Introduction PART 1: DEVELOPING OPERATIONAL METRICS AND PLANS 1. Mission: Figuring Out Who You Are 2. Values: Defining What You Stand For 3. Metrics: Selecting the Right Operational Performance Measures 4. Targets: Setting Goals and Objectives to Track Progress PART 2: DEVELOPING STRATEGIC METRICS AND PLANS 5. Gauges: Developing a Performance Index 6. Vision: Deciding What You Want to Become 7. Situation Analysis: Identifying Strengths, Weaknesses, Opportunities, and Threats 8.

Key Success Factors: Defining How You Will Achieve Your Vision and Beat Competitors 9. Strategic Metrics: Identifying Measures Linked to Your Vision and Key Success Factors 10. Strategies: Developing Actions, Projects, and Initiatives to Reach Your Targets PART 3: IMPLEMENTING THE SCORECARD 11. Instrumentation: Designing Data-Collection Strategies 12. Dashboard Design: Systems for Communicating Performance Data 13. Integration: Linking Your Scorecard to Other Organizational Systems 14. Planning: Developing a Project Plan for a Balanced Scorecard Initiative Appendices: Balanced Scorecard Case Studies A. Manufacturing Organization B.

Service Organization C. Support Organization D. Government Organization REFERENCESmp; Key Success Factors: Defining How You Will Achieve Your Vision and Beat Competitors 9. Strategic Metrics: Identifying Measures Linked to Your Vision and Key Success Factors 10. Strategies: Developing Actions, Projects, and Initiatives to Reach Your Targets PART 3: IMPLEMENTING THE SCORECARD 11. Instrumentation: Designing Data-Collection Strategies 12. Dashboard Design: Systems for Communicating Performance Data 13. Integration: Linking Your Scorecard to Other Organizational Systems 14.

Planning: Developing a Project Plan for a Balanced Scorecard Initiative Appendices: Balanced Scorecard Case Studies A. Manufacturing Organization B. Service Organization C. Support Organization D. Government Organization REFERENCESnization D. Government Organization REFERENCES.