Page 399 - Global Project Management Handbook

19-10 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY

possible criteria and measuring points, as well as the data sources and those responsible
for the provision of data used in the various perspectives of the PPSC.

Connecting the Perspectives of the PPSC

Process-oriented performance criteria help to interpret the results obtained correctly and
make it possible to determine cause-and-effect relationships. An important aspect of the
evaluation of the results is formulation of the question of who profits from the results and
how the evaluation turns out from the viewpoint of the process customer.
It is primarily the strategic goals of the project-oriented organization that should be
defined. In the framework of strategy/goal workshops, the criteria for achieving the
strategic goals are identified and substantiated. The relationships between criteria are
established after their identification.
These relationships make it possible to identify the connections between perspectives.
This chain of effects begins with the learning and development perspective (long-term
business success is not possible without employee competencies or potential and innova-
tion) and moves through the partner/internal resources and internal process perspectives
and on to the society and customer perspectives. The accumulated results are reflected in
the finance perspective.
The essential drivers for business success can be found in the learning and develop-
ment perspective. Early recognition of trends is possible through the customer and soci-
ety perspectives. The performance indicators show which condition the internal processes
and the partner/internal resource perspectives are in. The business results can be found in
the finance perspective.

The Extended Model of the PPSC

The extended model of the PPSC is shown in Fig. 19.4 a, b, c.
A questionnaire has been developed to carry out a measurement of “internal processes”
from the viewpoint of the project manager. An excerpt of this questionnaire is given in
Table 19.3.
The evaluation criteria shown in Table 19.4 have been used to define each status when
answering the questionnaire.

CASE STUDY

Measurement of the PPSC perspective “internal processes” was carried out in a plant
construction as well as in a systems engineering organization. The following are exam-
ples of the results of one organization. The results of both organizations are compared in
the next section.

Project Management Results

Table 19.5 shows the example answers to two questions on project management processes
from 11 project managers surveyed.
In the bubble diagram in Fig. 19.5, the strengths and weaknesses in project management
are presented in graphic form. This can be seen from the position of the individual bubbles.
The numbers in or on the bubbles correspond to the number of the questions in the
questionnaire.