Trident BUS499 full course module 1-4 all case and SLp (cco-160)

TridentBUS499full course module 1-4 all case and SLp (cco-160)

Trident Bsu499 course

Trident Bsu499 course

BUS499

Module 1 - Background

THE BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE

Required Reading

Please read the Introduction and Chapters 1-3 of:

MacKay, A., (2004) A practitioners guide to the balanced scorecard: A practitioners’ report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/Thought_leadership _docs/tech_resrep_a_practitioners_guide_to_the_balanced _scorecard_2005.pdf

Please read Chapter 1 of:

Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/ImportedDocuments/ Tech_rept_Effective_Performance_Mgt_with_Balanced_ Scd_July_2005.pdf

Also review the following to re-familiarize yourself with the concept of mission and vision as they relate to strategy:

Robin, D. (n.d.) Vision, Mission and Values: Management Tools for Building a Better Workplace. Daniel Robin & Associates. Retrieved from: http://www.abetterworkplace.com/developing-the-organization-and-the-people-in-it/

The case assignment article can be found at:

Martello, M., Watson, J., Fischer, M., (2008).Implementing a balanced scorecard in a not-for-profit organization.Journal of Business & Economics Research. 6(9), 67-80. Retrieved from:http://journals.cluteonline.com/index.php/JBER/article/ view/2471/2517

This web article will be helpful for focusing your SLP.

Niven, P. (N.D.) Financialperspective.EPM Review. Retrieved fromhttp://www.epmreview.com/resources/articles/item/84-financial-perspective.html

Optional Reading

American University of Beirut (N.D. Balanced Scorecard Initiative: Guidelines for Building a BSC. Retrieved fromhttp://www.aub.edu.lb/osm/scorecards/Documents/guidelines_for_building_a_bsc.pdf

Averson, P. (1998). What is the Balanced Scorecard? Balanced Scorecard Institute, a Strategy Management Group company. Retrieved fromhttps://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx

Measurements for Success. Retrieved from http://www.mystrategicplan.com/strategic-planning-topics/balanced-scorecard.shtml

QuickMBA (N.D.) The Business Vision and Company Mission Statements. Retrieved fromhttp://www.quickmba.com/strategy/vision/

Sharma, P. (N.D.) Measuring Business strategy through balanced scorecard. Retrieved fromhttp://www.scribd.com/doc/5032771/Balanced-Scorecardfinancial-perspective

MOD 1 CASE ASSIGNMENT HAS BEEN COMPLETED AND WILL BE INCLUDED IN A SEPARATE FILE FOR REFERENCE.

Module 1 - SLP

THE BALANCED SCORECARD & THE FINANCIAL PERSPECTIVE

The purpose of the Session Long Project is to give you the opportunity to explore the applicability of the Module to your own life, work, and place in space and time, and to experiment with the Module to see how the otherwise academically rigorous presentation of a topic may, with more or less work and/or trauma, become "up close and personal". This is done in a number of different ways -- sometimes cumulative papers, sometimes practical hands-on experimentation with a tool of some sort, sometimes reflections on a place of work or life. The common thread is personal application, aimed at demonstrating a cumulative knowledge and understanding of the course's material.

For this course, the Session Long Project will take the form of putting together background from each of the four perspectives for a balanced scorecard approach to an organization or organizational unit with which you are familiar. In the final module, you will have a go at strategy mapping. You’re not building a complete balanced scorecard -- that would be far beyond our current scope – but you’ll have a chance to see what goes into it and how it gets put together into a coordinated whole. As in the cases, you’ll be drawing on your previous course work to help.

The Module 1 assignment has two parts. First, you need to identify an organization to which you have access to at least some information concerning financial data; staffing and human resource systems; marketing and customer relations; information systems; and operations. While most material on the Balanced Scorecard is written from the private, for-profit point of view, it’s perfectly possible to use this approach with public or non-profit organizations as well.

