ABSTRACT
This chapter discusses the unique concepts of the departmental and project scorecards and discovered that some researchers and many organizations have fine-tuned the idea of the balanced scorecard to suit their own particular purposes. It also discusses a variety of project-specific scorecard examples, along with their associated metrics. Progressive scorecard practitioners often track metrics in five key categories: financial performance, project performance, operational performance, talent management, and user satisfaction. The balanced scorecard translates the project's vision into a set of performance objectives distributed among four perspectives: financial, customer, internal business processes, and learning and growth, although, as you have seen, some do modify or add to these perspectives. The project manager should first identify any available quantitative data and consider how it can support the objectives and measures incorporated in the balanced scorecard. The internal processes perspective maps neatly to the traditional triple constraint of project management, using many of the same measures traditionally used.
