Master IT Balanced Scorecard

Technology Services Division (TSD)
Balanced Scorecard
1

The pursuit of operational effectiveness is seductive
because it is concrete and actionable.
Caught up in the race for operational effectiveness, many
managers simply do not understand the need to have a
strategy.
– Dr. Michael E. Porter – Professor of Business
Administration, Harvard Business School
A Motivation for Change
2

Vision
Business
Strategy
TSD Balanced
Scorecard
Technical
Measures
«the business strategy documents are
needed here to drive the IT strategy»
Strategic Initiatives defined in a Strategy
Map with cause and effect connections.
Numeric measures for each KPI with
baseline value with variance values.
 Why We Exist
 What We Do To
Deliver Value To Our
Stakeholders
 What We Strive To
Be For Our
Stakeholders
 What Our
Stakeholders Want
Us To Be
 Implementation
Framework For
Turning Strategy Into
Execution.
Mission
Vision
GQ(I)M [6]
City of London
Strategy Plan
Mission and Vision of City of London as
the starting point for IT Strategic Initiatives
and their connections to the Master Plan
IT Operating Plan
IT operational activities based on City of
London for each operational outcome
using ITIL V3.
GQ(I)M
Goal, Question, (Indicator), Measure, to
capture CSFs, KPIs, and connections to
projects through a Strategy Map.

Elements of the Balanced Scorecard
Strategy Map, with four perspectives.
 Stakeholder perspective – describes the initiatives that directly
impact the stakeholders of the City of London IT Department in
pursuit of their mission and vision.
 Internal Process Perspective – describes the activities undertaken
by City of London TSD to deliver the stakeholder initiatives.
 Learning and Growth Perspective – the activities if City of London
TSD develop and maintain the skills, knowledge, and experience
needed to implement the Strategic Initiatives.
 Budget Perspective – the management initiatives needed to operate
the TSD in a responsible manner while delivering value to the BCSP
Stakeholders.
Score Card
 Vision – what the future should look like for City of London TSD
 Narrative – an elevator pitch for this Strategic Initiative telling what
the desired outcome will be in the future (the Vision).
 Strategic Initiative – a statement of the work to be undertaken to
fulfill the Vision
 Performance Goals – a stated measureable goal from the work
effort to deliver the Strategic Initiative that fulfills the Vision
 Critical Success Factors – for each goal, what are the Critical
Success Factors that must be in place for completion of the
Performance Goal
 Key Performance Indicators – the units of measure and the upper
and lower limits of these measures to satisfy the Critical Success
Factor

Cascading The Balanced Scorecard
 Cascading the scorecard means translating the TSD–
Tier 1 (This Scorecard) down to the TSD Departments –
Tier 2, and then to a team of individuals, the TSD
Department individuals – Tier 3.
 The current City of London is cascaded to Tier 2.
 The result is “line of sight” visibility from top to bottom
and back again for each top level strategic initiative.
 With the strategy map, goals, performance measures
and targets are connected to the top level Mission and
Vision of TSD.
5

Benefits of Cascading the Scorecard
 Top level Goals – City of London Strategic Plan focus
on the corporate goals and objectives connected to the
TSD strategic initiatives defined in the Information
Technology Strategy (1/16/2012).
 Individual department managers can connect these
strategies to their individual technical and operational
performance goals.
 The department scorecards can then be used to
connect TSD goals with Critical Success Factors and
Key Performance Indicators in the vernacular of
Balanced Scorecard.
6

Connecting the Dots From Tier 1 to Tier 2
7
The scorecard initiative is
expanded in the
performance description
“card” for each department
The “theme,” and the Initiative are flowed down the
Tier 2 scorecard to establish the basis for the
performance of the TSD department.
This answers the question - “what is the
department doing to support the top level TSD
strategy?”
The Tier 2 Goals, CSF’s, and KPI’s answer the
question “what does the department do in support
of the TSD Master Initiatives. This connects the
dots between department level strategic activities,
and the top level TSD strategic activities.

