......Page 284 B.2 Metrics Customer Profile Form......Page 285 B.3.1 Questions for Metrics Capability Level 2......Page 287 B.3.2 Questions for Metrics Capability Level 3......Page 291 B.4.1 Questions for Metrics Capability Level 2......Page 296 B.4.2 Questions for Metrics Capability Level 3......Page 299 Appendix B/C: Software Metrics Capability Evaluation Report: Annotated Outline......Page 304 2.1 General Results......Page 305 3. RECOMMENDATIONS......Page 306 Credibility......Page 307 Motivation......Page 308 Culture/Change History......Page 309 Organizational Buy-In......Page 310 Notes......Page 311 Traditional IT Metrics Reference......Page 314 Typical IT Metrics......Page 315 Developing an IT Assessment Program......Page 316 Traditional Configuration Management Metrics......Page 318 IEEE Process for Measurement......Page 319 Stage 3: Implement Measurement Process......Page 320 Stage 7: Assess Reliability......Page 321 Level 1: Initial Process......Page 322 Level 4: Managed Process......Page 323 Steps to Take in Using Metrics......Page 324 2. Defect Density......Page 325 5. Functional or Modular Test Coverage......Page 326 8. Number of Conflicting Requirements......Page 327 10. Design Structure......Page 328 12. Data or Information Flow Complexity......Page 329 14. Software Documentation and Source Listings......Page 330 McCabe’s Complexity Metric (1976)......Page 331 References......Page 332 The eBay Debate......Page 334 Financial......Page 335 Objective 1: Increase Shareholder Wealth......Page 336 Objective 2: Grow Revenues from International Markets......Page 337 Conclusion: Objectives 1 and 2:......Page 339 Objective 1: Achieve High Levels of Customer Loyalty......Page 340 Objective 2: Mitigate Effects of Disputes on Customer Satisfaction......Page 341 Conclusion: Objectives 1 and 2:......Page 342 Objective1: Keep Web Site Accessible at All Times......Page 343 Objective 1: Expand and Capture Foreign Markets......Page 345 Objective 2: Increase Variety of Items for Sale......Page 346 Conclusion: Objectives 1 and 2:......Page 347 References......Page 348 Appendix D/A: The Balanced Scorecard......Page 350 Appendix D/B: Customer Letter......Page 353 Interviewing......Page 356 Employees......Page 357 Customers......Page 358 Types of Questions......Page 359 Questionnaires/Surveys......Page 360 Observation......Page 363 Documentation......Page 364 Reference......Page 365 Promotes Teamwork......Page 366 Takes Initiative and Accepts Accountability......Page 367 Demonstrates Flexibility......Page 368 Continually Improves Processes......Page 369 Systems Improvement......Page 370 Employee and Team Direction......Page 371 Professional Development......Page 372 The Malcolm Baldrige National Quality Award Program......Page 374 Visionary Leadership......Page 375 Customer-Driven Excellence......Page 376 Organizational and Personal Learning......Page 377 Valuing Employees and Partners......Page 378 Focus on the Future......Page 379 Management by Fact......Page 380 Focus on Results and Creating Value......Page 381 Criteria for Performance Excellence Framework......Page 382 System Foundation......Page 383 Criteria Structure......Page 384 P.1 Organizational Description......Page 385 P.2 Organizational Challenges......Page 386 1.1 Organizational Leadership (70 pts.)......Page 387 1.2 Social Responsibility (50 pts.) Process......Page 388 2.1 Strategy Development (40 pts.)......Page 389 2.2 Strategy Deployment (45 pts.)......Page 390 3.1 Customer and Market Knowledge (40 pts.)......Page 391 3.2 Customer Relationships and Satisfaction (45 pts.)......Page 392 4.1 Measurement and Analysis of Organizational Performance (45 pts.)......Page 393 5 Human Resource Focus (85 pts.)......Page 394 5.1 Work Systems (35 pts.)......Page 395 5.2 Employee Learning and Motivation (25 pts.)......Page 396 6 Process Management (85 pts.)......Page 397 6.1 Value Creation Processes (50 pts.)......Page 398 7 Business Results (450 pts.)......Page 399 7.3 Financial and Market Results (75 pts.)......Page 400 7.5 Organizational Effectiveness Results (75 pts.)......Page 401 Author Note......Page 402 Value Measuring Methodology......Page 404 Step 1: Develop a Decision Framework......Page 405 Task 1: Identify and Define the Value Structure......Page 406 Task 3: Identify and Define the Cost Structure......Page 408 Step 2: Alternative Analysis - Estimate Value, Costs, and Risk......Page 409 Task 1: Identify and Define Alternatives......Page 412 Task 2: Estimate Value and Cost......Page 413 Step 3: Pull Together the Information......Page 414 Task 1: Aggregate the Cost Estimate......Page 416 Task 3: Calculate the Value Score......Page 417 Task 5: Compare Value, Cost, and Risk......Page 418 Task 1: Communicate Value to Customers and Stakeholders......Page 419 Task 4: Use Lessons Learned to Improve Processes......Page 420 Note 2: Sensitivity Analysis......Page 421 Definitions......Page 422 Author Note:......Page 429 Southwest Airlines......Page 430 School......Page 431 Billing Service......Page 433 Warranty Registration System......Page 434 Web Store......Page 436 Vendor Registration......Page 437 Purchasing Systems......Page 439 General Business......Page 440 Resources......Page 442 1.1 Response Time......Page 444 1.3 Database Audit......Page 445 2.1 Review the Security Plan......Page 446 2.5 The Product Base......Page 447 2.6 In-House Development......Page 448 2.8 Reporting......Page 451 3.1 Navigability......Page 452 3.4 Search Engine......Page 453 4.2 E-Commerce......Page 454 5.2 Employee Web Usage......Page 455 Establishing a Software Measurement Program......Page 456 Direct and Indirect Software Measurement......Page 458 Views of Core Measures......Page 459 Use a Software Process Improvement Model......Page 460 SEI CMM......Page 462 Develop a Software Measurement Plan and Case......Page 464 Size......Page 467 3. Automated Methods......Page 468 2. Policy......Page 469 4.1 Overview of Project Measures Activities......Page 470 4.6 Updating......Page 471 5. Contents of Measurement Plan......Page 472 Author Note......Page 474 References......Page 476 Organizational Process Focus (CMM Level 3 Defined)......Page 478 Generic Goals (GG) and Practices (GP)......Page 479 Generic Goals (GG) and Practices (GP)......Page 480 Specific Goals (SG) and Practices (SP)......Page 481 Generic Goals (GG) and Practices (GP)......Page 482 Specific Goals (SG) and Practices (SP)......Page 483 Risk Management (CMM Level 3 Defined)......Page 484 Generic Goals (GG) and Practices (GP)......Page 485 Specific Goals (SG) and Practices (SP)......Page 486 Organizational Process Performance (CMM Level 4 Quantitatively Managed)......Page 487 Generic Goals (GG) and Practices (GP)......Page 488 Specific Goals (SG) and Practices (SP)......Page 489 Generic Goals (GG) and Practices (GP)......Page 490 Generic Goals (GG) and Practices (GP)......Page 491 Specific Goals (SG) and Practices (SP)......Page 492 Generic Goals (GG) and Practices (GP)......Page 493 Distribution Center......Page 494 Product Marketing......Page 495 Enterprise Resource Planning......Page 496 Project Management......Page 497 Software Maintenance......Page 498 General IT Measures......Page 499 INDEX......Page 504

