An online report could
have contained some of this interactivity, but having the ability to easily identify
a problem project, expand it to see the KPIs for each phase, and then assess their
health proved to be an ideal way to present the information to project managers and
upper level management.
It??™s also important to remember that some scorecards focus on a single perspective
and a very narrow set of KPIs, while many others include multiple perspectives and
therefore are often broader in scope and far more high level than most traditional
reports, which tend to focus on details.
Strategy Maps
Strategy maps were discussed to some degree in Kaplan and Norton??™s first book on
Balanced Scorecards, but they have since grown to become perhaps the primary tool
for an organization building a Balanced Scorecard with Strategy Maps: Converting
Intangible Assets into Tangible Outcomes, also by Kaplan and Norton. Balanced
scorecards assume that something has to be measurable in order to be managed;
strategy maps assume that something has to be describable in order to be measured.
Strategy maps, at least for Balanced Scorecards, are broken into the same four
perspectives mentioned in the scorecard, and they lay out the macro view of the
organization??™s goals and lay out the strategy for achieving those goals.
Remember from the discussion of the Balanced Scorecard that the four
perspectives are financial, customer, internal process, and growth and learning.
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