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

Klaus Niebecker (Faculty of Engineering, University of Technology, Sydney, Australia BMW Group, Munich, Germany)
David Eager (Faculty of Engineering, University of Technology, Sydney, Australia)
Klaus Kubitza (BMW Group, Munich, Germany)

International Journal of Managing Projects in Business

ISSN: 1753-8378

Article publication date: 20 June 2008

Abstract

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.

Keywords

Citation

Niebecker, K., Eager, D. and Kubitza, K. (2008), "Improving cross‐company project management performance with a collaborative project scorecard", International Journal of Managing Projects in Business, Vol. 1 No. 3, pp. 368-386. https://doi.org/10.1108/17538370810883828

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited