Strategic Planning and Measurement Where are you going? How do you know you’re there?
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Transcript of Strategic Planning and Measurement Where are you going? How do you know you’re there?
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Strategic Planning and Measurement
Where are you going?How do you know you’re there?
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2
Introduction
Housekeeping items–Restroom locations–Breaks–Lunch–Cell phone use
– Questions welcome– Balance between
content and sharing – “Parking lot” for
ideas
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Introduction
• Name
• Organization
• One concept from Course I that you did or will apply
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Introduction
Learning Objectives:– Assess current recognition initiatives– Align recognition strategies to business
objectives and culture– Identify goals to support plan– Create baseline measurements– Measure and track plan– Link Best Practices to future plan
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Introduction
CRP Background– One of four certification courses– Facilitator led– Pass exam– Set common standards– Acquire skills and knowledge
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Introduction
Agenda (2 breaks & lunch)
– Setting the Stage– Assessment– Strategy– Implementation– Review– Summary– Testing
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Introduction
Materials:– Models, – Worksheets,– Best Practices examples,– Article excerpts,– Progress Checks,– Reference and resource suggestions, and– Course evaluation (start NOW)
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Setting the Stage
Section Learning Objectives– Distinguish between incentives, awards, rewards,
and recognition– List the five key Recognition Strategy components– Describe how recognition contributes to Unique
People Practices– Describe how recognition fits into a Total Rewards
structure– Identify how recognition can reduce turnover
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Setting the Stage
NAER Definitions1. _________ Item to commemorate specified achievement
(Non-$)
2. _________ Item for meeting pre-determined goal (Sometimes $)
3. _________ After-the-fact appreciation for desired behavior, effort, result that supports goals and values
4. _________ Contingent reward based on achievement of pre-determined results within specific time.
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Setting the Stage
Descriptor Answers1. Informal
2. Formal
3. Day-to-day
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Setting the Stage
• Best Practices Standards Provide Guidance
• Give us a benchmark to strive for
• Can be used to improve current programs
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Setting the Stage
Recognition Strategy Components– Link strategy to vision, mission, values– Provide 3-dimensional approach– Document procedures– Define objectives– Build in continuous improvement
A systematic plan to reach a desired future outcome
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Setting the Stage
Strategic Alignment
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Setting the Stage
Cascading Linkages:– Companywide– Business unit– Site/location– Functional– Departmental
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Setting the Stage
Concepts from SRPS– Job satisfaction– Pay and promotion– Trust– Maslow
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• Recruiting, hiring and orientation• Development and learning• Work environment• Rewards and recognition• Health and well being• Work/life programs• Financial security• Organizational structure• Unique people practices
Setting the Stage
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Unique people practices
•Flexible work schedules•Family oriented work environments•Employee involvement teams•Special employee celebrations•Recognition bonuses•Concierge services •Weekend retreats•All expense paid trips•Point systems redeemable for awards, prizes, etc.
Setting the Stage
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Setting the Stage
Reprinted by permission WorldatWork©2006
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Setting the Stage
Total Rewards Context– Recognition is one aspect of Total
Rewards– Separate from compensation (bonuses)– Separate from benefits
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Maslow’s Traditional Pyramid
Physiological
Safety
Organizational Pyramid
Social
Esteem
Self-Actualization
Acceptance and Involvement
Recognition
Advancement and Growth
Location and Working Conditions
Compensationand Benefits
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Setting the Stage
Activity– Write the corresponding Total Rewards
letter(s) to the right of the organizational pyramid.
– There may be more than one letter per level
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Setting the Stage
Push Factors• Low Salary• Inadequate benefits• Job insecurity• Convenience• Immediate manager
• Better future picture• Family issues• Desire different location• Former manager “nabs”• Offer can’t refuse
Pull Factors
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Setting the Stage
Turnover is EXPENSIVE– Direct– Indirect– From 50% + of annual wage/salary
Between $25,000 - $37,500
for $50,000 salary
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Setting the Stage
Summary– Turnover– Productivity and Profitability–
–
– Retain top performers
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Setting the Stage
Progress Check– See what YOU think is important!– Assigned pages by group– Come up with 1 question– Be ready to present question to rest of
group
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Assessment and Strategy
Section Learning Objectives– Conduct an initial inventory– Align to goals and culture– Name four SWOT quadrants– Identify benchmarking strategy
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Assessment and Strategy
Four Strategic Planning Phases
Simplified chart
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Assessment and Strategy
Assessment Where we are (Current State, Baseline)
Strategy
Implementation
Review
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Assessment and Strategy
Assessment ConsiderationsPrograms?
