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Monitoring and Measurement of Intellectual Capital Performance Indicators in Complex Systems Development

Systems engineering and project management should mutually complement each other to increase odds of success in terms of the companies resources, budget and schedule objectives, and therefore their utilization within the system lifecycle could provide new opportunities and potential for better decision making and project planning. Actual practice ofproject management for complex systems engineering bridges systems (system engineering) and project (project management) domain. Using the Iron Triangle (Cost‐Time‐ Quality) as the exclusive set of success criteria is not optimal and sufficient when socio‐technical perspective of complex projects’ performance is considered. Extending performance criteria towards intangible aspects of complex projects and setting up the basis for intellectual capital (IC) evolution monitoring and measurement within the complex project context could provide new insights and would allow wider perspective on project performance. ollowing the old adage “you can't manage what you don't measure”, necessity emerged for capturing and tracking the intangible aspects of complex project execution. In the literature corpus related to the research of IC in organisations, many attempts can be found for tackling this issue, but mostly on measuring IC at organizational level by using monetary indicators. Therefore, in research that we are presenting, the idea has been to establish performance measurement framework for capturing intangible aspects of the complex projects, specifically on individual and team level, shedding in such way the light on “intellectual capital in action”.

intellectual capital; performance indicators; complex systems development

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