engleski

Intergrating Enterprise Project Portfolio Management with the balanced scorecard: a case from the pharmaceutical industry

Enterprise Project Portfolio Management systems (EPPM) play a critical role in obtaining organizational success and are far more than just IT projects. Despite their popularity, EPPMs have seemed to fail when trying to work together with performance management systems, e.g. the Balanced Scorecard (BSC). Therefore, the aim of this study was to develop an EPPM-BSC model at both the strategic and project level. We tested the model on a case from the pharmaceutical industry and found it to be successful. Contrary to past studies, these results show that BSC, when integrated with EPPM, can be successfully cascaded from the strategic level on to the project level and thus enable managers in developing their own project scorecards. This paper is especially useful to companies who are in pursuit of developing their own performance management systems. Still, further research is needed, especially in finding a suitable model for KPI selection.

Enterprise Project Portfolio Management; the Balanced Scorecard; Key Performance Indicators; strategic map; pharmaceutical industry;

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