• Name as many as you can in left-hand column
Type?• Incentives or recognition?
Dimension• Day-to-day, informal, formal?
Include?• Seven Best Practices Standards• Objectives in alignment• Feedback
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Assessment and Strategy
Current State Inventory - Worksheet
Activity – pages 21-23 (overall sheet)– Check and tally for each Component
• Type• Dimension• Standards• Feedback
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Assessment and Strategy
Results?– What’s the mix?– What are you over using?– What’s missing?– What will stay/go?
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Strengths Weaknesses
Opportunities Threats
Assessment and Strategy
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Assessment and Strategy
SWOT Analysis– Strengths (what keep)– Weaknesses (what eliminate/revise)– Opportunities (enhance, fill gap)– Threats (what’s getting in the way)
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Assessment and Strategy
SWOT in a Nutshell– Be realistic– Distinguish between today and future– Specific– Short and simple
Subjective
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Assessment and Strategy
Exercise– Review your Current State organizational
worksheet– Transfer 2-3 conclusions for each part of
the SWOT diagram
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Assessment and Strategy
Benchmarking – Assessment– If want to enhance, create, develop a
benchmarking strategy– Within, external, best practices– Identify goals
www.recognition.org
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Assessment and Strategy
Benchmarking Considerations– Resources – process analysis, research, change
management– Discovery phase
• Data collection plan• List• Tracking plan• Gap analysis• Final Report• Recommendations
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Assessment and Strategy
Benchmarking Considerations (cont.)
KIND COOP RELEV BRKTH
Internal H H L
Ext. – Competitive L H M
Ext. – Industry M M H
Ext. – Generic M L H
Combined M M VH
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Assessment and Strategy
Possible metrics– External
• National nurse turnover = 18%• Industry-wide turnover = 15%• Job satisfaction norm from NEED TO CHECK• Retirement award cost = $500
– Internal• Turnover by department or function• Employee satisfaction• Participation rate• Attendance
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Assessment and Strategy
Best Practices White Paper– Read the excerpt– Notations about
• Kind of recognition• 3 Dimensions• Other
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Assessment and Strategy
Assessment to Strategy
insert model
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Assessment and Strategy
ExerciseBased on the Westfield Group excerpt, draw some conclusions about their Desired State:
1.
2.
3.
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Assessment and Strategy
Westfield Group Strategy:– Recognize those who exemplify core
competencies– Program features:
• Flexible and fast• Easy administration• Real-time tracking and reporting• On-line budget management and training• Easy entry• Easy award selection
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Assessment and Strategy
Exercise– Review your Current State organizational
worksheet and SWOT– Map out your Desired State and possible
goals
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Assessment and Strategy
Westfield Goals
Assessment– Negative Feedback– Paper-based– Unwieldy data– Prep time– Un-timely recognition
Strategy– Increase EE Sat.– Automated– On-line– Real-time– Reduced turnaround– Reduced subjectivity– Increase consistency– Tie to core competencies
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Assessment and Strategy
Airline Goals
Assessment– No link to strategy– Manual process– Limited participation– Inconsistent application– Limited award choices
2000-2003 - $24M
Strategy– Linked to behaviors– Technology– Accessible system– Tailored programs– Multiple choices
$750K start-up – 2004
$1.1M + $300K - 2005
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Assessment and Strategy
Budgeting• .005 - 3% of payroll* (1/2 of 1%)
• Amount per FTE ($100 - $150)**• Previous year’s budget• Benchmark• Other?
*NAER/World at Work Survey 2004**NAER Best Practice Applications
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Assessment and Strategy
ANNUAL ON-THE-SPOT AWARDS
$0- 24 20%
$25-$49 13.8%
$50-$74 6.9%
$75-$99 6.2%
$100-$124 6.2%
$125+ 13.1%
No Budget 33.8%
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Assessment and Strategy
FORMAL BUDGET
$50,000-$99,999 15.4%
$100,000-$249,999 16%
$250,000-$999,999 19.2%
$1 million + 14.7%
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Assessment and Strategy
Benchmarking and BudgetingPossibilities:
– Service anniversary award costs– Service anniversary intervals– Average budget– Budget basis– Administrative costs– What else?
