Implementing the Project Management Balanced Scorecard by Jessica Keyes

By Jessica Keyes

Business managers have lengthy recognized the facility of the Balanced Scorecard in executing company approach. Implementing the undertaking administration Balanced Scorecard exhibits undertaking managers how they can also use this framework to fulfill strategic goals. It offers beneficial perception into the undertaking administration technique as a complete and gives unique motives on tips to successfully enforce the balanced scorecard to degree and deal with functionality and tasks.

The ebook information a tactical process for imposing the scorecard technique on the venture point and investigates various pattern scorecards, metrics, and strategies. It examines contemporary examine on serious concerns akin to functionality dimension and administration, non-stop technique development, benchmarking, metrics choice, and other people administration. It additionally explains find out how to combine those matters with the 4 views of the balanced scorecard: patron, enterprise procedures, studying and innovation, and fiscal.

Filled with examples and case histories, the e-book at once relates the scorecard suggestion to the foremost venture administration steps of making a choice on scope, scheduling, estimation, chance administration, procurement, and undertaking termination. It contains a plethora of resources on the accompanying CD-ROM—including detailed directions for constructing a dimension software, an entire metrics consultant, a pattern venture plan, and a suite of undertaking administration fill-in forms.

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Ibbs, 2002. Project management process maturity (PM2) model. Journal of Management in Engineering, 18(3, July): 150–155. C. 2006. , D. Eager, and K. Kubitza, 2008. Improving cross-company management performance with a collaborative project scorecard. International Journal of Managing Projects in Business, 1(3): 368–386. Chapter 2 Aligning the Project to Meet Strategic Objectives From an organizational perspective, the concepts of performance management are very much the base that supports the balanced scorecard (BSC) framework.

Example metric: Percentage of new product investment resulting in new revenue streams. Operational performance. Instead of concentrating measurement efforts on day-to-day measures, best-in-class practitioners seek to provide an aggregate, customer-focused view of operations. Example metric: Include peak time availability. Talent management. This category of metrics seeks to manage human capital. Measures include staff satisfaction and retention, as well as attractiveness of the department to external job seekers.

7. Each maturity level is associated with a set of key project management processes, characteristics of those processes, and key areas on which to focus. When mapped to the four balanced scorecard perspectives, PM2 becomes a reference point or yardstick for PM best practices and processes. Although the PM2 model determines and positions an organization’s relative project management level with other organizations, it is worthwhile to note that there has been a shift toward more decentralized and distributed project teams, with some teams going all virtual and many teams working in partnership with teams in other companies.

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