Translating organisational strategies to projects using balanced scorecard and AHP: A case study

Pakdaman, M; Abbasi, A; Sankaran, S

Translating organisational strategies to projects using balanced scorecard and AHP: A case study

Pakdaman, M Abbasi, A Sankaran, S

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Publisher:: Inderscience Publishers
Publication Type:: Journal Article
Citation:: International Journal of Project Organisation and Management, 2021, 13, (2), pp. 111-134
Issue Date:: 2021-01-01

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Field	Value	Language
dc.contributor.author	Pakdaman, M
dc.contributor.author	Abbasi, A
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216
dc.date.accessioned	2022-01-07T00:14:28Z
dc.date.available	2022-01-07T00:14:28Z
dc.date.issued	2021-01-01
dc.identifier.citation	International Journal of Project Organisation and Management, 2021, 13, (2), pp. 111-134
dc.identifier.issn	1740-2891
dc.identifier.issn	1740-2905
dc.identifier.uri	http://hdl.handle.net/10453/152792
dc.description.abstract	Organisations need to link portfolio of projects to business strategy to optimise organisational benefits, and make sure their business will survive in competitive environments. This research aims to define the benefit of using mix approaches to integrate organisational strategies with their portfolio of projects for project-based companies. This paper illustrates how the use of mix approaches of project portfolio management (PPM), balanced scorecard (BSC), and analytic hierarchy process (AHP) can increase organisational performance and effectiveness in a real life case company. An effective PPM conceptual model is proposed to illustrate the overall roadmap from organisational strategy to projects. Further, a portfolio strategy map is developed to visualise the cause and effect connection between portfolios and other strategic objectives using BSC approach. Finally, this study defines a portfolio selection criteria procedure using AHP to evaluate and select the right projects. Four workshops of project experts were convened, and several case study projects were considered to facilitate the success of the portfolios thereby adding value to the company.
dc.language	en
dc.publisher	Inderscience Publishers
dc.relation.ispartof	International Journal of Project Organisation and Management
dc.relation.isbasedon	10.1504/IJPOM.2021.116262
dc.rights	info:eu-repo/semantics/openAccess
dc.subject	0905 Civil Engineering, 1202 Building, 1503 Business and Management
dc.title	Translating organisational strategies to projects using balanced scorecard and AHP: A case study
dc.type	Journal Article
utslib.citation.volume	13
utslib.for	0905 Civil Engineering
utslib.for	1202 Building
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
pubs.organisational-group	/University of Technology Sydney/e-Press
utslib.copyright.status	open_access	*
dc.date.updated	2022-01-07T00:14:27Z
pubs.issue	2
pubs.publication-status	Published
pubs.volume	13
utslib.citation.issue	2

Abstract:

Organisations need to link portfolio of projects to business strategy to optimise organisational benefits, and make sure their business will survive in competitive environments. This research aims to define the benefit of using mix approaches to integrate organisational strategies with their portfolio of projects for project-based companies. This paper illustrates how the use of mix approaches of project portfolio management (PPM), balanced scorecard (BSC), and analytic hierarchy process (AHP) can increase organisational performance and effectiveness in a real life case company. An effective PPM conceptual model is proposed to illustrate the overall roadmap from organisational strategy to projects. Further, a portfolio strategy map is developed to visualise the cause and effect connection between portfolios and other strategic objectives using BSC approach. Finally, this study defines a portfolio selection criteria procedure using AHP to evaluate and select the right projects. Four workshops of project experts were convened, and several case study projects were considered to facilitate the success of the portfolios thereby adding value to the company.

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http://hdl.handle.net/10453/152792