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Assessment and Strategy
Checklist• Communications pieces• Technology upgrades• Training development and
delivery• Supplier administrative fees• Inventory costs• Administrative fees• Postage• Celebrations• Airfare
• Petty cash• Staff costs• Video production• Photo processing• Award purchases• Gift certificates• Printing costs• Decorations• Food• Office supplies• Tax Gross-up• Others?
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Assessment and Strategy
Other Budgeting Considerations:– Use the previous year’s budget and add a
multiplier– Benchmark with other organizations your
size and/or within your industry– Benchmark internally with other business
units– Other?
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Assessment and Strategy
Benchmarking AND Budgeting– Service anniversary award costs– Interval of service anniversaries– Average budget– How set budget– Internal vs. external administration– Administrative costs– Other?
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Assessment and Strategy
Budgeting Checklist – Activity– Read through the items on page 41– Circle the items you don’t currently include– What other items could be added to this
list?
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Assessment and Strategy
Progress Check
True or False1. The assessment phase begins with Current
State.
2. SWOT is comprehensive and objective.
3. Beneficial to tie to strategies.
Multiple Choice1. “O” in SWOT stands for:
2. Most critical budget consideration is:
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Assessment and Strategy
Progress Check AnswersTrue or False
1. The assessment phase begins with Current State. = T
2. SWOT is comprehensive and objective. = F3. Beneficial to distinguish tie to strategies - T
Multiple Choice1. “O” in SWOT stands for: Opportunities2. Most critical budget consideration is: Support
Objectives
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Strategy to Implementation
Section Learning Objectives– Name four evaluation levels– Determine baseline measurements– Measure and track– Select possible ROI criteria– Use scorecard approach
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Strategy to Implementation
Until you start measuring . . .
everything else is just practice
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Strategy to Implementation
Baseline Measurements
Strategy Baseline
Increase EE Satisfaction From ____% or ranking
Reduce turnaround From ____ to ____
Automate From what to what?
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Strategy to Implementation
YOUR Baseline Ideas
Strategy Baseline
Increase From
Reduce From
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Strategy to Implementation
Goals include– Measurement AND– Timeframe
S pecific
M easurable
A ction-oriented,
Attainable
R esults-oriented,
Realistic
T ime-based, trackable, tangible
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Strategy to Implementation
Goals and Kirkpatrick’s Levels
LEVEL TITLE EXPLANATION1 Reaction How FEEL
2 Learning Increase in knowledge
3 Behavior Tools used
4 Results Impact on business
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Implementation and Review
Exercise– On page 48, define some:
• Level 2 indicators• Level 3 indicators
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Strategy to Implementation
Insert model here for focus
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Strategy to Implementation
Now You’re Working the Plan!
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Strategy to Implementation
Balanced Measurement
Systems
Financial Nonfinancial Customer-related In-process
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Implementation to Review
Insert model here
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Implementation to Review
Beginning Process – back to:– Strategy– Goals– Project plan– Milestones– Feedback– Other?
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Implementation to Review
Balanced Scorecard OverviewFOCUS – what really matters (1-2 items)
VALIDITY – outcome-based, drive success
CONNECTIVITY – front-line alignment
INTEGRATION – performance and developmental integration
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Implementation to Review
Scorecard– Step #1
• Strategic area for focus• Few objectives• Key indicators for connectivity & validity• Targets for measurements
– Step #2• Strategic area and targets• Track actuals and variance
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Measurement
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Implementation to Review
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Implementation to Review
ROI
Power of Praise and Recognition – Gallup
– Increased Productivity– Increased engagement– More likely to stay– Higher loyalty and
satisfaction scores– Better safety records
Disengaged employees =– $250-300 billion
productivity loss– Injury, illness, turnover,
absences, fraud = $1 trillion
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R O I
Return
Benefits
Program Results
Tracking Measurements
Investment
Costs
From Desired State
Program Plans/ Goals
Implied
Implementation to Review
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Implementation to Review
Phillips ROI Methodology1. Reaction and Planned Action
2. Learning
3. Application and Implementation
4. Business Impact
5. Return on Investment
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Implementation to Review
Calculating ROI1. Include ROI calculations in budget (3-5%)
2. Select projects (10%)
3. Intangibles important/hard to calculate
Net benefits
Program costs X 100
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Implementation to Review
Formula– $750,000 savings– Subtract costs of $435,000 =– Net gain of $315,000– Net gain divided by costs, multiplied by 100
= ROI
What do you come up with?
