Page 392 - Global Project Management Handbook

19-6 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY

Finance: How should we appear to
shareholders in order to secure
financial success?

Society: How can we plan and Customer: How should we
secure the balance of the approach our customers in order
requirements of the organization, to realize our vision?
the society and the environment?
PPSC
Partnerships / internal resources: Internal processes: In which
How do we plan and manage external business processes do we have
partnerships, suppliers and internal to be the best in order to
resources in order to support our convince our partners and
politics and strategy? customers?

Learning and developing: How
can we further develop our change
and growth potential in order to
realize our vision?

FIGURE 19.3 Short description of the PPSC criteria.

Conception of the Criteria and Measuring Points of the PPSC
One goal of the PPSC is to balance financial success factors and nonfinancial perfor-
mance drivers. Nonfinancial performance drivers are those criteria from which the cause
of success or failure can be derived. The goal of this concept is to fill the gaps that all too
often exist between the strategic goals and the instructions for concrete actions. 4
Process measuring points make it possible to evaluate processes. One possibility for
differentiation with regard to evaluation is given through the viewpoint of the observer.
Traditionally, the processes are evaluated from the viewpoint of the process owner or the
quality manager. In the new model the emphasis is put on the point of view of the project

manager. This means that processes that may be running excellently from the point of
view of the process owner can be examined from the point of view of process fitness by
the executing project manager. In this way, for example, a procurement process may
receive a positive result from the viewpoint of the process owner because of excellent
purchasing conditions (e.g., favorable prices, fast, and flexible) but a negative result from
the viewpoint of the project manager because of more difficult assembly conditions, poor
assembly instructions, multiple partial deliveries, and so on. The internal process cus-
tomer in the business process, the project manager, must be as satisfied as the external
customer. By using this method of consideration, quality management in the internal
processes becomes integrated, and the goals set for the processes are in line with the
strategic orientation of the organization.
The combination of the simultaneous evaluations from the process and project view-
points makes it possible to optimize the processes for the success of the entire organization.
One necessary step is to weigh the individual and often diametrically opposed evaluation
results against each other in order to reach an overall evaluation of the processes.
Regarding the availability of data, one should keep in mind that nonfinancial data are
not always easy to acquire. The process owner should be defined as the person responsible
for the provision of appropriate data. Table 19.2 contains an exemplary summary of the