Performance measurement of complex project: framework and means supporting management of project-based organizations

Abstract

Performance management and measurement enable to improve strategy implementation and increase organizational competitiveness. The literature review and desk research confirm that the design of a performance system is an issue because of the redefinition of project environment conditions and complexity of 4P. The system should be continuously developed during exploitation. Main objectives of the paper are to propose a framework of project performance measurement and a set of measures that could be applied in project-based organizations. The assessment proposal is the result of a literature review and qualitative empirical studies, interviews, and participatory observations. The framework considers performance assessment of the project and its context, including benefits occurring outside the project – on the program, project portfolio, and project-based organization levels – but being the result of project execution. The framework incorporates in project performance assessment the simultaneous and supplementary utilization of quantitative and qualitative measures, financial and non-financial measures that describe various fields of evaluation: finance, production, procurement, product quality, social, marketing of a product, legal, natural environment, client, and other stakeholders’ satisfaction.

Project Management Processes – Impact on the Success of Information Systems Projects

“…Overall, considering the results as a whole, it is clear that projects with more mature and professional project management achieved higher levels of success. This is in line with Kerzner (2019) findings, as he states that the implementation of project management processes is related to higher maturity levels of project management, enhancing the competitiveness of organizations (Głodziński, 2019).…”

Towards design of citizen centric e-government projects in developing country context: the design-reality gap in Uganda

“…Interest in the field has begun to shift from government at the national level where studies are more abundant to more citizen-related issues such as usability and user willingness [23]. This study posits, like other similar authors who observe that Information Technology (IT) and Information Systems (IS) related projects have lower utilization levels than other projects [24], that the challenge of citizens not willing to use e-government solutions still prevails. We therefore postulate that approaching the problem using a co-design approach for developing e-services applications may offer a solution [25][26].…”

“…Such results from e-government policy makers and implementers render support to the Chaos report [4] that points out that user involvement features in the top 20% of the metrics for projects that are successful, yet such a metric is neglected at the government design side. The results from the policy makers viewpoint contravenes the socio-technical approach whose focus is on the analysis of the problem and the formulation of the design in joint consideration of the technical system requirements and the social system requirements [24], [33].This paper observes that such a design loophole is a design-reality gap.…”

“…In a socio-technical approach, the focus is on the analysis of the problem and the formulation of the design in joint consideration of the technical system requirements and the social system requirements [24], [33]. It is further observed that this type of design process should not only consider procedural aspects of design but also people and change processes [34].…”