Business managers have long known the power of the Balanced Scorecard in executing corporate strategy. Implementing the Project Management Balanced Scorecard shows project managers how they too can use this framework to meet strategic objectives. It supplies valuable insight into the project management process as a whole and provides detailed explanations on how to effectively implement the balanced scorecard to measure and manage performance and projects.
The book details a tactical approach for implementing the scorecard approach at the project level and investigates numerous sample scorecards, metrics, and techniques. It examines recent research on critical issues such as performance measurement and management, continuous process improvement, benchmarking, metrics selection, and people management. It also explains how to integrate these issues with the four perspectives of the balanced scorecard: customer, business processes, learning and innovation, and financial.
Filled with examples and case histories, the book directly relates the scorecard concept to the major project management steps of determining scope, scheduling, estimation, risk management, procurement, and project termination. It includes a plethora of resources on the accompanying downloadable resources—including detailed instructions for developing a measurement program, a full metrics guide, a sample project plan, and a set of project management fill-in forms.
Balanced Scorecard and the Project Manager
Adopting the Balanced Scorecard
Example: FedEx
Attributes of Successful Project Management Measurement Systems
Project Management Office
Project Management Process Maturity Model (PM)2 and Collaboration
Aligning the Project to Meet Strategic Objectives
Altering the Balanced Scorecard to Be Project Specific
Validating the Project Scorecard
Establishing Performance Measures
Developing Benchmarks
Aligning the Project to Meet Financial Objectives
Cost–Benefit Analysis
Break-Even Analysis
Estimating ROI for a Project
Earned-Value Management
Rapid Economic Justification
Calculating the Net Worth of Organizational Information
IAM: Intangible Assets Monitor
Aligning the Project to Meet Customer Objectives
Customer Intimacy and Operational Excellence
The Customer Satisfaction Survey
The Customer Economy
End Users Want Innovative Systems
Aligning the Project to Meet Business Process Objectives
Measuring the Utility
Integrating CMM into Business Process Objectives
Quality and the Balanced Scorecard
Process Performance Metrics
Aligning the Project to Promote Learning and Growth
Liberate Rather than Empower
The Challenge of Peopleware
Attributes of the Good Project Manager
A Better Workforce
What Else Can Go Wrong
Team Dynamics
Teaming Tools
The Virtual Team
Training
Balanced Scorecard and Project Scope Management
Defining Business Goals
Defining Project Goals
Defining Project Scope
Balanced Scorecard and Project Scheduling
The Task Network
Project Scheduling
Project Management Charts
Leveling and Resource Allocation
When the Resources Are Human
Balanced Scorecard and Project Estimation
The Importance of Project Estimation
WBS: The Basis for Project Estimates
The Process of Human Resource Estimation
Other Estimation Techniques
Estimating Resources
Budgeting
Balanced Scorecard and Project Risk
The Proactive Risk Strategy
Risk Management
RMMM Strategy
Risk Avoidance
Quantitative Risk Analysis
Checklists
Balanced Scorecard and Procurement Management
Outsourcing
Procurement Planning
Acquisition Methodology Steps
Procurement Risk Management
Biography
Jessica Keyes is president of New Art Technologies, Inc., a high-technology and management consultancy and development firm started in New York in 1989. Keyes has given seminars for such prestigious universities as Carnegie Mellon, Boston University, University of Illinois, James Madison University, and San Francisco State University. She is a frequent keynote speaker on the topics of competitive strategy and productivity and quality. She is former advisor for DataPro, McGraw-Hill’s computer research arm, as well as a member of the Sprint Business Council.
Keyes is also a founding Board of Director member of the New York Software Industry Association. She completed a two-year term on the Mayor of New York City’s Small Business Advisory Council. She currently facilitates doctoral and other courses for the University of Phoenix, and is a member of the Faculty Council for the College of Information Systems & Technology. She has been the editor for WGL’s Handbook of eBusiness and CRC Press’ Systems Development Management and Information Management.
Prior to founding New Art, Keyes was managing director of R&D for the New York Stock Exchange and has been an officer with Swiss Bank Co. and Banker’s Trust, both in New York City. She holds a Masters of Business Administration from New York University, and a doctorate in management.
A noted columnist and correspondent with over 200 articles published, Keyes is the author of the following books:
The New Intelligence: AI in Financial Services, HarperBusiness, 1990
The Handbook of Expert Systems in Manufacturing, McGraw-Hill, 1991
Infotrends: The Competitive Use of Information, McGraw-Hill, 1992
The Software Engineering Productivity Handbook, McGraw-Hill, 1993
The Handbook of Multimedia, McGraw-Hill, 1994
The Productivity Paradox, McGraw-Hill, 1994
Technology Trendlines, Van Nostrand Reinhold, 1995
How to Be a Successful Internet Consultant, McGraw-Hill, 1997
Webcasting, McGraw-Hill, 1997
Datacasting, McGraw-Hill, 1997
The Handbook of Technology in Financial Services, Auerbach, 1998
The Handbook of Internet Management, Auerbach, 1999
The Handbook of eBusiness, Warren, Gorham & Lamont, 2000
The Ultimate Internet Sourcebook, Amacom, 2001
How to Be a Successful Internet Consultant, 2nd ed., Amacom, 2002
Software Engineering Handbook, Auerbach, 2002
Real World Configuration Management, Auerbach, 2003
Balanced Scorecard, Auerbach, 2005
Knowledge Management, Business Intelligence, and Content Management: The IT Practitioner’s Guide, Auerbach, 2006
X Internet: The Executable and Extendable Internet, Auerbach, 2007
Leading IT Projects: The IT Manager’s Guide, Auerbach, 2008
Marketing IT Products and Services, Auerbach, 2009
