Project Managment Essay

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Marketplace

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Balanced Scorecard

Isengard Quarter:5

Review your balanced scorecard for the quarter.

Industry results for quarter: 4
Minimum Total Overall Financial Performance Market Performance Marketing Effectiveness Investment in Future Wealth Human Resource Management Asset Management Manufacturing Productivity Financial Risk 0.00 -92.71 -0.00 0.00 1.00 -1.63 0.00 0.00 0.00 0.00 Maximum 1,677.50 433.54 0.69 0.97 21.17 4.34 0.84 3.46 1.00 1.00 Average 86.93 71.60 0.27 0.76 1.20 1.42 0.76 1.55 0.80 0.91 Isengard 0.00 -9.33 0.04 0.56 1.00 0.35 0.76 0.55 1.00 0.65

Here are the results of your company's performance during the previous quarter. This scorecard will be used to measure your firm's performance in comparison to the other firms participating in the exercise. The final evaluation will be based upon your performance during the last four (4) quarter of play. First segment: Workhorse Second segment: Mercedes Total Business Performance = -9.33 * 0.04 * 0.56 * 1.00 * 0.35 * 0.76 * 0.55 * 0.65 = 0.00 Financial Performance Market Performance Marketing Effectiveness Investment in Future Wealth Human Resource Management Asset Management Manufacturing Productivity Financial Risk = -9.33 = 0.04 = 0.56 = 1.00 = 0.35 = 0.76 = 0.55 = 1.00 = 0.65

If one of the performance measures is less than zero, then the total overall performance measure will be zero. Total Business Performance.

http://cm11.marketplace6.com/body_decisions.php

2/8/2013

Marketplace

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The Total Business Performance indicator is a quantitative measure of the executive team’s ability to effectively manage the resources of the firm. It considers both the historical performance of the firm as well as how well the firm is positioned to compete in the future. As such, it measures the action potential of the firm. The index employs what is called a balanced scorecard to measure the executive team’s performance. The most important measure is the team’s financial performance, and thus its ability to create wealth for the investors. However, the focus on current profits has caused many executives to stress the present at the expense of the future. The long-term viability of the firm requires that the executive team be good at managing not only the firm’s profitability, but also its marketing activities, production operations, human resources, cash, and financial resources. The management team must also invest in the future. These expenses might depress the current financial performance, but are vital to creating new products, markets, and manufacturing capabilities. In short, top managers must be good at managing all aspects of the firm. The balanced scorecard puts this perspective into practice. It focuses attention on multiple performance measures, and thus multiple decision areas. None can be ignored or downplayed. The best managers will be strong in all areas measured. The Total Business Performance measure is computed by multiplying several indicators of business performance. This model underscores the importance of all measures. This is because any strength or weakness will have a multiple effect on the final outcome, the Action Potential of the Firm. The following is a summary of the measure of the firm’s Total Business Performance and its key performance indicators. The computational details follow.

Financial Performance measures how well the executive team has been able to create profits for its shareholders. A positive number is always desired and the larger the better. It is computed in three steps. First, the net profit from operations is computed by taking the operating profit shown in the income statement and adding back investments in the future that are expensed in the current quarter. It measures how well the managers are able to create revenue from the current quarter’s marketing, sales and manufacturing activities. Note that the income statement includes expenditures for R&D. However, this money
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