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Strategic Evaluation and Balanced Scorecard Implementation in Defence Management

This document outlines the role of the Ministry of Defence's Assistant Chief of Staff Evaluation, Marc Rabaey, in implementing the Balanced Scorecard (BSc) strategic management tool to enhance the evaluation processes within the military framework. It emphasizes the importance of maintaining the professional and operational value of armed forces and integrating evaluation processes across different branches into a coherent strategy. The document also explores the evolution of these management tools and their application in improving operational efficiency and effectiveness within defence.

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Strategic Evaluation and Balanced Scorecard Implementation in Defence Management

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  1. Ministry of Defence Assistant Chief of Staff Evaluation Marc Rabaey MS-BSC:Strategic tool for Defence

  2. Contents • ACOS Eval and BSC • MS-BSc • Evolution • Personal note

  3. Ministry of Defence Assistant Chief of Staff Evaluation • Het waken over profesionele waarde van de krijgsmacht alsook over de operationele waarde van de interventiemacht;Het integreren van de evaluatieprocessen van de andere onderstafchefs en directeurs-generaal in een coherent evaluatieplan;Het verzekeren van de coherentie van de evaluatiemethodes in de krijgsmacht • Veiller à la valeur professionnelle des forces armées ainsi qu'à la valeur opérationnelle de la force d'intervention; Intégrer les processus d'évaluation des autres sous-chefs d'état-major et directeurs généraux dans un plan d'évaluation cohérent;Assurer la cohérence des méthodes d'évaluation dans les forces armées • http://www.mil.be/eval

  4. Management Tools • Balanced Scorecard (BSc) • European Foundation for Quality Management (EFQM) - Military Version • Business Process Management (BPM) • Audit

  5. Balanced Scorecard • Strategy deployment • Strategy feedback • Balanced • Financial - Non-financial (Budget) • Short term - Long Term • Internal - External

  6. History • Legacy system • operational databases • BSc-application • No data warehouse • Manual input (Success: 80% automated!) • No integrated applications, reorganisation 2002

  7. IFEC • Integrated Framework Eval Concept (18m) • 1st Management • BSc • BPM • EFQM • ABC • 2nd Management-ICT • But no money, so roadmap

  8. Existing Suppliers • Modules • Ges BSc: Meta Data • Analyse BSc: Intelligence • Pres BSc: Presentation • Microsoft offered for all: MS-BSc • BSc and Scorecards ! • But data warehouse not ready (Defence)

  9. GES BSc - Life cycle (B)Sc • Documentation (explicit knowledge) History: BSc - SO - KPI - Parameters • Feasibility study parameters • Output: • Measuring plan • Structure of (B)Sc

  10. Analysis: Intelligence • Interpret BSc • Search for elements to explain the status of BSc • Documentation

  11. PRES BSc: Presenting • Presentation • Notification of initiatives • Follow up

  12. Strategy Initiatives Structure Analysis BSc PRES BSc GES BSc BSc Measuringplan Scheme

  13. IS MOD • Reorganisation 2002 • No integration of functional ICT-applications • No documented Business Processes • Problem Management of Parameters

  14. EVM • EVAL Measuring • GES BSc: feasibility study parameters/KPI • Functional people and data managers (semantics) • exploitation of measuring (data mining, etc.) • Not only BSc, but also BPM, EFQM, Audit, etc.

  15. Structure Execution GES BSc BScDef DMDef EVMApp DataMartEval ScOps & Trg Measuringplan DMOps & Trg DataStore M&A Solution Microsoft: phase 1

  16. GES BSc EFQM ABC BScDef DMBSc Def DataMartEval EVMApp ABCDef DMABC Def Measur-ingplan DataStore M&A EFQMDGMR DMEFQM DGMR Solution Microsoft: phase 2

  17. Microsoft • Solution provider • Partnership • Business solution (listened to the customer) • Architecture then tools • Solid architecture • Business Intelligence - Operational Database - Enterprise Application Integration

  18. HR MR Fin BU1 ... ICT Personal Note BizTalk EAI Business BPM/R SQL Server& prod Tools BI Microsoft & Partners

  19. Thanks! Marc.Rabaey@mil.be http://www.mil.be/eval/

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