For the second part of this assignment, consider the organization's mission and strategy from the perspective of its financial operations (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such operations are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. If you’re unclear on just what objectives and measures are, here is a presentation that describes what they are and how to write them.

SLP Assignment Expectations

When you have thought about it and made your selection, please specify (2-3 pages):

• The name of your organization
• What this organization does – its mission, vision and overall strategy
• The access you have to information about this organization -- remember, you’ll need information about its financial performance, marketing, internal operations, strategy, and management systems.

Once you’re reasonably clear on what’s involved, think about your organization and its finances, and then:

• Identify at least three objectives for improving the organization's financial position, and show how they relate to the mission, vision and strategy of the organization.
• For each objective, develop at least one meaningful performance measure (metric).
• For each objective, identify at least one expected level of performance (target).
• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).

Here’s a table that you may wish to copy and fill in:

Objective	Measure	Target	Action

Module 2: BSC Flexibility & the Customer Perspective

Module 2 - Background

BSC FLEXIBILITY & THE CUSTOMER PERSPECTIVE

Required Reading

Please review the Introduction and Chapters 1-3 of:

MacKay, A., (2004) A practitioner’s guide to the balanced scorecard: A practitioners’ report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/Thought_leadership_docs/
tech_resrep_a_practitioners_guide_to_the_balanced_scorecard_2005.pdf

Please read Chapter 4 of:

Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/Imported Documents/Tech_rept_Effective_Performance_ Mgt_with_Balanced_Scd_July_2005.pdf

The case assignment article can be found at:

Basu, R., Little, C., Millard, C., ( 2009). Case Study: A fresh approach of the Balanced Scorecard in the Heathrow Terminal 5 project. Measuring Business Excellence.13(4). 22-33. Retrieved from:http://www.perf-ex.co.uk/wp-content/uploads/2012/04/T5-case-study-MBE-papaer.pdf

This web article will be helpful for focusing your SLP.

Niven, P. (N.D.) Customer perspective.EPM Review. Retrieved fromhttp://www.epmreview.com/resources/articles/item/85-customer-perspective.html

Optional Reading

Here is a rather detailed optional reading that may help to support your understanding of BSC implementation in various types of organizations:

Rohm, H., (2002). A balancing act. Perform. Retrieved from:http://www.balancedscorecard.org/LinkClick.aspx? fileticket=ph%2b8b3YMoBc%3d&tabid=56

Mod 2 Discussion-
Who Are Customers

Can you think of any organizations that do not have relevant "customers" to take into consideration? If there are such organizations, how are they different from other organizations where all parts of the BSC operate equally?

Module 2 - Case

BSC FLEXIBILITY & THE CUSTOMER PERSPECTIVE

Assignment Overview

In the last module we looked at the Balanced Scorecard and how it is implemented from more of a purist’s approach and just touched on the flexibility of the tool. In this module, we are going to look at the BSC from more of an adaptive approach. That is to say, how adaptable is this tool given the wide variety of organizations out there in the world.

In this assignment you are asked to study the required readings and to read the following case study:

Basu, R., Little, C., Millard, C., (2009). Case Study: A fresh approach of the Balanced Scorecard in the Heathrow Terminal 5 project. Measuring Business Excellence.13(4). 22-33. Retrieved from:http://www.perf-ex.co.uk/wp-content/uploads/2012/04/T5-case-study-MBE-papaer.pdf

After reading this article, write an essay in which you compare and contrast the balanced scorecard utilized by the British Airport Authority (BAA) at Heathrow Airport’s Terminal 5 project with the standard quadrants typically applied in a traditional BSC approach (financial focus, Internal focus, Learning and Growth focus, and Customer focus). That is to say, the Terminal 5 project was a large, public construction project using private contractors. Yet, the BSC approach is also applied to the manufacturing sector, health care sector, and is applied in both private and public organizations. So you'll want to consider how the T5 project adapted the BSC approach to fit the prevailing circumstances to help formulate your arguments.

Assignment Expectations

In formulating your essay you need to discuss to what degree the evidence suggests the balanced scorecard approach is amenable to most organizations.

