ABSTRACT
This chapter presents a strong case for using performance management and measurement techniques to reduce the risks of planning and implementing projects and process. By the middle 1990s, a balanced scorecard became the hallmark of a well-run company, one that saw reduced risk in the planning and implementation of its projects and processes. A beneficial side effect of the use of the balanced scorecard is that when all measures are reported, one can calculate the strength of relations between the various value drivers. The internal processes perspective maps neatly to the traditional triple constraint of project management, using many of the same measures traditionally used. K. Niebecker, D. Eager, and K. Kubitza's recommendations expand upon the traditional balanced scorecard methodology, providing an approach for monitoring and controlling cross-company projects by aligning collaborative project objectives with the business strategies and project portfolio of each company.
