Improving cross-company project management performance with a collaborative project scorecard

Niebecker, K; Eager, D; Kubitza, K

Improving cross-company project management performance with a collaborative project scorecard

Niebecker, K Eager, D

Kubitza, K

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Publication Type:: Journal Article
Citation:: International Journal of Managing Projects in Business, 2008, 1 (3), pp. 368 - 386
Issue Date:: 2008-06-20

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Field	Value	Language
dc.contributor.author	Niebecker, K	en_US
dc.contributor.author	Eager, D https://orcid.org/0000-0003-1926-7867	en_US
dc.contributor.author	Kubitza, K	en_US
dc.date.issued	2008-06-20	en_US
dc.identifier.citation	International Journal of Managing Projects in Business, 2008, 1 (3), pp. 368 - 386	en_US
dc.identifier.issn	1753-8378	en_US
dc.identifier.uri	http://hdl.handle.net/10453/9809
dc.description.abstract	© 2008, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to identify the current problems and difficulties in automotive project management and explore solutions to improve its efficiency and effectiveness. To meet the industry demands for new project management methods, a strategy-based scorecard concept was developed to monitor and control collaborative projects, to measure their performance, and to manage risks. The method aims to improve the project management performance of cross-company projects. Design/methodology/approach – The development of collaborative strategy maps and integrated measures for project control based on key performance indicators (KPIs) is an essential step for successful project management with a collaborative project scorecard. The concept was developed and evaluated on the basis of two workshops organised by the German Project Management Association (GPM e.V.) and interviews with project managers of automotive projects (manufacturers and suppliers). Findings – The application of a balanced scorecard to cross-company projects in the automotive industry can be facilitated by an impact matrix to develop strategy maps. Examples of collaborative strategy maps, project objectives, and KPIs to manage automotive projects are given and advantages, disadvantages, and limitations discussed. The paper discusses the possibilities of improving project management efficiency and effectiveness, as well as increasing project transparency with a CPS. Originality/value – This paper fulfils the need to align collaborative project objectives with cross-company business strategies in the automotive industry. The application of a balanced scorecard to cross-company projects in the automotive industry is a new approach and would be of interest to all project managers aiming to increase transparency in their projects.	en_US
dc.relation.ispartof	International Journal of Managing Projects in Business	en_US
dc.relation.isbasedon	10.1108/17538370810883828	en_US
dc.title	Improving cross-company project management performance with a collaborative project scorecard	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	1	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1202 Building	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Mechanical and Mechatronic Engineering
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	1	en_US

Abstract:

© 2008, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to identify the current problems and difficulties in automotive project management and explore solutions to improve its efficiency and effectiveness. To meet the industry demands for new project management methods, a strategy-based scorecard concept was developed to monitor and control collaborative projects, to measure their performance, and to manage risks. The method aims to improve the project management performance of cross-company projects. Design/methodology/approach – The development of collaborative strategy maps and integrated measures for project control based on key performance indicators (KPIs) is an essential step for successful project management with a collaborative project scorecard. The concept was developed and evaluated on the basis of two workshops organised by the German Project Management Association (GPM e.V.) and interviews with project managers of automotive projects (manufacturers and suppliers). Findings – The application of a balanced scorecard to cross-company projects in the automotive industry can be facilitated by an impact matrix to develop strategy maps. Examples of collaborative strategy maps, project objectives, and KPIs to manage automotive projects are given and advantages, disadvantages, and limitations discussed. The paper discusses the possibilities of improving project management efficiency and effectiveness, as well as increasing project transparency with a CPS. Originality/value – This paper fulfils the need to align collaborative project objectives with cross-company business strategies in the automotive industry. The application of a balanced scorecard to cross-company projects in the automotive industry is a new approach and would be of interest to all project managers aiming to increase transparency in their projects.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/9809