results criteria.

The term enabler also can be called ways and means or potential factors
and
this use factors.
is about Ways
methods, and means
procedures, andare more self-evident
processes. One of thebecause they better
most important express
enabler that
crite-
ria is therefore always defined directly as process. In the results, the actual financial and
nonfinancial data will be evaluated and, with them, the quality of the results achieved by
the organization.
Processes and employees are the enablers that deliver results

Enabler 50% Results 50%

Comparison of Various Score Card Models
3. Employee 7. Employee
Table 19.1 provides a summary of the score card models described.
orientation satisfaction

9. Results of business
8% 9%

1. Management

5. Processes

processes
FURTHER DEVELOPMENT
2. Politics and OF THE PPSC 6. Customer

14%
10%

15%
strategy satisfaction/loyalty
8% 20%
For further development of the PPSC from Roland Gareis, reference is given to the
EFQM model. With4.theResources
conventional
and perspectives of8.the PPSC, the business processes
Social
of the project-oriented partnerships
organization were not taken responsibility/image
into sufficient consideration. In
order to realize the holistic 9%
approach of the EFQM model, the 6%PPSC can be enlarged
to include the additional criteria of the excellence model. With this holistic approach,
the project-oriented organization can develop further in the direction of excellence
Innovation & Learning
(Fig. 19.2).
Integration of the philosophy of the
and innovation andEFQM model
learning leads
create the to extension of the Balanced
conditions
Score Card to the PPSC to include the criteria of internal processes, partnerships/internal
resources, and society.
FIGURE 19.1 EFQMThe model.
criteria of the new PPSC are described through the questions
in Fig. 19.3.

Customer focus
De
ve
par lopme
tne
rsh nt of with
ement
ips Manag sses,
proce
Customer d facts
data an
ne r
rt lie
rs
pa upp
S

Social Employees
Community

responsibilities development
Excellence and involvement
es
oye
sh Ow pl Cont
ar ne
Em ino
io e

eh r inno us learn
at c
nt an

ol va ing
n

de impr tions and ,

ie m

r
or rfor

ovem
ents
Pe

Management and
Cleland Ch19.qxd 27/4/06 5:38 PM Page 19-6
goal consequences

FIGURE 19.2 PPSC perspectives according to the EFQM model.

19-6 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY

Finance: How should we appear to

shareholders in order to secure
financial success?

Society: How can we plan and

Customer: How should we
secure the balance of the
approach our customers in order
requirements of the organization,
to realize our vision?
the society and the environment?

Partnerships / internal resources: PPSC Internal processes: In which

How do we plan and manage external business processes do we have
partnerships, suppliers and internal to be the best in order to
resources in order to support our convince our partners and
politics and strategy? customers?

Learning and developing: How

can we further develop our change
and growth potential in order to
realize our vision?

FIGURE 19.3 Short description of the PPSC criteria.

Conception of the Criteria and Measuring Points of the PPSC

One goal of the PPSC is to balance financial success factors and nonfinancial perfor-
mance drivers. Nonfinancial performance drivers are those criteria from which the cause