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The Project Management Scorecard
Return on Investment (ROI) remains one of the most challenging and intriguing issues facing human resource development and performance improvement professionals. Drawing on their expertise in developing and implementing ROI programs in human performance and training, Jack J. Phillips, Ph.D., Timothy W. Bothell and G. Lynn Snead demonstrate how you can effectively apply ROI to project management.Today, almost every industry requires employees to manage multiple projects with competing priorities, critical deadlines, and unexpected interruptions--rendering everyone a project manager in some respect. Most employees feel the pressure of juggling any number of key projects simultaneously. Organizations have responded by investing large amounts of both time and money to improve project management, and most strive to justify the efforts and resources dedicated to improving this goal. 'The Project Management Scorecard' is a welcome relief for anyone managing a project or multiple projects, as well as the trainers, human resource development staff, or supervisors charged with measuring, evaluating, and managing project managers.Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe. Let three HRD experts show you how to apply the hugely popular ROI process to the key organizational issue of successful project management including: * Project management issues and challenges* Measuring reaction and satisfaction* How to calculate and interpret ROI* Capturing business impact data* Measuring skill and knowledge changes during the project* Monitoring the true costs of the project solution* Converting business measure to monetary values* Forecasting ROIThe authors' step-by-step approach allows you to begin the ROI process immediately. Start measuring the success of your project management results today.
- GenresBusiness
368 pages, Kindle Edition
First published July 21, 2011
26 people want to read
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Displaying 1 of 1 review
July 25, 2008
The Project Management Scorecard: Measuring the Success of Project Management Solutions
Jack J. Phillips, Timothy W. Bothell, and G. Lynne Snead
Butterworth-Heinemann
In the Preface, the authors assert that, currently, "there is no book that offers a comprehensive, practical presentation on a project management scorecard, using a process that meets the demands of [project managers, clients and senior managers who must approve project budgets, and evaluation researchers who develop, explore, and analyze new processes and techniques]. Most models and representations of the scorecard process ignore, or provide very little insight into, the two key elements essential to developing the scorecard: isolating the effects of project management solutions and converting data to monetary values." Others (notably Kaplan, Norton, and Niven) are far better qualified than I am to verify or dispute that claim. Of greater interest to me is how well organized and written this book is, and, how helpful I believe it will be, at least to project managers as well as to those who must approve project budgets. My Five Star rating speaks for itself.
What readers will especially appreciate about this volume is the fact that the authors devote the bulk of their attention to explaining how to implement effectively the various concepts, strategies, and tactics they present. They are also to be commended for concluding each of the 16 chapters with a "Final Thoughts" section. This facilitates a convenient review when a reader wishes to review key points. In fact, I strongly recommend to project managers that they complete such a review at least every 90 days but, preferably, every 30 days throughout their project's duration. In this volume, Phillips, Bothell, and Snead offer a wealth of information and counsel that can help achieve the ultimate success of almost any project in almost any organization. That success can then inform and guide efforts to create and then sustain throughout the same organization a "project management culture."
Jack J. Phillips, Timothy W. Bothell, and G. Lynne Snead
Butterworth-Heinemann
In the Preface, the authors assert that, currently, "there is no book that offers a comprehensive, practical presentation on a project management scorecard, using a process that meets the demands of [project managers, clients and senior managers who must approve project budgets, and evaluation researchers who develop, explore, and analyze new processes and techniques]. Most models and representations of the scorecard process ignore, or provide very little insight into, the two key elements essential to developing the scorecard: isolating the effects of project management solutions and converting data to monetary values." Others (notably Kaplan, Norton, and Niven) are far better qualified than I am to verify or dispute that claim. Of greater interest to me is how well organized and written this book is, and, how helpful I believe it will be, at least to project managers as well as to those who must approve project budgets. My Five Star rating speaks for itself.
What readers will especially appreciate about this volume is the fact that the authors devote the bulk of their attention to explaining how to implement effectively the various concepts, strategies, and tactics they present. They are also to be commended for concluding each of the 16 chapters with a "Final Thoughts" section. This facilitates a convenient review when a reader wishes to review key points. In fact, I strongly recommend to project managers that they complete such a review at least every 90 days but, preferably, every 30 days throughout their project's duration. In this volume, Phillips, Bothell, and Snead offer a wealth of information and counsel that can help achieve the ultimate success of almost any project in almost any organization. That success can then inform and guide efforts to create and then sustain throughout the same organization a "project management culture."
Displaying 1 of 1 review