BN4440 Strategic Project Management Report: BIG AT GOOD SOLUTIONS

This report focuses on strategic project management, specifically the application of balanced scorecards to address challenges faced by BIG AT GOOD SOLUTIONS, a company experiencing issues with employee retention and market competition. The report begins with an introduction to balanced scorecards, outlining their purpose in evaluating performance metrics and improving internal functions. It then provides context by describing the challenges BIG AT GOOD SOLUTIONS faces, including employee turnover and the need to compete effectively. The core of the report proposes a new balanced scorecard solution tailored to BIG AT GOOD SOLUTIONS, detailing its implementation strategy across various departments. It covers business strategy considerations, including strategic planning, realistic expectations, and the importance of engagement. The report also addresses risk management, discussing potential barriers and mitigation approaches. In conclusion, the report offers recommendations and limitations of the proposed solution, providing a comprehensive analysis of how a balanced scorecard can enhance the company's performance and strategic decision-making.

Running head: STRATEGIC PROJECT MANAGEMET
STRATEGIC PROJECT MANAGEMET
Name of the Student
Name of the University
Author Note

1STRATEGIC PROJECT MANAGEMET
Background
The aim of the report is to describe a balanced score card that will help the organization in
overcoming the challenged faced with the growing demand in the market. The balance score card is
used to determine the performance metric with the use of strategic management and aims at
identifying and improving the internal functions performed within the organization. These is also
necessary to understand the external outcomes. This is also used in order to provide the feedback for
an organization. With the help of the collected data quantitative analysis can be made. This was
introduced by Dr. Robert Kaplan , the accountant academic and business executive Dr. David Norton.
The aim of the balance score card is to reinforce the behaviours of an organization from the
perspective four areas. These areas are known as the legs and incudes learning and growth, finance,
customers and business process. The working of the balance score card is based on these four
categories and determines the goals and initiatives from these four functions of business. The
organization can easily identify the factors and the strategic changes that are required within the
organization. These helps the viewers to analyse the important factors of an organization within few
minutes. The implementation of balance scorecard will help the organization to determine the values
applied by them within the organization. Sometimes this score cards can be used to take strategic
initiatives and objectives. The four perspective of the balance score cards are as follows:
Learning and growth: this is the first step and this step includes collection of information and
analysing these information. These steps includes the way information are being captured and the way
these employees uses the collected information. These is important to understand the way these
information will help in gaining competitive advantage.
Business process: these steps aims at evaluating the factors after investigating the features of the
product and all the details associated with the manufacturing of these product. This step also involves
operational management that involves understanding the requirements and track any gaps, shortages,
or delays.

2STRATEGIC PROJECT MANAGEMET
Customer perspective: these step involves to determine the satisfaction provided by the customer.
The quality of product delivered to the customer and the service provided by the organization.
Customer is also allowed to provide feedback in case the organization fails to deliver the requested
product.
Financial data: this is the final step of a balance score card. These deals with the data such as sales,
incomes and expenditures used to understand the financial performance. Thus, these balance score
card can be said as a management tool instead of a measurement tool.
The steps involved while creating a balance score card for an organization are as follows:
1. Assess the aim and the culture of the organization
2. Need to focus on the demands of the customer
3. Need to set and define the organizations objective
4. Need to plan out the process that will help in guiding the organization
5. The organization needs to develop measures for the performance
6. Assign the team members with responsibilities
7. Implementation of the scorecard comes next
8. The next step includes cascading the scorecard
9. Evaluation of the scorecard and the process going on within the organization
10. Adjusting the balanced scorecard as per the need

3STRATEGIC PROJECT MANAGEMET
Introduction and Context
This report focuses at describing a new balance score card that will help the organization BIG
AT GOOOD SOLUTIONS in improving its efficiency. This is basically a traditional company with
workforce of 356 staff. The company is facing challenges with the increase in the level of competition
the company is facing several problems with the growing demand and the competence in the market.
Moreover, the management people are leaving the organization in order to work with the large
companies. Thus this situation lead to appointing new staffs for the organization, so that the work can
be performed within the organization properly (Apiti, Ugwoke and Chiekezie 2017). For this there is a
need to develop a balance score card that will help to understand the factors affecting the working of
the organization. As the employees are going to be hired newly, thus there is a need to train them

4STRATEGIC PROJECT MANAGEMET
about the working and also needs to tell them the negative impacts that will be created on the
organization. Thus this is the responsibility of the organizations senior management team to
implement a balance score card that will help in analysing the business strategies that will help in
improving the working and the productivity of the BIG AT GOOD SOLUTIONS (Senarath and
Patabendige 2015). The main aim of the paper is to describe balance score card that will help in
describing the internal and external challenges faced by the companies and the opportunities that
arises with the implementation of these score cards.
 There are several challenges that are likely to be faced by the company. These can be of two
types the internal challenges faced by the organization and the external challenges. This are as
follows:
 As several old employees are leaving the job, thus it will create a problem within the
organization. The organization will be under pressure of appointing new employees and even
the trainee’s needs to understand clearly about the objective of the company (Comacchio,
Campioni. and Bonin 2017). This will help in increasing the productivity. Thus, this is one of
the major challenge faced by the organization and needs to be overcome.
 The future prediction is very difficult and the organization needs to always manage and
prepare for any uncertain situation.
 Sometimes it becomes difficult to manage the financial department and meet the present
requirements (Awadallah and Allam 2015).
 In order to compete with the competitive organization, the BIG AT GOOD SOLUTINS needs
to make measures that will make the company different from others.
 Meeting with the customer needs to be the main focus for the organization. As meeting the
customer demand is important (Broccardo, 2015).
 Use of the new technology may become a reason for challenge within the organization.
 The communication gap within the organization may lead to internal dispute and will turn
into challenge for the organization.