Introduction: In this part of your essay you will need to introduce your topic and provide a very brief overview of the key points you plan to make in your paper.

Analysis: In this section you will present the actual comparison and contrast between BAA’s approach to the Balanced Scorecard and more traditional approaches.

Conclusion: Wrap up your argument with a clear and cogent synopsis of your findings. Do your best to convince your reader (aka, your professor) as to your position.

Additional Instructions: Your essay should be 3 to 4 pages in length (not counting your title page or references). You must include a list of references. APA formatting is preferred. Do not paste in sections of text into your essay. All of your work must be written in your own words. It’s OK to use a short quote now and again, but quotations must be in quotation marks and properly cited. In-text citations should be used anytime you are borrowing somebody else’s ideas, or information. That is to say, if you are borrowing a thought from a publication from F. Leghorn’s article written in 2010, that section of text must be followed with (Leghorn, 2010). Quotations, data, and general ideas (put into your own words) should all be cited.

Module 2 - SLP

BSC FLEXIBILITY & THE CUSTOMER PERSPECTIVE

For Module 2, consider your organization's mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to.

SLP Assignment Expectations

Once you’re reasonably clear on what’s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then:

• Identify at least three objectives for the organization's customer service perspective and show how they relate to the mission, vision and strategy of the organization.
• For each objective, develop at least one meaningful performance measure (metric).
• For each objective, identify at least one expected level of performance (target).
• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).
• Comment briefly on the relationships of the customer service objectives that you've identified here to the financial objectives that you identified in the Module 1 SLP assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finances?
• Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 experience?

Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)

Objective	Measure	Target	Action
Relationships to other objectives
Revisions (if any) to Module 1 Objectives
Objective/Module	Measure	Target	Action

Module 3 - Background

BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE

Required Reading

Required Reading

Chapters 1-3 of:

MacKay, A., (2004) A practitioners guide to the balanced scorecard: A practitioners’ report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/Thought_leadership _docs/tech_resrep_a_practitioners_guide_to_the_balanced _scorecard_2005.pdf

Also read/review Chapter 2-7 of:

Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/ImportedDocuments/ Tech_rept_Effective_Performance_Mgt_with_Balanced_ Scd_July_2005.pdf

Go to the following webpage and review the two papers by Dr. Braam listed below.

http://www.ru.nl/economics/@676887/pagina/#publications

You do not need to review all the statistical stuff, just read through to the point where the author presents the hypotheses and then move to the discussion and/or conclusion sections of the documents.

Braam, G.J.M. (2012). Balanced Scorecard's interpretative variability and organizational change.In C.-H.Quah& O.L. Dar (Eds.), Business Dynamics in the 21st Century (pp. 99-112). Retrieved from Trident University Library.

Braam, G.J.M. &Nijssen, E.J. (2011).Exploring antecedents of experimentation and implementation of the balanced scorecard. Journal of Management & Organization, 17(6), 714-728. Retrieved from Trident University Library.

The second article is also available in Proquest

This web article will be helpful for focusing your SLP.

Niven, P. (N.D.)Internal process perspective. EPM Review. Retrieved fromhttp://www.epmreview.com/resources/articles/item/86-internal-process-perspective.html

Optional Reading

McLean, SR. and Mahaffey, SM. (2000).Implementing a surgical balanced scorecard.Surgical Services Management.6(1). 43-47. Retrieved May 17, 2010.

The Chartered Quality Institute. Retrieved from http://www.thecqi.org//Knowledge-Hub/Qualityworld/

MOD 3- Discussion Topic

Business Process Perspective

Organizations are complex systems with multiple stakeholders. Sometimes the interests of various stakeholders can conflict. For your initial post to this discussion, please give an example of a business process where the interests of two (or more) stakeholders are in opposition. For your second posting, choose an example of such a conflict posted by another student, and suggest a way that the business process can be changed so that the interests of the stakeholders can be brought into sync.