City of London TSD Balanced Scorecard
 The Strategy Map and department performance
scorecards show how TSD directly enables the
initiatives of the City of London Master Plan.
 The Master TSD scorecard is augmented with
individual department scorecards for the 8 TSD
department leaders.
8
Chief Technology
Officer
Customer
Relations
Management
Customer
Support
Applications
Information and
Information
Security
Business
Enabling
Program
Management
Office
Enterprise
Architect

Budget Perspective
B2: Budget
Management
B3: Resource
Management
Internal Processes Perspective
Stakeholder Perspective
S1: Be the
Preferred
Provider
S2: Use ITIL
to Manage
Services
S3: Provide
Needed
Systems and
Applications
S5: Manage
Stakeholder
Relations
S4: Ensure
Recognition
of Value
Service Attributes Relationships
P1: Use ITIL
for Op
Excellence
P2: Manage
Stakeholder
Relations
P3: Develop
Continuous
Improvement
Processes
P4: Assure
Security and
Privacy
Organizational Capabilities and Capacities
Learnings & Growth Perspective
Image
B1: Project
Performance
L1: Culture L2: Leadership L3: Alignment L4: Teamwork
City of London TSD Strategy Map
L5: Resource Capacity for
Work
L6: Resource Capabilities
for Work
StakeholderITDepartmentOperations

Four City of London IT Department (ITD)
Strategic elements mapped to the four BSC
perspectives.
When IT governance initiatives are defined
they are guided by the 5 framework
elements of ITIL V3
Organizational Strategy Service Strategy
Information Data
Strategy
Technology
Strategy
Improve
Organizational
Structure
Buildskillsand
improveresources
flexibility
ImplementIT
guidance
Improvesecurity
ExpandShared
Services
Improveoperational
processes
Reducecostof
service
Implementmanaged
services
ImproveWeband
contentcapability
Improvedecision
support
EnableCityof
Londoncollaboration
Deliverbusiness
applications
Rationalize
applicationsuite
Expandmobile
capability
Four Perspectives of the Balanced Scorecard
of Stakeholder, Internal, Learning's and
Growth and Budget Adherence
S1: Be the Preferred Provider of IT Services
S2: ITIL Service Management
S3: Needed Applications
S4: Ensure Value Recognition
S5: Stakeholder Relations (External)
P1: Operational Excellence
P2: Stakeholder Relations (Internal)
P3: Develop Continuous Improvement Process
P4: Security and Privacy
L1: Culture
L2: Leadership
L3: Alignment
L4: Teamwork
L5: Capacity for Work
L6: Capability for Work
B1: Project Performance
B2: Budget Management
B3: Resource Management

11
ITIL Paradigm for Balanced Scorecard

ITIL V3 Framework
1. Service Strategy – how to design, develop, and implement service
management not only as an organizational capability but also as a
strategic asset.
2. Service Design – design principles and methods for converting
strategic objectives into portfolios of services and service assets.
3. Service Transition – development and improvement of
capabilities for transitioning new and changed services into
operations.
4. Service Operation – achieving effectiveness and efficiency in the
delivery and support of services so as to ensure value for the
customer and the service provider.
5. Continual Service Improvement – creating and maintaining
value for customers through better design, introduction and
operation of services.
12

Connecting ITIL with IT Strategy
 The strategy map connects the IT strategy with four
perspectives of the balanced scorecard.
 The ITIL service areas establish the basis of all service
delivery strategies.
 The remaining CoL IT Strategy elements also have
connections to ITIL V3 and will be mapped during the
CSF and KPI phases.
13

Stakeholder Perspective
To reach our objectives, how do we create value for our stakeholders?
City of London TSD stakeholders are the “customers” of the services provided by TSD. These are all the people
who have an interest in the TSD Organization, projects managed by TSD, the activities of TSD, the resources, and
deliverables produced by the resources.
The City of London forms a complex network of impacted clients and stakeholders who exercise influence on
TSD’s funding, direction, and ability to fulfill its mission.
The strategic initiatives in this perspective address how TSD will satisfy the needs of these stakeholders and
clients, while maintaining the operational, security, privacy obligations to City of London Strategy and other
governance processes

Narrative Of The Contents Of This City of London “Card”
Strategic Initiative Performance Goal Critical Success Factor Key Performance Indicators
Strategic Theme
TSD Balanced Scorecard
Improve technology and
governance on sites and
content to replace old and
unstable technologies.
Improve content delivery by
increasing web based
capabilities guided by
strategic needs of the
stakeholders
Implement service
improvement plan per ITIL
[4]
Involve and develop TSD
staff to implement service
improvement plans
Install web streaming to
improve customer
satisfaction
Improve web organization
and searching
Improve work flow
processes
ITIL V3 Event, incident,
Request, Access, and
Operational Mgmnt KPI
ITIL V3 Event, incident,
Request, Access, and
Operational Mgmnt KPI
Percent of documents
under control
All committee rooms and
Council Chambers web
streaming capable
Value stream maps w/
monetized savings &
improvements
Comparable value and
performance to Google
To be the preferred technology partner in the achievement of the City of London Strategic Plan
and other mandated initiatives using Information Technology ITD must provide not only
desirable products and services, they must sustain the expected performance from those
products and services in the presence in increasing demand, evolving technology and maturing
stakeholder, asking tougher questions.
Provide IT products and
services traceable to each
City of London Initiative as
defined in a variety of
documents, from the
Strategic Plan.
When there is a choice, be
the preferred technology
partner to City of London.
When systems are
mandated, assure
customer satisfaction
exceeds expectations to
maintain preference
S1: Be The Preferred
Provider of IT Services
Implement SharePoint as
basis of all document
management services