5STRATEGIC PROJECT MANAGEMET
Balanced Scorecards (synthesis of core literature)
Balanced Score Cards can be defined as metric evaluating the performances within a project,
specifically used for Strategic Project Management (Soleh, Fahmi and Saptono 2015). The Balanced
Business Score Cards helps in the identification and the improvement of the internal functions that
undergo within a project within an organization as well as the external outcomes as a result of these
internal functions. Generally, a Balanced Scorecard generates
Business Strategy Considerations
New Balanced Scorecard solution for BIG AT GOOD SOLUTIONS, including corresponding
implementation strategy
BIG AT GOOD SOLUTIONS
Balanced Scorecard
Department: Operations
Focus Area: Business Strategy
Scorecard
Purpose
The Balanced Scorecard for Big At Good Solutions have been developed to
change the business process from the existing one to the new business process
relying as per the business processes of the competing organizations. This is
done to help the organization since the employees have been resigning from
their posts rapidly to move towards the business organizations having better
business operations infrastructure.
Scorecard
Definition
Balanced Score Cards can be defined as metric evaluating the performances

6STRATEGIC PROJECT MANAGEMET
within a project, specifically used for Strategic Project Management. The
Balanced Business Score Cards helps in the identification and the
improvement of the internal functions that undergo within a project within an
organization as well as the external outcomes as a result of these internal
functions.
Prepared by:
Title:
Approved by:
Title:
Approved Date:
Business Strategy
Consideration
Development of strategic
plan
Business owner like
BIG AT GOOD SOLUTIONS
can easily create strategic plan
which will help in identifying
strategic goals (Perramon et al.
2016). It will help them in
analyzing certain number of
steps which are needed for

7STRATEGIC PROJECT MANAGEMET
achieving the given aspiration.
A strategic plan is mainly
inclusive of a large number of
consideration which is
inclusive of look where the
organization is doing
currently. It is considered to be
specific for some of future
period that is one or even 10
years. Most of the
organization makes use of
strategic planning on an
annual basis. The main
objective of the organization is
all about setting some priority
and objective for the
upcoming year.
Realistic
Expectation: For the various
strategic plan to be effective in
nature, it should be on certain
number of realistic number
and its evaluation. The
organization should move into
service line or its expansion
into the new kind of territories.
Planner should take into

8STRATEGIC PROJECT MANAGEMET
consideration the various kind
of outside force which is
needed for detail design
(Sahiti et al. 2016). There are
some kind of political forces,
competition and lastly
consumer trends. By
understanding the planning
committee seats one should
come from the inside business.
Planner should take into
consideration the view which
is taken outside the rank of the
organization.
Plans value: Strategic
plan for organization can be
seen for growth or continued
success which mainly depends
on the various economic
factors. Consideration are
considered to be strategic plan
which needs to be included for
the given organization values.
The incorporated values can
be easily incorporated for
some of the future plans.
Planner should take into

9STRATEGIC PROJECT MANAGEMET
account the fact that what the
organization stands for and
who it aims to serve
(Mohamad 2016). It is mainly
reflected on the mission
statement of the organization.
Planner should into account
both legal and environment
changes of future plans. It is
considered to be best interest
for both employees and
included families. It is all
about understanding the plans
of an organization which is
needed for measuring the
integrity and its standard for
implementing strategic plans.
Moving into action:
Planning process is all about
detail which helps the
managers from extensive
budget projection and its chart.
It mainly highlights
productivity on time. Various
aspects like executive, sales
manager and executive mainly
take part in the planning which

10STRATEGIC PROJECT MANAGEMET
is needed for covering the
consumer base. The pressure
is produce to report which
needs to be included in the
given strategic plan. Strategic
plans are considered to be
successful when both aspects
are taken into consideration
like accountability procedure
and implementation.
Plan visibility:
Strategic plan are considered
to be very important but if its
implementation needs to be
feasible in nature the output is
considered to be futile. It is
vital for various strategic
planner for carrying out run
break-even analysis. It is
mainly needed for
understanding the financial
aspect of each and every
important parameter. Financial
analysis shows how the
business needs to be covered
which is due to cost of capital
improvement (Aničić, Petrović

11STRATEGIC PROJECT MANAGEMET
and Aničić 2016).
Development of strategies
for reaching there
Various organization
like BIG AT GOOD
SOLUTIONS are looking for
development of some strategic
plans. The organization aims
in creating a vision for the
upcoming future and proper
strategies for reaching there.
But a large number of
organization fail to understand
their vision and fail to deliver
the expected strategies for this.
Various executive teams
cannot highlight the reason for
the given dilemma which can
repeat strategic planning cycle.
It is mainly done so the
following strategic planning is
mainly required which can
provide much better results.
Engagement:
Strategic planning is generally
stated as a process or not an
event. The key element in this