tailieunhanh - Balanced Scorecard and the Project Manager

In addition to identifying communication preferences, stakeholder communication requirements must identify the project’s communication channels and ensure that stakeholders have access to these channels. If project information is communicated via secure means or through internal company resources, all stakeholders, internal and external, must have the necessary access to receive project communications. Once all stakeholders have been identified and communication requirements are established, the project team will maintain this information in the project’s Stakeholder Register and use this, along with the project communication matrix as the basis for all communications. . | Chapter 1 Balanced Scorecard and the Project Manager A study of 179 project managers and project management office managers found that although most organizations understood the importance of effective project management they simply do not do a good job of managing their project management PM process. This translates to project outcomes less stellar than expected. There are many different stakeholder groups involved in a typical project . business process users owners users business managers clients etc. so it is understandable that each of these stakeholder groups has different goals and objectives for assessing project outcomes. At the most basic level the triple constraint methodology time cost quality is most often used to assess project success. However many now believe that triple constraint does not account for the varied dimensions of projects that need to be considered in their assessments. Current research in this area finds that there is a real lack of agreement on not only what constitutes project success but on methods for more comprehensive assessment of project outcomes Barclay 2008 . Given the varied dimensionality of a typical project some have argued that there needs to be a distinction between PM success in terms of the traditional triple constraints of time cost and quality and project success which is aligned with the product outcome of the project and discerned through the stakeholders. Thus it is quite possible to experience product success but not PM success. It is by now obvious that the traditional project measures of time cost and quality need to be enhanced by adding some additional project measurement dimensions such as stakeholder benefits . customer satisfaction product benefits 1 2 Implementing the Project Management Balanced Scorecard competitive advantage financial rewards and preparing for the future . value personal growth etc. Barclay 2008 . Quite a few studies Barclay 2008 Lynn 2006 suggest that an adaptation of the .