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  • Presented by V.Prakash

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    arc51
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    This document proposes using a collaborative project scorecard (CPS) to improve project management efficiency and effectiveness for cross-company automotive product development projects. It identifies current challenges like low transparency and lack of performance measurement. The CPS concept builds on a balanced scorecard approach, using a project strategy map to identify key drivers and their impact. This allows project members across companies to exchange and synchronize performance indicators in a networked structure without compromising individual company data. The document concludes the CPS could help integrate project management for collaborative projects through a combined partnership structure.

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    PSM

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    This document proposes using a collaborative project scorecard (CPS) to improve project management efficiency and effectiveness for cross-company automotive product development projects. It identifies current challenges like low transparency and lack of performance measurement. The CPS concept builds on a balanced scorecard approach, using a project strategy map to identify key drivers and their impact. This allows project members across companies to exchange and synchronize performance indicators in a networked structure without compromising individual company data. The document concludes the CPS could help integrate project management for collaborative projects through a combined partnership structure.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    17 views25 pages

    Presented by V.Prakash

    Uploaded by

    arc51
    This document proposes using a collaborative project scorecard (CPS) to improve project management efficiency and effectiveness for cross-company automotive product development projects. It identifies current challenges like low transparency and lack of performance measurement. The CPS concept builds on a balanced scorecard approach, using a project strategy map to identify key drivers and their impact. This allows project members across companies to exchange and synchronize performance indicators in a networked structure without compromising individual company data. The document concludes the CPS could help integrate project management for collaborative projects through a combined partnership structure.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 25

    m m

       
     
       m
      m 
      Presented by
    V.Prakash
     
     identify the current pr blems and difficulties
    in aut m tive pr ect management and expl re
    s luti ns t impr ve its efficiency and
    effectiveness.
     meet the industry demands f r new pr ect
    management meth ds
     m nit r and c ntr l c llab rative pr ects, t
    measure their perf rmance, and t manage
    risks.
     m mm

     key perf rmance indicat rs (KPIs)


     Balanced sc re card(BSC)
     c llab rative pr ect sc recard(CPS)
    Findings
     An impact matrix t devel p strategy maps
     the p ssibilities f impr ving pr ect
    management efficiency and effectiveness
     increasing pr ect transparency with a CPS.
    

    R Cr ss-c mpany pr duct devel pment pr ects


    are ften managed with ut clearly defined
    pr ect g als and business alignment.
    R With a shift t wards m re decentralized and
    distributed devel pment teams, and an
    increasing level f c llab rati n
    R Pr ect transparency is reduced and status
    measurement is m re difficult.
        m
     mm 
    An interview with 20 pr ect managers fr m ten
    different aut m tive c mpanies .
    £ Pr ects with ut clearly defined g als
    £ with l w-pr ect transparency
    £ lack f c ntr l meth ds
    £ predefined measures,
    £ c mmunicati n deficiencies
    £ insufficient risk management
    m m 
         
         
      

    R he sc recard must be built n c mmunicati n,


    c mpliance, c ntinu us impr vement, and
    c perati n

    R A pr ect can be c nsidered as an rganizati n


    with a visi n, and strategies t meet pr ect
    bectives
       

    hree elements
     Levels
     Cause and Effect relati nships
     Indicat rs
    £ Pr ect g als and strategies can be derived
    fr m the business BSC
    £ Built ar und standard business bectives f r
    success
    
    m m  
     m   m 
       

    R A meth d t map netw rked and c mplex


    c herences, interdependencies, and dynamics
    in pr ect management
    R It was devel ped t identify active and passive
    variables
    R As well as their c ntr llability t identify and
    evaluate cause-and-effect relati nships
    m   m  
      
    0 ->n impact
    3 ->great impact
    P -> pr duct
    Q -> qu tient
    D Active(AS) and Passive (PS)
    D P = AS * PS

    D Q =(AS/PS) * 100
     he interdependencies f the KPIs are identified
    and evaluated, and can be represented in a
    strategy map
     he devel pment f a pr ect strategy map (PSM)
    is an essential part f the pr ect planning pr cess
     It sh uld be discussed with all pr ect members in
    a PSC Kick-Off meeting t gether with the relevant
    KPIs and drivers.
     After a carefully designed PSM, measures can be
    defined based n cause-and-effect relati nships
    f r efficient pr ect c ntr l.
       m 
     

    R he idea f the new c ncept is t build a PSC


    applied t c llab rative pr duct devel pment
    pr ects
    R he c ncept is currently in devel pment within
    the sc pe f a c llab rative research pr ect f
    the University f echn l gy in Sydney and the
    BMW Gr up in Munich.
    R he CPS has the same functi n as a PSC but
    aims t increase pr ect transparency within
    the pr ect members in netw rked structures
    R he KPIs can be exchanged and synchr nized
    t build a CPS
    D with ut threatening each c mpany·s
    D Predefined indicat rs
     m m  m  
    m   m
      
     m      
      
     m m m m 
    

    Combined CPS
    partnership structure
        
    m  m    m
       
       m 
    m  
     m   m   
    
     m

    R his pr ect analyses the current pr ect


    management difficulties and pr blems in the
    aut m tive industry and suggests p ssible
    s luti ns t impr ve efficiency and
    effectiveness.
    R he pr p sed c ncept is applied t an
    aut m tive pr ect and devel ped within the
    sc pe f tw pr ect management w rksh ps.
    hank y u

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