BUS499 C2: BSC Flexibility & The Customer Perspective

BSC Flexibility & The Customer Perspective
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BSC Flexibility & the Customer Perspective
A balanced scorecard has been used for years by organizations for planning. A balanced scorecard transforms the implementation process of a strategic plan by putting together all the relevant information in an understandable way (Murby & Gould, 2005). Balance scorecard has widely been used as an effective tool during strategic planning processes (Murby & Gould, 2005). A balanced scorecard outlines how internal process, including customer services and profitability can be enhanced. A balanced scorecard is applicable even unique projects like airport expansions based on its flexibility (Murby & Gould, 2005).
In reference to the Heathrow Terminal 5 Project, a balanced scorecard application is visible. The British airport authority used the BSC during the construction of its terminal 5 project at Heathrow airport. The Heathrow terminal 5 project used a balanced scorecard approach that was customized. The project proves how a balanced scorecard can be flexible in that it can be applied when planning for large projects like in airports (Basu, Little & Millard, 2009). Given the fact that there were risks, the project used a balanced scorecard approach to meet its objectives. The BSC for terminal 5 incorporated additional measurement indicators to include efficiency measurements, partnerships, productivity and quality when addressing customer demands (Basu, Little & Millard, 2009).
Analysis
The BAA terminal 5 project at Heathrow airport is the largest construction project in Europe. Terminal five caters for more than 30 million passengers annually, providing additional terminal services like aircraft packaging capacity. Terminal 5 is an excellent transport system with interchangeable connections, including road, rail, and air transport (Basu, Little & Millard, 2009). A balanced scorecard enables firms to capture intangible metrics and help them utilize resources effectively. The British airport authority used a balanced scorecard for the terminal 5 project to improve on its service delivery by separating services into manageable units. The scorecard was expanded to cater for various applications that were to be addressed during the expansion process (Basu, Little & Millard, 2009).
Comparisons
The terminal 5 project management system was similar to the approach used by the balanced scorecards, including, project objective, requirement, plans and target based on the organization's vision an mission and the expected outcomes (Basu, Little & Millard, 2009). During planning, key indicators were measured periodically to identify the direction and the extent to which the project had been successful (Basu, Little & Millard, 2009). Measuring performance as based on what had been planned versus the actual outcomes (Basu, Little & Millard, 2009).
In addition, the Terminal 5 balanced scorecard system was influenced mostly by knowledge, behaviors, and attitude of individuals involved in the project (Basu, Little & Millard, 2009). All partners created and worked towards a common goal that is to offer quality services (Basu, Little & Millard, 2009). Like an...