IIPMC Balanced Scorecard

Strategic Plan, Part III: Balanced Scorecard for the

International Institute of Project Management Coaching (IIPMC)

In previous papers I conceptualized and proposed the creation of an organization, the International Institute of Project Management Coaching (IIPMC.org), and created a SWOT analysis to examine its strengths, weaknesses, opportunities, and threats. In this paper, using the format of the Balanced Scorecard, I define the value chain and strategic objectives needed to begin working toward the mission and vision of the IIPMC.

IIPMC SWOT Analysis

Strategic Plan, Part II: SWOT Analysis for the
International Institute of Project Management Coaching (IIPMC)

In a previous paper I conceptualized and proposed the creation of an organization, the International Institute of Project Management Coaching (IIPMC). The mission of the IIPMC is to improve the performance of project managers worldwide. To create the IIPMC, I must develop a strategic plan. The next step in strategic plan development is performing a SWOT analysis. In this paper I examine the strengths, weaknesses, opportunities, and threats related to the creation of the IIPMC as outlined in the following table.

International Institute of Project Management Coaching

Strategic Plan, Part I: Conceptualizing a Business

According to Pearce and Robinson, strategic management is “the set of decisions and actions that result in the formation and implementation of plans designed to achieve a company’s objectives" (2009, p. 3). Organizations use project management to implement strategic plans. A significant body of knowledge and training exists to support project management best practices. The Project Management Institute and the Office of Government Commerce provide globally recognized project management credentials. Universities offer bachelor, masters, and doctorate degrees in project management. Amazon.com offers thousands of books on project management and project management training companies abound. However, even with these resources available, organizations report that more projects fail than succeed.

Beware of Project Selection Biases

Organizations execute corporate strategies through projects. All have a limited amount of funding available and must choose the projects that best meet their objectives. Organizations use project selection processes to compare projects. The intent is to select the projects that provide the best value, as measured through the selection criteria. If project selection teams are able to evaluate objectively potential projects, the organization will be able to select the projects that best meet the selection criteria. However, Lefley (2006) believes that biases of selection team members may influence project selection.

Case Study: Project Selection and Change Management

In a Kerzner (2003) case study, Corwin Corporation is an internationally known rubber products manufacturer with a reputation for quality. Corwin’s management is conservative and favors expanding markets for existing product over new product development. The company receives frequent requests to manufacture specialty products. A strict management policy and a risk adverse culture results in a 90% no bid on specialty product inquiries. However, Corwin selected to respond to a bid from one of its customers. The project was a complete failure and cost Corwin its relationship with the customer. This case study examines the mistakes Corwin made during the initiation and execution of the failed project.

Ignoring Projects Risks Can Lead to Project Failure

As organizations grow and expand to other countries around the world, deploying upgrades and new systems across multiple locations and time zones can become complicated. As is outlined by Ram Garg (2008) in his article about Lucent’s Wireless Call Server, project risks that are ignored can lead a project to failure. This article review outlines the know and unknown project risk events the lead to the failure of the Wireless Call Server deployment project.

Discussion Questions on Project Quality Management

Quality Management is a key factor in managing customer expectations and ensuring that the project requirements are met. What tools and techniques are used to measure quality control?

I am going to take a major left turn on this one. When talking about quality, many think of the same types of quality work that is done in a production environment. In Project Management: A Systems Approach, Kerzner talks through seven tools that are used to measure quality control: data tables, cause-and-effect analysis, histogram, pareto analysis, scatter diagrams, trend analysis and control charts. But I don’t see these as the focus of quality in project management. Instead, I view quality as the degree to which the project meets requirements. The requirements that I focus on are the measures of time, cost, and scope.