Project management priorities and the link with performance management systems

Although management researchers have developed numerous frameworks for measuring the dimensions of employee and stakeholder performance, project professionals have rarely used these metrics to study--beyond hypothetical situations--the factors that influence a project manager's decision-making process while managing actual projects. This article examines a five-factor model--developed through the authors' intensive study of organizations working within the United Kingdom's (UK) social housing sector (SHS)--that project professionals can use to measure their performance, a model that gauges performance in relation to realizing project priorities. In doing so, it discusses the literature on measuring a project manager's performance, explaining the problems and the challenges involved in using the triple-constraint view to gauge actual performance.
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