A balanced scorecard approach to project management leadership

This article examines the ways that project managers use measurement methods--such as the balanced scorecard--as a tool for improving project team performance. In doing so, the article discusses how attaching measures to outcomes clarifies project objectives and supports well-defined and well-communicated links between the project vision and business strategy, measures that enable project managers to more effectively monitor and control project activities for the purpose of improving project results. This paper also looks at strategy as an added dimension to the traditional triple constraint. The authors compare and survey two projects realized by project teams working at a large North American global telecommunications organization. This study provides early evidence of the usefulness of the balanced scorecard (BSC) as a tool for improving project management effectiveness and shows that balanced performance measurement is an important technique for establishing on-strategy project delivery.