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Implementation to Review
Value Analysis Calculator for MDR Total Rewards Programs and Systems
Q1 Q2 Q3 Q4
BENEFITS
Increased revenue $0 $0 $0 $0
Increased productivity $0
Increased employee satisfaction $0 $0 $0 $0
Increased customer satisfaction $0 $0 $0 $0
Increased compliance - Processes $0 $0 $0 $0
Reduced costs - Operations $0
Reduced costs - Turnover $0 $0 $0 $0
Reduced costs - Other 0 0 0 0
Avoided costs - Manual Program Management 0 0 0 0
Quarterly total $0 $0 $0 $0
Cumulative value $0 $0 $0 $0
INVESTMENTS
One time investment - System Set Up
One time investment - Training
One time investment - Consulting Services - Program Design
One time investment - Program Launch Communications & Materials
One time investment - System Customization (if any)
Ongoing investment - System Licensing
Ongoing investment - Cost of Rewards
Ongoing investment - Customer Service
Quarterly total $0 $0 $0 $0
Cumulative investment $0 $0 $0 $0
NET VALUE
Quarterly total $0 $0 $0 $0
Cumulative total $0 $0 $0 $0
1st year net return $0
Breakeven point 1st Quarter
ROI (1st year) #DIV/0!
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O.C. Tanner & Jackson Company Research Study
• Return On Equity
• Return On Assets
• Operating Margin
26,000 Employees Surveyed
Respondent answers tabulated with Corporate Performance Indicators
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O.C. Tanner & Jackson Company Research Study Return on Equity
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O.C. Tanner & Jackson Company Research Study Return on Assets
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O.C. Tanner & Jackson Company Research Study Operating Margin
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Implementation to Review
Best Practices White Paper– Read the excerpt– Notations about measurements
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Implementation to Review
General Measurement Tools– Scorecard– Benchmarking– Progress reviews– Audits– Surveys– Feedback– Baldrige– 100 Best Companies
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Implementation to Review
Progress CheckWrite Philips ROI Levels in OrderTrue or False
1. Balanced scorecard only part of the Review Phase2. ROI calculation-divide net benefits by costs and multiply
by 100.3. Connectivity important to balanced scorecard.
Multiple Choice1. “R” in ROI also stand for:2. NOT part of balanced scorecard
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Implementation to Review
Progress CheckReaction, Learning, Application, Results, ROITrue or False
1. Balanced scorecard; Review Phase. = F2. ROI calculation-divide net benefits by costs and multiply
by 100. = T3. Connectivity important to balanced scorecard. = T
Multiple Choice1. “R” in ROI also stand for: A2. NOT part of balanced scorecard C
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Summary
Four Phases1. Assessment
2. Strategy
3. Implementation
4. Review
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Summary
Recognition Strategy– Linkage– 3-dimensional– Documented procedures– Documented objectives– Continuous Improvement
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Summary
Program Measurement– Indicators or tools– Qualitative and quantitative– Documents participation– Documents satisfaction
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Summary
Model
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September 2006 2006 by the National Association for Employee Recognition
STRATEGIC PLANNING AND MEASUREMENT PROCESS
Pre-Program Level 1 In-Process Level 2, 3 <Post -Program Level 4>S
tate
Sta
teT
ask
sT
ask
sM
easu
res
Mea
sure
s
CURRENT STATE
KIND
BEST PRACTICE
STANDARDS
SWOT
FEEDBACK
BASELINE MEASURES
DESIRED STATE
GOALS
BENCHMARKING
BUDGET
“REALITY”
PROJECT PLAN
GOALS TIMELINE
INTERIM SCORECARD
FINAL SCORECARD
ROI
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Summary
Review
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Overall Summary