Module 3 - Case

BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE

Assignment Overview

Any large scale change endeavor requires a great deal of effort on the part of a given organization to implement. Implementing a corporate wide BSC based performance management system is no different. In implementing such a system, organizational leaders face the challenge of overcoming organizational inertia rooted in resistance to change. This is no easy challenge, and is one of the major reasons why the majority of BSC initiatives (or large scale change initiatives in general) fail.

In this module, therefore, we are going to look at the BSC not due to its value as a means of integrating strategy with operations or due to its usefulness as a performance management tool. Rather, in this module we are going to put on our organizational dynamics consultant hat and consider what it takes to implement a large scale organizational change endeavor.

After completing the readings presented, write a 3-4 page essay that

In your own words, describe the efforts put forth by BAE in implementing the BSC approach in their organization from an implementation perspective. What efforts did they make to assure employees would be receptive to, and accept the BSC initiative? Describe to what extent you believe their efforts paid off.

The case study for BAE can be found in Chapter 7 of:

Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/Imported Documents/Tech_rept_Effective_Performance_ Mgt_with_Balanced_Scd_July_2005.pdf

Assignment Expectations

Your assignment should include the following:

Introduction: In this part of your essay you will need to introduce your topic and provide a very brief overview of the key points you plan to make in your paper.

Analysis: In this section you will present the actual comparison and contrast between BAA’s approach to the Balanced Scorecard and more traditional approaches.

Conclusion: Wrap up your argument with a clear and cogent synopsis of your findings. Do your best to convince your reader (aka, your professor) as to your position.

Additional Instructions: Your essay should be 3 to 4 pages in length (not counting your title page or references). You must include a list of references. APA formatting is preferred. Do not paste in sections of text into your essay. All of your work must be written in your own words. It’s OK to use a short quote now and again, but quotations must be in quotation marks and properly cited. In-text citations should be used anytime you are borrowing somebody else’s ideas, or information. That is to say, if you are borrowing a thought from a publication from J. Bravo’s article written in 2010, that section of text must be followed with (Bravo, 2010). Quotations, data, and general ideas (put into your own words) should all be cited.

Module 3 - SLP

BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE

For Module 3, consider the organization's mission and strategy from the perspective of its internal business processes (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such business processes are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to.

SLP Assignment Expectations

Once you’re reasonably clear on what’s involved, think about your organization and its business processes, and then:

Identify at least three objectives for improving the organization's internal business processes, and show how they relate to the mission, vision and strategy of the organization.

• For each objective, develop at least one meaningful performance measure (metric).
• For each objective, identify at least one expected level of performance (target).
• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).
• Comment briefly on the relationships of the process objectives that you've identified here to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finance or customer service?
• Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Module 3 experience?

Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)

Objective	Measure	Target	Action
Relationships to other objectives
Revisions (if any) to Module 1 and/or Module 2 Objectives
Objective/Module	Measure	Target	Action

Module 4 - Background

STRATEGY MAPPING & THE LEARNING AND GROWTH PERSPECTIVE

Required Reading

Review:

MacKay, A., (2004) A practitioners guide to the balanced scorecard: A practitioners’ report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/Thought_ leadership_docs/tech_resrep_a_practitioners_guide_to_the_balanced_scorecard_2005.pdf

Review Chapters 1-6 and read section 7.2 of:

Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from:http://www.cimaglobal.com/Documents/ImportedDocuments/
Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf

Read the following:

Armitage, H., Scholey, C., (2006). Using strategy maps to drive performance.Society of Mgt. Accountants of Canada. Retrieved from:http://www.cimaglobal.com/documents/importeddocuments/tech_mag_strategy_mapping_march07.pdf

Also take a look at the following web page and download the Strategy Map in a word document. This is a real simple example that will assist you in your strategy mapping discussions

National Institute of Standards & Technology [NIST]., (2012). Baldrige Program Strategy Map. Retrieved from: http://www.nist.gov/baldrige/about/strategy_map.cfm

This web article will be helpful for focusing your SLP.