Strategic Theme
Select from the 5 ITIL
components, which are
applicable for the current
strategy deployment
Develop operational
performance measures for
each of the TSD
departments at the
execution level guided by
the selected ITIL Service
Management Framework
elements
Deliver business apps to
meet customer needs
identified in strategy
Rationalize application suite
using ITIL portfolio
management
Determine resource needs
for fulfill IT service
management
Leverage Enterprise
Architecture
Expand mobile capability
and infrastructure flexibility
# current applications vs.
original # of applications
# of current platforms vs.
original # of platforms
% of new projects
approved by EA traced to
strategy
The ITIL Service Management Framework V3 defines the attributes and measures of the Fit for
Purpose (Utility) and Fit for Use (Warranty).
Utility is the increase for the possible “benefit” to the City of London.
Warranty is the availability and reliability in continuity and security of the services provided by
City of London TSD.
There are five (5) components: (1) Service, (2) Design, (3) Transition, (4) Operations, and (5)
Continuous Improvement as applied to the Stakeholder.
TSD will select which of these to implement over what periods of time to support the
improvement processes.
Implement selected
components of ITIL
Service Foundation V3. (1)
Service, (2) Design, (3)
Transition, (4) Operations,
and (5) Continuous
Improvement as applied to
the Stakeholder.
Deploy IT Service
Management best
practices guided by ITIL
Foundations V3.
S2: Use ITIL To Manage
Services
Standardize on fewer
platforms

Strategic Theme
Identify, implement, and
operate the applications and
systems of TSD to ensure
the Mission and Vision of
the City of London is being
met.
For each goal in the TSD
Strategic Plan define an
operational plan to maintain
or increase the performance
of each critical application
and system.
Deliberate design of
processes to support City of
London
Understand existing
services and the needs of
the stakeholders
Define technical capabilities
inventory and rank those
against CoL Mstr Plan
Model the capabilities and
capacities of critical systems
Model the infrastructure
needs to meet stakeholder
demand
Customer survey of needs
and satisfaction
assessment
Gap analysis of current
systems against critical
stakeholder needs
Skills, capabilities, and
capacity for work
assessment
Measureable contributed
value to CoL Mstr Plan
and IT Strategic Plan
Capacity, and “..ilities”
model for all infrastructure
with monetized value.
Capacity of services in
users, throughput or
volume.
Application and system strategy is about planning deliberate acts that increase stakeholder
value. IT is run as an independent business and is therefore regarded as a supplier/outsourcer.
This mindset allows for provisioning services internally or externally, depending upon business
conditions and opportunities.
IT services are viewed as strategic business assets critical to an organization’s survival and
success. A formal business planning process must be designed to complement the City of
London strategic planning process. The planning process includes a market definition step —
determining need and estimating revenue.
Take actions to identify
critical assets and increase
the measurable value of
TSD’s offerings to City of
London and assure TSD is
the provider of choice for
these IT Services by
operating and providing
applications that meet the
needs of the City of
London services provided
in section 3.2 of the
Information Technology
Strategy.
Assure the TSD critical
assets directly contribute
to the success of City of
London and its Mission
and Vision in units of
measure meaningful to the
decision makers.
S3: Provide Needed Systems
and Applications
Assess TSD staff’s ability to
deliver value to
stakeholders

