Implementing the Project Management Balanced Scorecard

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 ManagerAdopting the Balanced ScorecardExample: FedExAttributes of Successful Project Management Measurement SystemsProject Management OfficeProject Management Process Maturity Model (PM)2 and Collaboration Aligning the Project to Meet Strategic ObjectivesAltering the Balanced Scorecard to Be Project SpecificValidating the Project ScorecardEstablishing Performance MeasuresDeveloping Benchmarks Aligning the Project to Meet Financial ObjectivesCost–Benefit AnalysisBreak-Even AnalysisEstimating ROI for a ProjectEarned-Value ManagementRapid Economic JustificationCalculating the Net Worth of Organizational InformationIAM: Intangible Assets MonitorAligning the Project to Meet Customer ObjectivesCustomer Intimacy and Operational ExcellenceThe Customer Satisfaction SurveyThe Customer EconomyEnd Users Want Innovative Systems Aligning the Project to Meet Business Process ObjectivesMeasuring the UtilityIntegrating CMM into Business Process ObjectivesQuality and the Balanced ScorecardProcess Performance Metrics Aligning the Project to Promote Learning and GrowthLiberate Rather than EmpowerThe Challenge of PeoplewareAttributes of the Good Project ManagerA Better WorkforceWhat Else Can Go WrongTeam DynamicsTeaming ToolsThe Virtual TeamTraining Balanced Scorecard and Project Scope ManagementDefining Business GoalsDefining Project GoalsDefining Project Scope Balanced Scorecard and Project SchedulingThe Task NetworkProject SchedulingProject Management ChartsLeveling and Resource AllocationWhen the Resources Are Human Balanced Scorecard and Project EstimationThe Importance of Project EstimationWBS: The Basis for Project EstimatesThe Process of Human Resource EstimationOther Estimation TechniquesEstimating ResourcesBudgeting Balanced Scorecard and Project RiskThe Proactive Risk StrategyRisk ManagementRMMM StrategyRisk AvoidanceQuantitative Risk AnalysisChecklists Balanced Scorecard and Procurement ManagementOutsourcingProcurement PlanningAcquisition Methodology StepsProcurement Risk Management

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, 1990The Handbook of Expert Systems in Manufacturing, McGraw-Hill, 1991Infotrends: The Competitive Use of Information, McGraw-Hill, 1992The Software Engineering Productivity Handbook, McGraw-Hill, 1993The Handbook of Multimedia, McGraw-Hill, 1994The Productivity Paradox, McGraw-Hill, 1994Technology Trendlines, Van Nostrand Reinhold, 1995How to Be a Successful Internet Consultant, McGraw-Hill, 1997Webcasting, McGraw-Hill, 1997Datacasting, McGraw-Hill, 1997The Handbook of Technology in Financial Services, Auerbach, 1998The Handbook of Internet Management, Auerbach, 1999The Handbook of eBusiness, Warren, Gorham & Lamont, 2000The Ultimate Internet Sourcebook, Amacom, 2001How to Be a Successful Internet Consultant, 2nd ed., Amacom, 2002Software Engineering Handbook, Auerbach, 2002Real World Configuration Management, Auerbach, 2003Balanced Scorecard, Auerbach, 2005Knowledge Management, Business Intelligence, and Content Management: The IT Practitioner’s Guide, Auerbach, 2006X Internet: The Executable and Extendable Internet, Auerbach, 2007Leading IT Projects: The IT Manager’s Guide, Auerbach, 2008Marketing IT Products and Services, Auerbach, 2009