Link the project’s performance with the balanced scorecard measurements

35-hour Course Brochure

Course Overview

Today’s managers recognize the impact that measures have on performance. But they rarely think of measurement as an essential part of their strategy. For example, executives may introduce new strategies and innovative operating processes intended to achieve breakthrough performance, then continue to use the same short-term financial indicators they have used for decades, measures like return-on-investment, sales growth, and operating income. These managers fail not only to introduce new measures to monitor new goals and processes but also to question whether or not their old measures are relevant to the new initiatives. Effective measurement, however, must be an integral part of the management process. The balanced scorecard, provides executives with a comprehensive framework that translates a company’s strategic objectives into a coherent set of performance measures. In this course, you will become familiar with the key components of aligning the project progress to achieving the strategic objectives. .


Awareness of strategic planning and project management terminologies.


• Senior managers
• All managers who must help in implementing the strategic plan
• All other senior staff members that need to understand these important concepts

Learning Objectives

By the end of this class, attendees should:
• Be familiar with the strategic plan major components
• Know how the portfolio management help in prioritizing projects
• Be able to prioritize the projects based on their effectiveness to achieve the strategic objectives
• Be able to align the projects with the strategic objectives
• Know how the project’s objectives linked with the organization’s objectives
• Be aware of the success perspectives from different project roles
• Be aware of managing and measuring the organization performance
• Be aware of how the dashboard help in decision making to activate/deactivate projects


Course Outline

Session 01 – Business Value Session 02 – Action Plan
 Business Value Realization
 Project Management and Strategic Activities
 Relationships among Different Management Levels
(Project Management, Program Management, and Portfolio Management)
 From Strategic Planning to Project Implementation
 Organizational Project Management
 OPM3 (Organizational Project Management Maturity Model)
 Major Components of the Strategic Plan / Down to Action
 Goals, Objectives, and Action Plans
 Characteristics of Action Plans
 Action Plan Execution
 Quantify from Action Level Up in terms of Measurements
 Criteria for Good Measures
 Targets and Initiatives, and Key POerformance Indicators (KPIs)
 Balance The Strategic Perspectives
 The Strategy Map
Session 03 – Organizational Project Management (OPM) Session 04 – Balanced Scorecard (BSC)
 Overview of OPM Basics
 OPM Essentials for Implementation
 OPM Implementation Framework
 Implementation Roadmap
 Implementation and Continuous Improvement
 How to Implement the Core-enabling Processes
 Strategic Alignment
 Organizational Project Management (OPM) Methodology
 Governance
 Competency Management
 Definition - Balanced Scorecard
 Balanced Scorecard History
 Key Benefits of using Balanced Scorecards
 Balanced Scorecard is a Bridge to Close that Gap between Strategy and Action
 The Complete Balanced Scorecard Strategy Map
 The Evolution of Measurement
 KPIs and BSC
 Translating Strategy Into Initiatives
 Nine Steps to SuccessTM /1
Session 05 – Project Portfolio Management (PPM) Session 06 – Setting and Measuring Project Performance
 The Portfolio Components
 Portfolio Management and Organizational Strategy
 Filling the Gap between Planning and Implementation
 Project Portfolio Management Steps
 Portfolio Performance Management
 Project Management Processes
 Steps to Build the Performance Measurement Baseline (PMB)
 Steps to Monitor and Control Project Performance