CHAPTER 24JAMES S. PENNYPACKER, CEO,
DANCE COMMUNICATIONS, LLCMore than ever, investment in initiatives designed to improve
organizational performance must be justified. Whether it’s the
implementation of a project management methodology, a
project office, project management software, or project
management training, these initiatives must deliver positive
and tangible results. The good news is that tangible measures
of project management value and performance can be established
by asking the right questions and developing an appropriate
measurement system.Over the past few years, major companies from a variety of
industries—information technology, manufacturing,
pharmaceutical, new product development, government, and
professional services—have initiated projects to create
measurement programs to measure the value that project
management provides to their organizations. The goals of
these project management measurement programs were to:
The Value of Project Management:
A Measurement System
|• ||Provide tangible metrics to senior management, on the
value of implementing systematic project management
methods in order to reinforce the business case for project
management improvement across the organization.|
|• ||Boost customer and project team morale by sharing
statistics that show the value their work adds to the
organization and the improvement they can achieve.|
|• ||Track on-going project management performance and the
business impact of project management to the organization.|
Questia, a part of Gale, Cengage Learning. www.questia.com
Book title: The AMA Handbook of Project Management.
Contributors: Paul C. Dinsmore - Editor, Jeannette Cabanis-Brewin - Editor.
Publisher: American Management Association.
Place of publication: New York.
Publication year: 2011.
Page number: 325.
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