Implementing the Project Management Balanced Scorecard 1st edition by Jessica Keyes – Ebook PDF Instant Download/Delivery: 1439827184, 978-1439827185
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Product details:
ISBN 10: 1439827184
ISBN 13: 978-1439827185
Author: Jessica Keyes
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.
Implementing the Project Management Balanced Scorecard 1st Table of contents:
1 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
We’ve Reached the End of Chapter 1
References
2 Aligning the Project to Meet Strategic Objectives
Altering the Balanced Scorecard to Be Project Specific
Validating the Project Scorecard
Establishing Performance Measures
Define Organizational Vision, Mission, and Strategy
Develop Performance Objectives, Measures, and Goals
Establish Measures
Developing Benchmarks
We’ve Reached the End of Chapter 2
References
3 Aligning the Project to Meet Financial Objectives
Cost–Benefit Analysis
Break-Even Analysis
Estimating ROI for a Project
Initial Benefits Worksheet
Continuing Benefits Worksheet
Quality Benefits Worksheet
Other Benefits Worksheet
ROI Spreadsheet Calculation
Earned-Value Management
Rapid Economic Justification
Calculating the Net Worth of Organizational Information
IAM: Intangible Assets Monitor
We’ve Reached the End of Chapter 3
References
4 Aligning the Project to Meet Customer Objectives
Customer Intimacy and Operational Excellence
The Customer Satisfaction Survey
Using Force Field Analysis to Listen to End Users
The Customer Economy
End Users Want Innovative Systems
Managing for Innovation
We’ve Reached the End of Chapter 4
References
5 Aligning the Project to Meet Business Process Objectives
Measuring the Utility
Integrating CMM into Business Process Objectives
CMM Explained
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimized
Quality and the Balanced Scorecard
Process Performance Metrics
Financial
Customer
Project/Internal Business
Growth and Innovation
We’ve Reached the End of Chapter 5
References
6 Aligning the Project to Promote Learning and Growth
Liberate Rather than Empower
Liberating Your Staff
The Challenge of Peopleware
Attributes of the Good Project Manager
Manage Expectations
Resolve Conflict
Overcome Fears
Facilitate Meetings
Motivate Team Members
A Better Workforce
Techniques for Motivating Employees
What Else Can Go Wrong
Team Dynamics
Teaming Tools
Nominal Group Technique
Roadblock Identification Analysis
Productivity by Objectives
Management by Objectives
Force Field Analysis
Team Communications
Team Effectiveness Leadership Model
The Virtual Team
Training
We’ve Reached the End of Chapter 6
References
7 Balanced Scorecard and Project Scope Management
Defining Business Goals
Defining Project Goals
Defining Project Scope
Constraints
General Requirements
Technical Requirements
Standards
Existing System(s)
Hardware/Software
Security
Scalability, Availability, and Reliability
Disaster Recovery
Training and Documentation
Installation Issues
We’ve Reached the End of Chapter 7
8 Balanced Scorecard and Project Scheduling
The Task Network
Project Scheduling
Project Management Charts
Gantt
Program Evaluation and Review Technique (PERT)
Critical Path
Leveling and Resource Allocation
Slack
Crashing
When the Resources Are Human
We’ve Reached the End of Chapter 8
References
9 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
Human Resources
Nonhuman Resources
Budgeting
Top-Down
Bottom-Up
Iterative
Budget Monitoring
We’ve Reached the End of Chapter 9
10 Balanced Scorecard and Project Risk
The Proactive Risk Strategy
Risk Management
RMMM Strategy
Risk Avoidance
Quantitative Risk Analysis
Risk Checklists
We’ve Reached the End of Chapter 10
References
11 Balanced Scorecard and Procurement Management
Outsourcing
Phase 1. Analysis and Evaluation
Phase 2. Needs Assessment and Vendor Selection
Phase 3. Implementation
Procurement Planning
Description of the Project
Market Research
Acquisition Methodology Steps
Procurement Risk Management
Contract Management Approach
We’ve Reached the End of Chapter 11
12 Balanced Scorecard and Project Termination
All Good Things Must Come to an End
The Project Audit
Change Control
We’ve Reached the End of Chapter 12
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