Strategic Theme
Define and implement the
feedback processes and
their execution that will
connect the offerings of
TSD with the needs of the
stakeholders in units of
measure meaningful to
those stakeholders
Define and implement the
work processes needed to
close any gaps from
feedback from clients and
stakeholders to increase the
delivered value and the
recognition of this value.
Use business process
measures for meaningful
units
Periodic feedback capture
processes based in ITIL
Service measures
Customer feedback
received and gaps identified
and closure plans in place
Business models for
services
Feedback period and
corrective action fulfillment
Monetized value of
services, reduced risks
and business costs
Wishbone diagram for
cause, effect, and closure
in place and in use
The value of the products and services produced by City of London TSD must be recognized as
having tangible measureable value. TSD cannot declare there is value in the absence of
consensus with the clients and stakeholders.
This recognized value comes from the measurable benefits to the stakeholders in units
meaningful to them. These units can be hard dollars or monetized soft benefits.
But these benefits must be tangible and have a conversion rate to dollars for them to be useful
for the Balanced Scorecard efforts.
Define the service catalog,
the service performance,
and connect this
performance to the
measures of value agreed
to by the stakeholders.
Have TSD stakeholders
acknowledge the value of
the products and services
provided to the City of
London consumers
S4: Recognized Value
Define asset value for IT
system in monetized units of
measures

Strategic Theme
For the external
stakeholders, define the
processes needed to asses
the needs of the
Stakeholder to determine
what should be in the
Service Portfolio and the
Stakeholder Portfolio.
For the Internal
Stakeholders, define the
organizational maturity of
TSD and the processes
used to manage those
stakeholders and their
project and programs using
the OGC P3M3 Framework
[3]
Increase the service
potential of capabilities and
resources to meet demand
Increase the performance
potential that creates value
for the stakeholders
Improve project
management processes
Improve business
engagement processes
Improve design and
development processes
«define capability
measures»
«define performance
measures»
CRMs and customers
engaged in providing and
recording feedback
Use P3M3 model for
increasing maturity
Use P3M3 model for
increasing maturity
Use P3M3 model for
increasing maturity
Identifying stakeholders – using a matrix of stakeholders and their affinity to projects,
processes or domain areas.
Understanding their expectations – by interviewing, surveys (least preferred) and face to face
interactions asking direct questions.
Managing those expectations – in the same way as managing projects or processes, through
defined outcomes.
Monitoring the effectiveness of stakeholder engagement activities – by defining units of
measure for this management.
Continuous review of the stakeholder community – through frequent and periodic meetings
through the Stakeholder Circle® (http://www.stakeholder-management.com/)
Install a relationship
management process and
identify staff needed to
ensure stakeholders are
satisfied with TSD
products and services.
Relations with the
Stakeholders are defined
and measurable to ensure
continued success of City
of London TSD through a
Value Network of tangible
and intangible value
producing exchanges.
S5: Stakeholder Relations
Involve stakeholders with
communication processes
to capture needs

Internal Process Perspective
What processes must we excel at to satisfy our stakeholders and clients?
Processes are structured activities, designed to accomplish a defined objective. Processes result in a goal-
oriented change, utilizing feedback for self-enhancing and self-corrective actions.
Processes are:
 Measureable because they are performance oriented
 Have specific results
 Provide these results to stakeholders
 Respond to a specific event – either continually or iteratively – originating from that event.

Strategic Theme
Measure alignment with City
of London public services
using traceability to
paragraphs and sections in
the Master Plan to the
portfolio of projects
managed in TSD.
Organize TSD around the
management of Projects,
Programs, and Portfolio of
projects with units of
measure meaningful to the
decision makers.
Line of sight traceability of
projects to the CoL Strategic
Plan to portfolio of projects
Monetized investment
analysis of all TSD work in
the portfolio
Develop a portfolio
management process using
P3M3 guidance
Use PPM to select and
prioritize projects in the
portfolio
Select project based on
“real options” decision
making
Operational excellence
metrics met
Monetized performance
metrics met within
variance bands
Performance
communicated to IT staff
and others
Performance measures for
the 7 P3M3 perspectives.
Criteria defined for
selecting projects
To be operationally excellent requires leadership, teamwork and problem solving resulting in
continuous improvement throughout the City of London IT Department by focusing on the needs
of the customer, empowering employees, and optimizing existing activities in the process.
Once aligned with the Master Plan and IT Plan, the execution activities must be performed in the
context of operational excellence.
Operational aspects of City of London TSD will be guided by the ITIL Foundations of IT Service
Management V3. Seven activities from the P3M3 provided during the delivery of this Operational
Excellence are: (1) Management Control; (2) Benefits Management; (3) Budget Management;
(4) Stakeholder Management; (5) Risk Management; (6) Organizational Governance; and (7)
Resource Management.
Focus IT activities on
systems and application
integration to enable
people, processes, and
technology to be traceable
to IT Tech Plan and City of
London Master Plan,
guided by ITIL
Foundations V3 and OGC
P3M3 processes.
Develop, align and
execute TSD initiatives
with the IT Technology
Plan and City of London
Master Plan
P1: Use ITIL for Operational
Excellence
Provide Operational
Excellence ITIL V3
guidance

