Project Performance Management Scorecard (PPMS) Using the ABSC Framework

This paper explains how the balanced scorecard (BSC) framework can be leveraged to enhance project performance management. The BSC framework is an effective tool to realizing enterprise strategy by cascading strategy into a set of objectives, key performance indicators (KPIs), metrics, and targets across four dimensions: finance, customer, process, and learning/growth.

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Performance management re-emerges as a priority for employers

(From International Business Times) — The expansion of unfair dismissal rights to all employees, initiated by the Fair Work Act 2009, has encouraged a resurgence in performance management. As a result of the act, employers need appropriate performance management systems in place if they are considering dismissing an employee on the grounds of non-performance. However, performance management shouldn’t just be treated as a necessary step towards potential dismissals. It can directly increase the effectiveness of businesses, improve management control and result in fresh and motivated employees, according to The El Group CEO Ben Thompson.

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Employers Cite Talent and Performance Management Technology as Most Critical HR Service Delivery Issue in 2011

(From Business Wire) — With expectations that hiring activity will increase this year and next, HR departments at a large number of U.S. employers say that talent and performance management technology systems will be one of the most critical HR service delivery issues they will face in 2011, according to an annual survey conducted by Towers Watson, a global professional services company. The 14th annual survey on HR service delivery trends and practices also found that companies are planning to increase their spending on HR technology this year as they look for new ways to improve their efficiency and effectiveness. According to the Towers Watson survey, 41% of the 444 companies surveyed indicated talent/performance systems as one of their top three HR service delivery issues for 2011. Streamlining HR processes and systems was listed by 27% of the respondents, while 25% cited greater involvement in strategic business-driven issues as the other top three HR service delivery issues for this year. “As the economy continues to improve, the need for robust talent and performance management programs and enabling technologies has never been greater,” said Tom Keebler, global leader of Towers Watson’s HR Service Delivery and Technology practices. “Companies view talent and performance management technologies as a critical component of their workforce attraction and retention initiatives, and also as a way to enhance HR’s role in helping the business to meet its strategic goals.” Read more.

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Unchecking the Box: Performance Management Reloaded (W113)

Tired of the same old, same old, yearly performance evaluation process? So is everyone! Organizations are finally doing something about it. This session will guide you through the history of performance management in the workplace and how the process became an ineffective, check-the-box exercise that no one really wants to do. You will learn how some organizations are taking a disruptive approach to performance management by eliminating ratings, substituting numeric ratings with adjectives, or…

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Performance Management Redefined

The concept of performance management isn’t dead, but it’s definitely different. People and their expectations of work have changed. People want more than just a paycheck; they want the direction, feedback, and support they need to be their best. If you’re interested in redefining performance management from a top-down process to one that’s a shared responsibility at your organization, join us on this webcast to find out: – what you need to do first – how to design a program to suit your organization’s needs – key considerations for rolling out your program – how to know if the program is working. With corporate retention and engagement levels stagnating or dropping across North America, the time has never been better to redefine what “performance” and “management” mean for your organization.

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Rules-Based Project Management in Matrix Organizations: A Concept for Optimizing Organizational Performance in Multi-Project, Shared-Resource Environments

Organizations with projects that compete for limited resources may be able to optimize performance of project portfolios and achieve better business results via a rules-based task management system. Learn how to “right track” projects with prioritization rules and visible metrics.

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Framework for Integrating Project Quality, Risk Management, and Integration Management into Earned Value Management (EVM) for Deriving Performance Based Earned Value (PBEV)

Multidimensional project control systems, which integrate the critical to quality metrics of the project quality management, risk management, and program integration requirements into the earned value management system, delivers capability for the enterprise project team(s) in measuring the performance-based earned value of the project deliverables.

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Personal Process Management

Maximizing your own personal effectiveness doesn’t happen by accident. Regardless of the level of formality, detail and rigidity, every structured PM approach has some degree of process infrastructure to support it. But those approaches focus on the organizational perspective. Here, we build on that concept and look at things from the perspective of an individual project manager–personal processes and how you can use them to improve your performance.

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Work in Progress Earned Value Management (“WIPing” EVM into Shape?)

