What are the three components/foundations of ATR?

In customer outcome analysis this is the impact or consequence of your delivery of your products to your primary customers.

In customer outcome analysis this is the Principal or Direct recipient of unit’s outputs.

The areas identified as important or crucial where a result will help in the achievement of the set  objectives or goal.

Part of the performance scorecard that should be stretched but achievable.

It manifests the units/offices willingness to embrace good governance and performance excellence.

Any individual or group who can affect the achievement of an organization's objectives or who is affected by the achievement of an organization's objectives.

In customer-outcome analysis these are the products that your unit provides to your primary customers

What is the correct sequence in role clarification in scorecard development process?

This is quantifiable metrics to evaluate the achievement of an objective.

It is the main driver of the impact objective.

In the hierarchy of objectives, what is the order of Core Approaches Objectives.

In personal scorecard, these are activities required to achieve the targets and objectives.

A trusted person that helps the scorecard owner in tracking the progress and ensuring personal tasks are performed

One of the components of PA SMS which translates the PA strategy into programs with corresponding budget.

What are the four Strategy Alignment Mechanism?

Part of the strategy alignment mechanism in which the Army must rationalize the use of its finite resources in order to support the direction and produce outputs/outcomes envisioned.

What is the first step in Personal Scorecard Development Process?

It defines where the efforts of the unit or office should be concentrated in order to attain its desired organizational or societal outcome.

There are six facets or perspectives in personal scorecard.

In linking budget to strategy, the ATR framework took effect on 20 May 2011 and aims to integrate and synchronize the major planning systems that influence the development of the Army budget, and consequently, the execution of Army programs and activities. It is an overarching framework that integrates the two strategic management system adopted by the PA: the Performance Governance System (PGS) and Defense System of Management (DSOM), and governs the organization’s planning and operating systems in order to achieve its long-term, medium-term and annual goals.

A performance mechanism that outlines the unit/office’s breakthrough goal and activities

A compilation of scoreboards that shows the status of attainment of the Breakthrough Goals (BTGs)

A strategy evaluation mechanism that is usually conducted monthly to assess the strategic programs of units/offices

A strategy evaluation mechanism that is conducted in a quarterly basis to monitor and review the actual updating of objectives, measures and targets