Employ A Project
Score Card
A score card approach is
useful because it allows you to measure an international project in a consistent
manner over time. It can also be employed to measure multiple projects. Score
cards are also valuable because they give you the opportunity to measure more
than just budget and schedule. Fig.
7.2 presents a score card that includes a number of subjective factors. Like
the other score cards in this book, you will want to adopt and change it to fit
your requirements.
Here are comments on some of the elements of the score card in Fig. 7.2. Some of the items on
issues will be discussed in Chapter 10:
-
Number of people involved in the project. In general, in an
international project you seek to involve more, rather than fewer people.
Involving more people increases the support for the project. Also, you are less
dependent on one person if people are being rotated in and out of the project.
The impact on a department is reduced since no one person is being kept from the
work for too long.
-
Turnover of staff in the team. Some turnover is good; a
great deal of turnover is negative.
-
% of tasks ahead with risk. This is to measure the
percentage of hours in future work in the project that has risk and issues.
-
Ratio of controllable issues to total issues. Controllable
issues are those that can be decided by the project with minimal management
involvement. Obviously, the lower the ratio, the higher the risk.
-
Number of lessons learned in the project. If there are only
a few lessons learned, then either the project is very routine or else lessons
learned are not being captured.
As you review the score card, you can see that it goes beyond
simple budget and scheduling measurement. You can also see that many of the
items relate to themes in this book. This is done by intent.
To reinforce the project management methods,
score cards must use these factors.
Otherwise, people will tend to ignore the methods since they do
not see them being reinforced.
How often should you build the score card? Every 3 months
might be useful. If it is done more frequently, there is too much effort. If it
is done less frequently, then the value is reduced. Who should build the score
cards? The project leaders with the international project coordinator.
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