The goals of an IT balanced scorecard include the alignment of IT plans with business objectives, the establishment of measures of IT effectiveness, the directing of employee efforts toward IT objectives, the improved performance of technology, and the achievement of balanced results across stakeholder groups. CIOs, CTOs, and other technical managers can achieve these goals by considering multiple perspectives, long- and short-term objectives, and how the IT scorecard is linked to other scorecards throughout their organizations. Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy lays the groundwork for implementing the scorecard approach, and successfully integrating it with corporate strategy.

This volume thoroughly explains the concept of the scorecard framework from both the corporate and IT perspectives. It provides examples, case histories, and current research for critical issues such as performance measurement and management, continuous process improvement, benchmarking, metrics selection, and people management. The book also discusses how to integrate these issues with the four perspectives of the balanced scorecard: customer, business processes, learning, and innovation and financial.

Balanced Scorecard is today's management mantra and an increasing number of organizations have implemented this performance methodology. IT managers are increasingly moving towards measurement of the software development and operations process. Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy provides an easy-to-read, comprehensive examination of how the popular balanced scorecard management performance methodology can be used to synch IT with a company's goals. It covers the key phases of a balanced scorecard project: planning, formulating, communicating, measuring, linking to objectives, implementing, and measuring. It provides a full sweep of the topic Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy thoroughly explains the concept of the scorecard framework from both the corporate and IT perspectives, laying the groundwork for implementation of the scorecard approach. It provides examples, case studies, histories, and current research, offering insight into performance measurement and management, continuous process improvement, benchmarking, metrics selection, and people management. This volume also discusses how to integrate all of these concepts into the four perspectives of the balanced scorecard. The book presents a one-stop-shopping "how-to" approach that leads to organizational success