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Evidence Guide: MSS405006 - Develop a Balanced Scorecard

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

MSS405006 - Develop a Balanced Scorecard

What evidence can you provide to prove your understanding of each of the following citeria?

Develop strategy map for Balanced Scorecard operation

  1. Develop strategic objectives of an organisation in consultation with stakeholders.
  2. Check strategic goals and objectives include those which make the organisation unique.
  3. Check with employees and customers that strategic objectives address real issues and problems.
  4. Categorise strategic objectives into the major perspectives of financial, customer, process, innovation and learning, and growth.
  5. Add additional required perspectives and associated strategic goals and objectives.
  6. Map strategic objectives showing cause/effect flows.
  7. Validate strategy map with stakeholders.
Develop strategic objectives of an organisation in consultation with stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check strategic goals and objectives include those which make the organisation unique.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check with employees and customers that strategic objectives address real issues and problems.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Categorise strategic objectives into the major perspectives of financial, customer, process, innovation and learning, and growth.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Add additional required perspectives and associated strategic goals and objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Map strategic objectives showing cause/effect flows.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Validate strategy map with stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop KPIs

  1. Identify possible KPIs for each strategic objective.
  2. Identify/develop appropriate metrics for each KPI.
  3. Agree target KPI levels.
  4. Check measures and KPIs encourage the behaviours required to meet the total performance goals and objectives.
Identify possible KPIs for each strategic objective.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Identify/develop appropriate metrics for each KPI.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Agree target KPI levels.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Check measures and KPIs encourage the behaviours required to meet the total performance goals and objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop reporting systems

  1. Identify strategic and operational drivers.
  2. Align KPIs to strategic and operational drivers.
  3. Develop reporting structures which align responsibilities with reported information.
  4. Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed.
  5. Arrange for reporting against strategy map.
Identify strategic and operational drivers.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Align KPIs to strategic and operational drivers.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop reporting structures which align responsibilities with reported information.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Arrange for reporting against strategy map.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implement a Balanced Scorecard strategy

  1. Analyse pattern of performance as revealed by strategy map.
  2. Determine causes of poor performance as displayed by the Balanced Scorecard.
  3. Take action to improve total performance.
Analyse pattern of performance as revealed by strategy map.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine causes of poor performance as displayed by the Balanced Scorecard.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Take action to improve total performance.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Develop strategy map for Balanced Scorecard operation

1.1

Develop strategic objectives of an organisation in consultation with stakeholders.

1.2

Check strategic goals and objectives include those which make the organisation unique.

1.3

Check with employees and customers that strategic objectives address real issues and problems.

1.4

Categorise strategic objectives into the major perspectives of financial, customer, process, innovation and learning, and growth.

1.5

Add additional required perspectives and associated strategic goals and objectives.

1.6

Map strategic objectives showing cause/effect flows.

1.7

Validate strategy map with stakeholders.

2

Develop KPIs

2.1

Identify possible KPIs for each strategic objective.

2.2

Identify/develop appropriate metrics for each KPI.

2.3

Agree target KPI levels.

2.4

Check measures and KPIs encourage the behaviours required to meet the total performance goals and objectives.

3

Develop reporting systems

3.1

Identify strategic and operational drivers.

3.2

Align KPIs to strategic and operational drivers.

3.3

Develop reporting structures which align responsibilities with reported information.

3.4

Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed.

3.5

Arrange for reporting against strategy map.

4

Implement a Balanced Scorecard strategy

4.1

Analyse pattern of performance as revealed by strategy map.

4.2

Determine causes of poor performance as displayed by the Balanced Scorecard.

4.3

Take action to improve total performance.

Required Skills and Knowledge

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1

Develop strategy map for Balanced Scorecard operation

1.1

Develop strategic objectives of an organisation in consultation with stakeholders.

1.2

Check strategic goals and objectives include those which make the organisation unique.

1.3

Check with employees and customers that strategic objectives address real issues and problems.

1.4

Categorise strategic objectives into the major perspectives of financial, customer, process, innovation and learning, and growth.

1.5

Add additional required perspectives and associated strategic goals and objectives.

1.6

Map strategic objectives showing cause/effect flows.

1.7

Validate strategy map with stakeholders.

2

Develop KPIs

2.1

Identify possible KPIs for each strategic objective.

2.2

Identify/develop appropriate metrics for each KPI.

2.3

Agree target KPI levels.

2.4

Check measures and KPIs encourage the behaviours required to meet the total performance goals and objectives.

3

Develop reporting systems

3.1

Identify strategic and operational drivers.

3.2

Align KPIs to strategic and operational drivers.

3.3

Develop reporting structures which align responsibilities with reported information.

3.4

Arrange for data to be collected and Balanced Scorecard reports to be generated and distributed.

3.5

Arrange for reporting against strategy map.

4

Implement a Balanced Scorecard strategy

4.1

Analyse pattern of performance as revealed by strategy map.

4.2

Determine causes of poor performance as displayed by the Balanced Scorecard.

4.3

Take action to improve total performance.

Evidence required to demonstrate competence in this unit must be relevant to and satisfy the requirements of the elements and performance criteria and include the ability to develop (new or improved) Balanced Scorecard for one (1) or more organisations/ departments/sections and facilitate its use to improve operational performance and to:

develop a strategy map for the Balanced Scorecard

develop key performance indicators (KPIs) which align to the Balanced Scorecard

develop reporting systems against KPIs, Balanced Scorecard and strategy

implement the Balanced Scorecard strategy.

Must provide evidence that demonstrates sufficient knowledge to interact with relevant personnel and be able to develop and use a Balanced Scorecard, including knowledge of:

Balanced Scorecard principles, components, perspectives and feedback loops

development of KPIs which contribute to overall optimisation compared to those that don’t

development of a strategy map

metrics and reporting systems relevant to the Balanced Scorecard

strategic issues, including vision, for the organisation.

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

overall equipment effectiveness (OEE)

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Organisation includes one or more of:

a whole organisation

a discrete subsidiary, plant or division.

Additional required perspectives include consideration of all of:

workforce

environment

work health and safety (WHS).