Strategic Theme
Define and oversee
measures connected to
customer facing
performance of all
initiatives.
Define and oversee
measures connected to all
internal operations in
support of external
initiatives.
Identify stakeholders and
their specific needs
Use Stakeholder
Typography to classify and
engage stakeholders [1]
Identify stakeholders and
their specific needs
Define risk, value, and
relationship
interactions
Business Rqmnts and
Value Prop documents
created for all initiatives
% of Service Requests
that provide risk and value
criteria
Stakeholder management is the process of managing the expectations of anyone that has an
interest in a project or will be effected by its deliverables or outputs.
Managing stakeholders means knowing what stakeholders want, defining what products and
services TSD is capable of providing, and confirming that the Stakeholders agree with and
acknowledge that TSD has the capabilities to provide those products and services.
This starts with identifying the Stakeholders and their attributes. Stakeholder management is
embedded in the overall risk management of projects and portfolios of projects managed by
TSD.
Provide measureable
operational excellence for
all activities performance
by TSD around
stakeholder management.
Define and deploy
management process to
provide operational
excellence for the Race to
the Top Initiative to the
external and internal
stakeholders.
P2: Stakeholder Management
Customer Satisfaction
Surveys with at least 70%
satisfaction

Strategic Theme
Create a service
improvement plan based on
the seven step improvement
process defined by ITIL.
Create an organization that
includes a CSI Management
and Service Management
role in City of London TSD
Processes are the internal affairs of the City of London TSD as a service provider. The first step
is the activities that focus on gaining control of the systems that provide internally focused
services. Until this control is established, external focus will be difficult.
Create a Continual Service
Improvement (CSI)
process to support the
needs of the Stakeholder.
Apply a repeating pattern
of improvement efforts that
allow City of London TSD
to better meet internal and
external stakeholder
needs.
P3: Continual Improvement
Perform CSI audits and take
corrective actions
Establish CSI baselines and
criteria for improvement
Create Service
Management Office
Establish SMO mandate
and objectives

Strategic Theme
Develop of an Information
Security policy and
governance (Controls)
process.
Develop an Information
Security Management
System (ISMS) to plan,
implement, evaluate and
maintain the information
management policy and
governance processes
Information security is aligned with IT and business security is managed effectively in all
services and service management operations . This includes:
Information is available and useable when necessary (availability)
Information is available exclusively to authorized persons (confidentially)
The information is complete, accurate, and programs against unauthorized changes (integrity)
Information and information exchanges between other systems re reliable (authenticity)
Develop a security
management framework in
alignment with the TSD
governance process.
Align IT and business
process security to ensure
effective management of
services.
P4: Security and Privacy
Information Security policies
in place
Plan in place for regular
review of policies
IS Strategy developed,
approved and
communicated
IS Plan for 1 Year tactical
and 3 year strategic in
place
Compliance monitored and
non-compliance
escalated
Acceptable Use policy,
PCI policy, TSD policy
Monitoring and escalation
procedures in place
Compliance monitored and
non-compliance escalated

Learning & Growth Perspective
How do we align our intangible assets – people, systems, and culture – to improve critical processes?
The Learning-and-growth metrics is a framework for quantitatively assessing stakeholder satisfaction, productivity,
and retention in the framework of the balanced scorecard (City of London). These Goals, Critical Success Factors,
and Key Performance Indicators of the learning-and-growth perspective is “the foundation for all strategy” (Kaplan
& Norton, 2001, p. 93). These metrics are not just behavioral and statistical but “developmental.”

