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Improving cross‐company project management performance with a collaborative project scorecard

Improving cross‐company project management performance with a collaborative project scorecard Purpose – The purpose of this paper is to identify the current problems and difficulties in automotive project management and explore solutions to improve its efficiency and effectiveness. To meet the industry demands for new project management methods, a strategy‐based scorecard concept was developed to monitor and control collaborative projects, to measure their performance, and to manage risks. The method aims to improve the project management performance of cross‐company projects. Design/methodology/approach – The development of collaborative strategy maps and integrated measures for project control based on key performance indicators (KPIs) is an essential step for successful project management with a collaborative project scorecard. The concept was developed and evaluated on the basis of two workshops organised by the German Project Management Association (GPM e.V.) and interviews with project managers of automotive projects (manufacturers and suppliers). Findings – The application of a balanced scorecard to cross‐company projects in the automotive industry can be facilitated by an impact matrix to develop strategy maps. Examples of collaborative strategy maps, project objectives, and KPIs to manage automotive projects are given and advantages, disadvantages, and limitations discussed. The paper discusses the possibilities of improving project management efficiency and effectiveness, as well as increasing project transparency with a CPS. Originality/value – This paper fulfils the need to align collaborative project objectives with cross‐company business strategies in the automotive industry. The application of a balanced scorecard to cross‐company projects in the automotive industry is a new approach and would be of interest to all project managers aiming to increase transparency in their projects. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Managing Projects in Business Emerald Publishing

Improving cross‐company project management performance with a collaborative project scorecard

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1753-8378
DOI
10.1108/17538370810883828
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to identify the current problems and difficulties in automotive project management and explore solutions to improve its efficiency and effectiveness. To meet the industry demands for new project management methods, a strategy‐based scorecard concept was developed to monitor and control collaborative projects, to measure their performance, and to manage risks. The method aims to improve the project management performance of cross‐company projects. Design/methodology/approach – The development of collaborative strategy maps and integrated measures for project control based on key performance indicators (KPIs) is an essential step for successful project management with a collaborative project scorecard. The concept was developed and evaluated on the basis of two workshops organised by the German Project Management Association (GPM e.V.) and interviews with project managers of automotive projects (manufacturers and suppliers). Findings – The application of a balanced scorecard to cross‐company projects in the automotive industry can be facilitated by an impact matrix to develop strategy maps. Examples of collaborative strategy maps, project objectives, and KPIs to manage automotive projects are given and advantages, disadvantages, and limitations discussed. The paper discusses the possibilities of improving project management efficiency and effectiveness, as well as increasing project transparency with a CPS. Originality/value – This paper fulfils the need to align collaborative project objectives with cross‐company business strategies in the automotive industry. The application of a balanced scorecard to cross‐company projects in the automotive industry is a new approach and would be of interest to all project managers aiming to increase transparency in their projects.

Journal

International Journal of Managing Projects in BusinessEmerald Publishing

Published: Jun 20, 2008

Keywords: Organizational performance; Project management; Balanced scorecard; Strategic management

References