The balanced scorecard (BSC) is an ideal procedure for ­preparing results documentation from the measurements of the company’s activities with respect to vision and strategy. Top management and managers are provided with a comprehensive overview of the performance capability and effectiveness of the organization, while the flexible design possibilities simplify the establishment of an integrated IT management system. 

The information which has been stored and obtained in a data map must also be visually processed. The BSC as an IT reporting tool does this so that quick responses to changes are ­possible. The qualitative and quantitative performance indicators can be used to prepare a statement which draws conclusions about the status of an integrated and holistic system. The information gained through the existing data landscape can be assessed both operationally and strategically. In this past, this has been used primarily for controlling daily operating business at the most widely diverse levels of the organization.  

And when performance is once again unsatisfactory?  

Giving close consideration to business performance management is a meaningful way to bring together operational and strategic control. Business performance management involves using methods, tools, and processes to improve the performance capability and profitability of companies.  

Besides the processes, analyses, and reports regarding the past and present, BPM also covers future-related processes such as planning and projections. The demands of BPM are rising ­constantly, especially against the backdrop of IT governance, corporate compliance, auditability, and control. Globalization and the keen international competition are taking their toll here as well. That is why it is more and more frequently necessary to have knowledge of international accounting standards, financial ­reporting, and corporate management which goes into greater detail. The existing complex processes in the divisions must be taken into account and incorporated by means of effective performance management so that adaptations to changes can be initiated.  

This is the starting point from which the necessity of using EA tools pursuing a modeling approach as well as an approach ­oriented to information and system is derived. Since the data are subject to constant change, the approach should also be ­included in strategic IT management and support the ­comprehensive, continuous change management process. This results in an opportunity for companies to profit from ­reliable information in significantly shorter planning cycles and to orient their IT investments continuously to ­company ­requirements as they perform EA and IT management ­activities.