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Guide to a Balanced Scorecard Performance Management Methodology

From the very beginning of the transition from the traditional purchasing system reviews to the redesigned assessment approach that replaced them, it was understood that further refinement and continuous improvement was planned. Consistent with that long-term strategy, and building on the originally redesigned federal purchasing assessments, the business system assessment models of the PEAmembers have evolved to be more aligned with the Balanced Scorecard (BSC) approach to performance measurement and management, which is currently in use by many “world class” private corporations. | PMM BOOK 10/20/98 7:59 PM Page a1 Guide to a Balanced Scorecard: Performance Management Methodology Guide to a Balanced Scorecard Performance Management Methodology Richard H. Hopf David J. Litman Deputy Assistant Secretary for Procurement Director, Office of Acquisition and Assistance Management and Grants Management Department of Energy Department of Transportation Lloyd W. Pratsch Ida M. Ustad Procurement Executive Deputy Associate Administrator Department of State for Acquisition Policy General Services Administration Robert A. Welch Terrence J. Tychan Director for Acquisition Management Deputy Assistant Secretary for Grants and Procurement Executive and Acquisition Management Department of Commerce Department of Health and Human Services Pauk A. Denett Director of Administration/Senior Procurement Executive Department of Interior Moving from Performance Measurement to Performance Management PMM BOOK 10/20/98 7:59 PM Page i Guide to a Balanced Scorecard:Performance Management Methodology Preface he members of the Procurement Executives’Association (PEA) - an informal association of civilian procurement executives - have redesigned their programs for performance Tevaluation and management of acquisition systems. They have moved from headquarters- based, process-oriented oversight programs to ones which rely more on self or local assessment of performance against departmental or agency expectations. Through the use of assessment approaches based on performance measurement models developed by a federal interagency team chartered by this Association, the participating procurement organizations have fundamentally redesigned performance assessment. From the very beginning of the transition from the traditional purchasing system reviews to the redesigned assessment approach that replaced them, it was understood that further refinement and continuous improvement was planned. Consistent with that long-term strategy, and building on the originally redesigned federal .