Niven, P. (N.D.) Learning and growth perspective.EPM Review. Retrieved fromhttp://www.epmreview.com/resources/articles/item/87-learning-and-growth-perspective.html

Optional Reading

Sharma, P. (N.D.) BSC – learning and growth. Retrieved May 17, 2010, fromhttp://www.scribd.com/doc/5032774/Balanced-Scorecardlearning-and-growth

Mod 4 discussion

Learning and Growth Perspective-

Actions for 'Learning and Growth Perspective'

The home page of this module identifies several measures of the learning and growth perspective, such as

• Real-time availability of accurate customer and internal process information to front-line employees
• Ability to launch new products
• Ability to create more value for customers
• Ability to penetrate new markets
• Alignment of employee incentives with overall organizational success factors
• Rates of improvement in critical customer-based and internal processes

Consideration of these measures reveals that it can be difficult to quantify these factors. For your first posting in this Discussion, identify one specific example of a measure of learning and growth measure that you feel could be critical to an organization, but difficult to measure. For your second posting, choose another student's measure and propose a metric that could be used to quantify it.

Module 4 - Case

STRATEGY MAPPING & THE LEARNING AND GROWTH PERSPECTIVE

Assignment Overview

Explain the process of strategy mapping and how it relates to performance management and establishing value propositions. You may discuss this theoretically or use the Glacier Inn case study presented in the Armitage and Scholey (2009) document in your readings to serve as an example for integrating these ideas. Alternatively, you can use the Hazard Action Zone case study presented in Murby& Gold document (see background readings) if you’d prefer.

Armitage, H., Scholey, C., (2006). Using strategy maps to drive performance.Society of Mgt. Accountants of Canada. Retrieved from:http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_MAG_Strategy_Mapping_March07.pdf

Assignment Expectations

Your essay should be 4 to 5 pages long and include the following:

Introduction: In this part of your essay you will need to introduce your topic and provide a very brief overview of the key points you plan to make in your paper.

Analysis: In this section you will present the actual comparison and contrast between BAA’s approach to the Balanced Scorecard and more traditional approaches.

Conclusion: Wrap up your argument with a clear and cogent synopsis of your findings. Do your best to convince your reader (aka, your professor) as to your position.

Additional Instructions: Your essay should be 3 to 4 pages in length (not counting your title page or references). You must include a list of references. APA formatting is preferred. Do not paste in sections of text into your essay. All of your work must be written in your own words. It’s OK to use a short quote now and again, but quotations must be in quotation marks and properly cited. In-text citations should be used anytime you are borrowing somebody else’s ideas, or information. That is to say, if you are borrowing a thought from a publication from J. Neutron’s article written in 2010, that section of text must be followed with (J. Neutron, 2010). Quotations, data, and general ideas (put into your own words) should all be cited.

Module 4 - SLP

STRATEGY MAPPING & THE LEARNING AND GROWTH PERSPECTIVE

For Module 4, consider your organization's mission and strategy from the perspective of its learning and growth (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such activities are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation onobjectivesif you need to.

SLP Assignment Expectations

Once you’re reasonably clear on what’s involved, think about your organization and its learning and growth processes, and then:

• Identify at least three objectives for improving the organization's learning and growth, and show how they relate to the mission, vision and strategy of the organization.
• For each objective, develop at least one meaningful performance measure (metric).
• For each objective, identify at least one expected level of performance (target).
• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).
• Comment briefly on the relationships of the learning and growth objectives that you've identified here to the financial objectives that you identified in the Module 1 SLP assignment, the customer service objectives you identified in Module 2, and/or the internal business process objectives you identified in Module 3. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to customer service, business processes, or financial operations?
• Finally, do you wish to make any changes to your Module 1, 2, or 3 objective write-ups in light of your Module 4 experience?

Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)

Objective

Measure

Target

Action

Relationships to other objectives

Revisions (if any) to Module 1, 2, and/or 3 Objectives

Objective/Module

Measure

Target

Action