Strategic Theme
Define the End Values to be
delivered through the
culture in terms of quality,
excellence, reliability,
innovation, and budget
management success.
Define the Instrumental
Values to be the desired
behaviors in terms of
standards, respect for
tradition and authority.
Aligning City of London TSD culture with the Balanced Scorecard strategy defines how we get
things done around here. Defining the Cultural Web consists of Stories, Rituals and Routines,
Symbols, Organizational Structure, Control Systems, and Power Structures.
This approach provides a “ways of being” to define the attitudinal aspects of how TSD operates
on a daily, including personal interactions, problem solving approaches, and the situational
analysis needed improve the performance of the organization, using the Katzenbach and Gallup
frameworks for Teams and Employee Engagement Activities. (in the Backup Materials)
Identify the existing
cultural aspects and
behaviors, gaps in these
behaviors, and take
specific action to address
gaps and develop a
measurable response.
Create and maintain a
culture of mutual support,
accountability and shared
outcomes for all TSD
personnel.
L1: Culture
Identify team building
opportunities, e.g. Strength
Finder 2.0
Assess cultural impacts for
each element of the BSC
and corrective actions
Corporate values aligned
and adhered to
Leadership Team sets the
example
Deploy development
processes to implement
corrective actions

Strategic Theme
Select a strategic theme or
project that will enhance the
TSD and take steps toward
to achieving its overall
strategic goal through hands
on leadership of the work
activities.
Define the work processes
of a “project leader” to focus
on the delivery of beneficial
outcomes that meet
stakeholder needs.
The leaders of an organization have the prime responsibility for the quality produced by the
organization, i.e., the success of the mission. The commitment and participation of leaders
have long been recognized as critical factors in successful organizations (Tichy & Devanna,
1990). [2]
Only leaders have the sufficient authority, influence, and access to information to
begin and maintain major organizational change.
Define and deploy a
leadership training,
mentoring, and coaching
process for all members of
the City of London IT
Department.
Train, coach, mentor, and
develop leaders in the City
of London TSD
department capable of
delivering on the Tech
Plan, Operations Plan and
Master Plan
L2: Leadership
Mentoring and skills
upgrading program
Track the few critical
elements of strategy for
three major projects
Focus on short-term view of
leadership to critical areas
that impact stakeholders
Ensure key resources are
deployed to support critical
projects.
# of mentoring/skills
upgrading sessions
Value of mentoring/skills
upgrading
Dedicated project
resources

Strategic Theme
Align internal support and
service units with the 4
strategic focus areas in IT
Strategy 2012–2014 and
cross referenced items in
the City of London Master
Plan.
Define how leaders become
accountable to the
governance processes,
actions, and performance
through their personal
involvement in planning,
communications, coaching,
vision, actions, and
performance of TSD.
The Balanced Scorecard, when developed as a strategic planning and management system,
helps align an organization behind a shared vision of success, and gets the City of London TSD
working on the right things and focusing on results.
A scorecard is more than a way of keeping score, it is a system, consisting of people, strategy,
processes, and technology. The responsibility for this critical alignment lies with the TSD
leadership.
Define the processes
needed to be aware of why
I am here and what am I
doing to support the
Strategic Initiatives of the
City of London TSD.
Align City of London TSD
organization with the
needs of the stakeholders
to assure delivery of each
strategic initiative on-time,
on-budget, and compliant
with the stakeholder needs
L3: Alignment
Leadership Team objectives
aligned with IT Strategy
Initiatives aligned with 4
strategic focus areas
Leadership Team goals and
objectives monitored,
reported and acted upon

Strategic Theme
Provide a leadership that
unifies all parts of the TSD’s
staff through a methodology
that turns the eyes of all
TSD members to a single
direction – toward the
stakeholder.
Develop an ongoing team
work engagement process
that provides the
mechanism for Jon
Katzenbach [5] definition of
a team – a group of
individuals who hold each
other mutually accountable
for a shared outcome.
It is often difficult to improve overall organizational performance because the City of London
collective goals are unclear. Employees are often only aware of the aims of their own "team
island", and regard other team islands as having a different job. Individuals are often motivated
to "do their bit", but they lack the overall understanding of where the organization is going or how
the various team islands are supposed to work together for City of London collective good.
Whereas a sports team is often characterized by a focus on goals, results and league tables,
businesses are often characterized by an absence of such a unifying force.
Establish “teams” that are
the first point of contact for
stakeholders. This
includes, call center
support, deep technical
support, and client and
stakeholder requirements
and satisfaction
processes.
Create an organization
that fosters teamwork and
cooperation to improve the
performance of the work of
TSD.
L4: Teamwork
Define the organizational
structure and make that
visible to all TSD members
Define the channels of
communication and ensure
all participants are informed
Deploy Katzenbach’s
principles across City of
London TSD
Leadership Team held
accountable
TSD
teams/groups/individuals
held accountable
TSD ‘Restructuring plan’
complete and implemented
Create a culture of “shared
outcomes,” for all TSD
work.

