Process scorecard

Process Scorecard is a business utility designed for designing and structuring organisational key performance indicators on a multi-year frame. It may be complementary to Balanced Scorecard approach. Process Scorecard design starts from a common ontological frame among Strategy, Business Process Management and Business Performance Measurement. It was created in 2007 by Guillermo Granados.
Ontological Frame
The ontological frame for Process Scorecard is based on a four category ontology within an organisational frame. The four category ontology proposes two substantial and two non-substantial categories of things: General and particular. Based on a definition theory based on the assumption of substantiality in quoted events,<ref namegranados2007/> organisational processes are defined as events limited by a temporary frame. This allows process categories analysis using set theory basis. The existence conditions are formally developed from an algebra of existence for quoted events<ref namegranados2007/> based on Japanese grammar. Organisational quoted events will be referred simply as events. Unquoted events - among other things that can be discussed if are events or not - such as organisational life, people personal processes (cognitive, affective, aging) are not considered as organisational events.
A process is defined ontologically as a general substantial class, with each of its occurrences are defined as a particular substantial class. Organisational process existence is the result of a logic of event's repeatability shared by a community.
Different from Balanced Scorecard
Although Process Scorecard can be viewed as a customisation of Balanced Scorecard, it has substantially different characteristics:
# Balanced Scorecard is designed for a single-period strategic deployment whilst Process Scorecard is designed for a multi-period plan comparison.
# Balanced Scorecard suggest measurement design to be done regardless of business process structure, Process Scorecard starts measurement design from business process identification.
# Strategy maps designed from a Balanced Scorecard approach should be significantly different from plan to plan often leading to an overpopulation of indicators; Process Scorecard forces strategy to be expressed on a pre-stated basis of measurement. Process scorecard can utilise strategy maps as an input for expressing strategy on a multi-period basis.
Assumptions about business processes
Process Scorecard assumes the following properties of business process:
# A process can be divided into a finite set of processes with similar properties.
# Several processes can be joined into a single process with similar properties.
# A process can generate other processes without losing its essence

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