The balanced scorecard approach uses a scoring process based on:

Return on investment and NPV are exclusively financial metrics; using only these would contradict the balanced scorecard's defining characteristic of incorporating non-financial measures.

Strategic alignment and financial benefits represent only two dimensions of the balanced scorecard and do not capture its full multi-perspective scoring methodology.

Resource constraints and strategic alignment are not the defining axes of the balanced scorecard; the framework is built on financial versus non-financial performance perspectives, not resource limitations.

The balanced scorecard framework, developed by Kaplan and Norton, scores components across financial and non-financial dimensions - including customer value, internal business processes, and organizational learning and growth - ensuring a holistic assessment that goes beyond purely monetary metrics.