Strategic Theme
Create and maintain an up-
to-date resource capacity
plan with defined objectives
reflecting current and future
needs of City of London
stakeholders.
Use this plan to forecast
performance of service
requests.
Align resource capacity
management and the
Service Portfolio and
communicate this alignment
to the stakeholders to
confirm their understanding
of what can be
accomplished with the
resource’s capacity.
It is essential to have an analytical understanding of City of London TSD resource’s Capacity for
Work. The capacity must coincide with the current and future needs of the clients and
stakeholders of the City of London. Any capacity gaps must be understood and communicated
to these stakeholders in units of measure meaningful to the decision making processes.
Provide IT resource
capacity coinciding with
the current and future
needs of City of London
stakeholders against the
justifiable costs of this
capacity.
Inform stakeholder of City
of London TSD’s ability to
respond to all non-
discretionary demand for
service with predictable
durations and quality of
performance.
L5: Resource Capacity for
Work
Current and future capacity
requirements determined
Resources in place to
determine and deliver
requirements
Corporate and
Departmental Steering
Committees
CRM delivery of
expectations
Capacity Management
process

Strategic Theme
Using the Gallup 12
assessment of business
capabilities survey and
define gaps and closure
strategies for each of the
G12 elements as shown in
the City of London
supporting materials pages.
Discern alignment to the
professional development
initiatives.
Assess capability and
capacity for work using the
G12 profile
Establish a Professional
Development Center for
TSD staff
When there is need for resources to be available to meet strategic objectives, we need to
understand current and future work capability.
The current capability includes an assessment of task focus, self conduct, and interpersonal
perspectives of the performed activities.
The future capability includes an assessment of the needed development levels and
developmental potentials and the risk associated with regressing to lower levels of capability
based on a systems thinking approach to capacity planning.
Identify the capabilities for
the needed services of
City of London Clients and
Stakeholders through an
assessment of these
needs in a survey
instrument and direct
“customer contact.”
Provide the needed
technical, operational, and
interpersonal capabilities
to meet the needed
demands of City of London
clients and stakeholders
L6: Resource Capability for
Work

Budget Process Perspective
What are our stakeholder and client expectations of our budget management performance?
The budget perspective activities are those necessary to ensure the execution of the City of London TSD strategy
in support of the Mission and Vision.
This activity assigns budget to projects and controls the consumption of that budget in exchange for measurable
value – both tangible and intangible.

Strategic Theme
Project execution
performance parameters
meaningful to internal
decision making of the City
of London TSD
Project business
performance parameters
defined in units meaningful
to the City of London Clients
and Stakeholders for IT
services.
Project performance management starts with repeatable processes. The “baseline” of a project
includes, cost, schedule, and the measures of physical percent complete. These measures are
defined in units meaningful to the decision makers.
Successful management of projects and the portfolio of projects starts with the Integrated
Master Plan showing what capabilities will be produced for the stakeholders, what significant
accomplishments must be completed, the success criteria for those accomplishments, and the
work efforts (in the form a work package) are needed for complete the Accomplishment Criteria.
These activities are arranged in the Integrated Master Schedule (IMS) and placed on baseline.
The IMS is a resource loaded activity network include schedule and cost margins.
Establish a project
performance management
system using cost,
schedule, and technical
performance measures to
increase the probability of
success for each City of
London TSD project.
Install and operate a
project, program, and
portfolio governance
process to increase the
probability of success of
each project produced by
City of London TSD
B1: Project Performance
Cost performance
Schedule performance
Project business
performance measures
Customer satisfaction
measures
Technical performance
Integrated Master Plan in
place
Performance metrics
defined
% of non-compliance
Survey results
Non-compliance defined

Strategic Theme
Defines budget
management and submittal,
authorization processes to
maintain the integrity of the
Integrated Master Schedule.
Define and deploy a
Change Management
Process guided by PMBOK
and ITIL processes to
ensure the integrity of the
Integrated Master Schedule.
Financial assets are necessary to support the ownership or use of all assets.
Resources and capabilities form the basis for the value of a service.
Financial management is an integrated element of service management. Budget management
provides vital information needed to ensure effective and efficient service delivery, allowing the
TSD to justify expenditures and allocate funding directly to the services.
Establish budget
management, forecasting,
and performance
management services for
all projects in the City of
London TSD portfolio.
Assure the management of
City of London TSD
budget and the assets are
guided by the IT
Governance processes.
B2: Budget Management
Costs are optimized
Waste eliminated
ITSM Change Management
(?)
Investment Management
Board
$$$ saved and re-
purposed
Contracts cancelled or
renegotiated
Controls in place

