Page 389 - Global Project Management Handbook

19-4 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY

this is about methods, procedures, and processes. One of the most important enabler crite-
ria is therefore always defined directly as process. In the results, the actual financial and
nonfinancial data will be evaluated and, with them, the quality of the results achieved by
the organization.

Comparison of Various Score Card Models

Table 19.1 provides a summary of the score card models described.

FURTHER DEVELOPMENT OF THE PPSC

For further development of the PPSC from Roland Gareis, reference is given to the
EFQM model. With the conventional perspectives of the PPSC, the business processes
of the project-oriented organization were not taken into sufficient consideration. In
order to realize the holistic approach of the EFQM model, the PPSC can be enlarged
to include the additional criteria of the excellence model. With this holistic approach,
the project-oriented organization can develop further in the direction of excellence
(Fig. 19.2).
Integration of the philosophy of the EFQM model leads to extension of the Balanced
Score Card to the PPSC to include the criteria of internal processes, partnerships/internal
resources, and society. The criteria of the new PPSC are described through the questions
in Fig. 19.3.

Customer focus
Management with
Development of
processes,
partnerships
Supplier Customer data and facts
partners
Social Employees
Community Excellence and involvement
responsibilities development

Performance shareholder Employees Continous learning,
orientation
Owner
innovations and
improvements
Management and
goal consequences

FIGURE 19.2 PPSC perspectives according to the EFQM model.