Discussion: Using Balanced Scorecard To Measure Project Effe

Discussion Using Balance Scorecard To Measure Project Effectivenessyo

Discussion: Using Balance Scorecard to Measure Project Effectiveness You are a project manager for a large electronics retailer (e.g., Best Buy) who will be implementing a new time keeping system to track hourly and salary employees’ time and attendance. You have been asked to develop a balance scorecard that can be used to manage the effectiveness of this project. Select an area (e.g., financial, customer, business, and learning) that you will focus on from a balance scorecard viewpoint and explain how you will measure the effectiveness of the project.

Paper For Above instruction

The Balanced Scorecard (BSC), developed by Kaplan and Norton in the early 1990s, has become a crucial strategic management tool that enables organizations to measure and monitor their performance across multiple perspectives (Kaplan & Norton, 1992). When managing a project such as the implementation of a new timekeeping system in a large retail organization, selecting the appropriate perspective within the BSC framework is essential to ensure comprehensive evaluation of the project’s success. For this discussion, the focus will be on the customer perspective, as the effectiveness of the new system directly impacts employee satisfaction, operational efficiency, and ultimately, customer service quality.

The customer perspective in the context of a timekeeping system primarily examines how the project influences employee perceptions and the overall service quality perceived by customers. Although this perspective traditionally focuses on external customers, in internal projects, employees themselves are seen as internal customers whose needs and satisfaction levels significantly affect the organization's performance (Tucker, 2010). To measure the effectiveness of the project from this perspective, key performance indicators (KPIs) would include employee satisfaction with the new system, ease of use, and the system’s impact on service delivery standards.

Firstly, employee satisfaction can be assessed through surveys before and after the implementation, focusing on ease of use, perceived reliability, and overall satisfaction with the system. High satisfaction levels suggest that the project seamlessly integrates into daily operations and meets employee needs, which is critical for user adoption (Davis, 1989). A successful project would see a marked increase in satisfaction ratings post-implementation.

Secondly, the ease of use and system reliability are measurable through system audit logs that track error rates, uptime, and employee feedback on usability. An effective project should result in fewer complaints related to system functionality, reduced administrative overhead, and fewer data entry errors that can disrupt payroll accuracy or attendance tracking (Venkatesh et al., 2003).

Thirdly, the project’s impact on service delivery standards can be gauged by analyzing the accuracy of attendance records, timeliness of payroll processing, and reduction in payroll disputes. Accurate and timely payroll processing enhances employee trust and satisfaction, which translate into better service standards and improved internal customer experience (Kaplan & Norton, 1996).

Furthermore, these measures should be complemented by qualitative feedback during focus groups or interviews with employees to understand issues that metrics might not fully capture. Such insights help refine the system and foster continuous improvement, aligning with the learning and growth perspective of the BSC (David, 2005).

In conclusion, focusing on the customer perspective to measure the effectiveness of the new timekeeping system provides comprehensive insights into employee satisfaction, system usability, and service quality. By systematically tracking these KPIs—satisfaction surveys, system reliability metrics, and payroll accuracy—the organization can ensure that the project not only meets its technical and operational goals but also positively impacts internal customer experience, thereby supporting overall strategic objectives (Norrell et al., 2014).

References

• Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319-340.
• Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—measures that drive performance. Harvard Business Review, 70(1), 71-79.
• Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-85.
• Norrell, P., Grossman, T., & Kiyimba, M. N. (2014). Strategies for Measuring Internal Customer Satisfaction. Journal of Business and Management, 16(4), 52-58.
• Tucker, M. (2010). Customer-focused performance measurement: A review. Journal of Performance Management, 23(4), 55-65.
• Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information technology: Toward a unified view. MIS Quarterly, 27(3), 425-478.
• Additional scholarly or media sources as appropriate for depth and credibility.