HEC-Ecole de gestion de l'Université de Liège
HEC-Ecole de gestion de l'Université de Liège

Formalisation & mise en application d'un guide projet : Planification et alignement des objectifs stratégiques & individuels sur la base du Balanced Scorecard

Evrard, Tom ULiège
Promotor(s) : Van Caillie, Didier ULiège
Date of defense : 19-Jun-2020/23-Jun-2020 • Permalink :
Title : Formalisation & mise en application d'un guide projet : Planification et alignement des objectifs stratégiques & individuels sur la base du Balanced Scorecard
Author : Evrard, Tom ULiège
Date of defense  : 19-Jun-2020/23-Jun-2020
Advisor(s) : Van Caillie, Didier ULiège
Committee's member(s) : Dujardin, Jean-Marie ULiège
Leruth, Sophie ULiège
Dervaux, Loïc 
Language : French
Number of pages : 134
Keywords : [fr] Performance Management
[fr] Strategic Management Framework
[fr] Balanced Scorecard (BSC)
[fr] Performance measurement system
[fr] Performance appraisal
[fr] Alignment
[fr] Goal congruence.
Discipline(s) : Business & economic sciences > Strategy & innovation
Institution(s) : Université de Liège, Liège, Belgique
Degree: Master en ingénieur de gestion, à finalité spécialisée en sustainable performance management
Faculty: Master thesis of the HEC-Ecole de gestion de l'Université de Liège


[en] In order to improve the autonomy and the productivity of its new consultants, Consultis asked me to formalize a step-by-step guide that would escort them during their projects about strategic planning and alignment using the Balanced Scorecard (BSC) framework. The goal of this type of mission is to implement the BSC system in the client’s organization in order to improve their strategic thinking process, their performance management system and their performance appraisal process so as to provide a better goal congruence among human resources. Moreover, Consultis gave me the task to put the guide into practice by using it for the organization Arwem Food Group, an international commercial agent, specialized in bakery and pastry products, that act as an intermediary between industrials and retailers.
The guide consists of six consecutive phases that could be summarized as follows. The first step gathers some classical project management activities that initiate the project by identifying the project management triangle, the specific risks and the planning of the project. During the second phase, the values, the mission and the vision of the organization are defined, and the strategic diagnosis is undertaken and summarized into a SWOT matrix. In the third phase, the group project starts the design of the Strategy Map by identifying strategic themes and their corresponding strategic objectives that tell the story of the organization’s strategy. The fourth phase consists of selecting the indicators, targets and initiatives that will support the achievement of the strategic objectives. During the fifth phase, the human resources are aligned with the strategy by firstly identifying the operational units’ objectives, and secondly the individual objectives by determining the criteria and the appraisal method used to evaluate the employees. In the last phase, the terms and conditions of the appraisal process are analyzed in order to check the alignment with the best practices and finally the project ends with the technical implementation, and finally by the establishment of a reviewing plan used to continuously improve the system as prescribed by the PDCA methodology.



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  • Evrard, Tom ULiège Université de Liège > Master ingé. gest., à fin.


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