This article presents a variant on the use of schedule performance index (SPI) and schedule variance (SV) to manage schedule performance and includes a description, rationale, and explanation on how to apply the technique. An actual project, as well as examples, are used to illustrate the value and application of the technique. A basic understanding of earned value management (EVM) is required to understanding the article, whereas actual practice using earned value management, schedule performance index, and schedule variance is recommended.

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A Theoretical Approach to Traditional Project Metrics-Bridging the Gap Between Earned Value and Critical Path Project Management

Since work completed from tasks not on the critical path does not affect the completion date of a project, it is important to differentiate tasks that are “critical” from those that are not in order to better monitor and control them. The project performance metric, critical path task index (CPTI), offers a more holistic view in terms of schedule performance for tasks directly related to schedule completion.

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Impact of Quality in Project Management

Many projects are unsuccessful and fail to get completed within budget and timelines. One of the underlying causes for their failure can be attributed to unaligned and weak processes that result from a combination of problems such as feeble project management, poor cost estimation, poor planning and scheduling, inadequate requirements management, and inappropriate contingency planning, as well as many others. To maximize a project’s performance and enhance the probability of its success, every organization needs to build a better project management process dedicated to meeting the customer’s most important needs.

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Intelligent Project Management: Adopting a ‘Program Mindset’

Establishing a “program approach” allows leadership to control performance across multiple projects to achieve maximum efficiency and ensure alignment to strategic goals. The “Intelligent Project Management” model (iPM) provides a fully integrated approach utilizing smart controls, greater visibility of performance data and ensuring people have the right capabilities to support delivery.

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Objective Comparison of Project Complexity and Performance of Project Managers in the Banking Environment

Evaluation of project manager performance after completion can be a challenging part of any project. Use of objective criteria to measure project complexity should supplement evaluation of scope-time-budget performance and subjective factors. The author provides a comparison matrix, designed for a banking environment, that can be applied to any area of project management. The comparison matrix can also be published to the team, to compare performance with colleagues and for self-evaluation.

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Assessment and Priortization of Strategic Initiatives/Projects Using an Innovative Portfolio Management Software Solution

Assessment and prioritization of competing strategic and operational projects are daunting tasks, particularly in view to their impact on the availability and performance of the enterprise’s critical information systems and information technology infrastructures. This paper provides an overview of a strategic portfolio management software solution. Implemented at a major international bank as an innovative assessment and prioritization approach, this solution represents the critical success factors that apply to all projects and the performance standards and assessment rules expected by the stakeholders. The outcome of this experience is discussed and samples from the actual outputs are presented.

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Earned Value Management in “Electricity Bill” Type of Projects

Earned value management (EVM) is the control tool used for cost control, which is one of the most important areas in project management. It also provides additional useful information for the schedule variance. When used with progress reporting to determine schedule variance and schedule performance index, EVM becomes a highly valuable tool to track both cost and schedule. Budgets for projects with only department-wide budget allocations are analogous to a household electricity bill, having few details.

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The Real Value for Creating and Enhancing a Corporate Project Management Office (PMO)

The basic value of a PMO is in its ability to objectively and consistently provide internal consulting experience, project management knowledge, and a clear set of performance standards for getting all of the required work accomplished by the organization that employs it. The author explains the organizational value of and key process steps for creating and enhancing a PMO and shares the key performance metrics to apply to a functioning PMO.

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Enterprise PLM Data Migration: A Project Management Challenge

Data migration is a challenging part of any information technology enterprise implementation. The authors present a case study of an endeavor recently undertaken at a major manufacturing company with global presence. A project management methodology was put in place and honed through progressive deliberations and continuous effort. As a result, the data migration track was transformed into a high efficiency and high performance group.

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Peak Performance

Mountains–and projects–are conquered one step (and one day) at a time. Mountain climbing provides evocative metaphors for overcoming challenges and achieving objectives. If you accept that project management is fundamentally about getting your team to work together to surmount terrible adversity, moving one step at a time toward a shared and common objective, then mountaineering provides an ideal setting to learn about leadership. Here’s a guide on how to lead your team to the top.

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