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A Balanced Scorecard for a Small Software Group
November/December 2002 (vol. 19 no. 6)
pp. 21-27

Traditional performance metrics no longer suffice to measure results and guide organizations in today's fast-changing economies. Firms need to link performance metrics to strategic objectives that will promote positive future results and accurately capture past performance.

The Balanced Scorecard has developed over the last 11 years as a way to execute strategic plans and continuously monitor strategic performance. The creation of a strategy-focused organization is a significant culture change for many firms. Many organizations have successfully implemented the Balanced Scorecard and realized remarkable improvements in their financial performance-becoming, in some cases, leaders in their industries.

The BSC is a proven, comprehensive performance metrics system. It provides a framework for defining, developing, and communicating strategy. It also translates strategy into operational actions and measures the effectiveness of execution.
Index Terms:
Balanced scorecard, performance metrics, organizational behavior, software operational management
Citation:
Steven Mair, "A Balanced Scorecard for a Small Software Group," IEEE Software, vol. 19, no. 6, pp. 21-27, Nov.-Dec. 2002, doi:10.1109/MS.2002.1049383
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