Strategic Theme
Create a resource pool
management system
starting with the measurable
“capacity for work” that
ensures over commitments
are not made without
explicit approval and the
resulting accountability of
senior management
Provide forecasts of needed
resources using the
Integrated Master Schedule
as the “approved” demand
for work.
Resources and capabilities are types of assets. The management of the City of London TSD
resources creates value in the form of services and IT applications. Management, organization,
people, and knowledge convert these resources into value.
The TSD capacity for work is the starting point for resource management. The capacity for work
of a mix of people, processes, tools, systems, and organizational structures along with intangible
assets of ideas and culture.
The latter – “intangible assets” – is the Critical Success Factor for City of London TSD’s
success.
Provide tools, processes,
and leadership needed to
manage resources for all
TSD activities.
Provide tools and
processes needed to
manage City of London
TSD resources to meet the
demand of the
Stakeholders
B3: Resource Management
Resource Allocation
Program/Plan
Resource Allocation tools
and reporting
Master Schedule
Committed resources
Controls for over-resourcing
in place

Gallup Q12 elements
G12 Critical Employee Engagement Activities
Outcomes for the City of London Leadings and
Growth Perspective
I know what is expected of me at work. We have a shared outcome for all work activities
I have the materials and equipment I need to do my work right. In the Master Schedule all needed resources are
defined and available on the planned date
At work, I have the opportunity to do what I do best every day. Work activities are agreed to by the performing
element
In the last seven days, I have received recognition or praise for
good work.
Katzenbach’s “teaming” processes are in place and
operational.
My supervisor or the person I report seems to care about me as
a person.
There is someone at work who encourages my development.
In the last six months, someone at work has talked with me
about my progress.
At work, my opinions seem to count.
The mission/purpose of my company makes me feel my job is
important.
Using the City of London, trace all activities to a
strategic initiative
My associates (fellow employees) are committed to doing quality
work.
Measures of success include measures of
effectiveness for the clients and stakeholders and
measures of performance for the products and
services
I have a best friend at work.

10 Ways to Build Capability
1. Create a leadership/coaching system that links all business
functions.
2. Right Action=Reward the right: people, things, ways, time and
reasons.
3. Create the feeling in your organization that people can fail to
succeed.
4. Create the necessary infrastructure to connect people with
metrics.
5. Become a teaching organization and teach at every level
continuously.
6. Enable people with development opportunities to higher levels of
function.
7. Understand appreciative coaching and how to build a culture
around it.
8. Make it fun to work in your company.

References
[1] A Typology of Operational Approaches for Stakeholder Analysis and
Engagement, Dr. Jing (Rebecca) Yang. Deakin University Prof. Ping
Qi (Geoffrey) Shen, Hong Kong Polytechnic University, Dr. Lynda
Bourne, Stakeholder Management Pty Ltd Christabel MF Ho & Dr.
Xiaolong Xue.
http://www.stakeholdermapping.com/
[2] Transformational Leader, Tichy and Devanna, 1997
[3] OGC P3M3 (Project, Program, Portfolio Management Maturity
Model) http://www.p3m3-officialsite.com/
[4] ITIL Foundations V3
[5] Jon Katezenbach, “Unleashing the Power of Teams: From Theory
to Execution, Booz and Company. The Wisdom of Teams: Creating
the High-Performance Organization.
[6] Deriving Enterprise-Based Measures Using the Balanced
Scorecard and Goal-Driven Measurement Techniques, Wolfhart
Goethert Matt Fisher October 2003, Software Engineering
Measurement and Analysis Initiative, Technical Note, CMU/SEI-

A Final Thought – It’s All About Execution

Next Steps
 Complete the CSF review
 Define KPIs for each CSF and confirm they
produce measurable outcomes
 Syndicate the CSFs and KPIs with those
accountable for the performance outcomes
 Rebuild the scorecard and connect the dots
between the Initiatives (contents of the
perspectives)
 Reconfirm that all participants have sufficient
understanding to move to the implementation
step
 Pick the first department or function for
45

Master IT Balanced Scorecard

Recommended

Recommended

More Related Content

What's hot

What's hot (13)

Similar to Master IT Balanced Scorecard

Similar to Master IT Balanced Scorecard (20)

More from Glen Alleman

More from Glen Alleman (20)

Recently uploaded

Recently uploaded (20)

Master IT Balanced Scorecard