the project management scorecard

The Project Management Scorecard
Measuring the Success
of Project Management Solutions
Jack J. Phillips, Ph.D.
Timothy W. Bothell, Ph.D.
G. Lynne Snead
Amsterdam Boston London New York Oxford Paris
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Copyright © 2002 by Elsevier Science (USA)
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Chapters 1–3 and the Appendix, as well as the graphs, models, trademarks,
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Recognizing the importance of preserving what has been written, Elsevier Science
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Library of Congress Cataloging-in-Publication Data
Phillips, Jack J., 1945–
The project management scorecard : measuring the success of project manage-
ment solutions / Jack J. Phillips, Timothy W. Bothell, G. Lynne Snead.
p. cm.—(Improving human performance series)
Includes bibliographical references and index.
ISBN 0-7506-7449-0 (alk. paper)
1. Project management. 2. Project management—Evaluation. I. Bothell,
Timothy W. II. Snead, G. Lynne. III. Title. IV. Series.
HD69.P75 P49 2001
658.4'04—dc21

2001052837
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Printed in the United States of America
Contents v
Preface xi
Interest in scorecard measures xii
Needed: an effective project
management scorecared xii
Why this book at this time? xiii
Target audience xiii
Structure of this book xiv
Chapter descriptions xiv
Acknowledgments xix
Part I: Setting the Stage
Project Management Issues
and Challenges 3
Reasons for failed or poorly
managed projects6

What is the cost of a failed or
poorly managed project?6
Success factors8
Strategic planning pyramid 9
Final thoughts 10
References 10
The Project Management
Process 12
Process overview 12
Following the process 13
Final thoughts 23
References 23
Further reading 23
Project Management Solutions 33
Project management solutions -
past and future 33
Three stages of project
management effictiveness
implementation 34
Changing corporate cultures:
readiness for project
management solutions 34
Three types of solutions:
process, tools and training 34
Mappy solutions to four levels of
project management
effectiveness 34
A successful approach - inside
out and outside in,
simultaneously 34

Project management office 43
Final thoughts 43
Reference 43
The Project Management
Scorecard 49
What can happen without the
scorecard? 51
Potential steps to build the
project management scorecard 51
Preliminary evaluation
information 51
Evaluation planning 51
ROI analysis plan 51
Final thoughts 62
References 62
Part II: The Seven Measures
How to Measure Reaction and
Satisfaction 77
Sources of data 77
Data collection methods 79
Using reaction and satisfaction
data 81
Shortcut ways to measure
reaction and satisfaction 94
Final thoughts 94
Further reading 94
How to Measure Skill and
Knowledge Changes During the
Project 98
Measuring learning with formal

tests 98
Measuring learning with
stimulation 98
Measuring learning with less
structured activities 98
Administrative issues 104
Using learning data 107
Final thoughts 107
Further reading 107
How to Measure
Implementation, Application,
and Progress 110
Why measure application and
implementation? 110
Key issues 110
Using questionnaires to measure
application and implementation 112
Using interviews and focus
groups to measure
implementation and application 114
Observing project team members
on the job to measure
implementation and application 125
Using action plans and follow-up
assignments to measure
implementation and application 126
Using performance contracts to
measure implementation and
application 129
Shortcut ways to measure

application and implementation 136
Final thoughts 138
Further reading 138
How to Capture Business
Impact Data 140
Why measure business impact? 140
Types of data 140
Monitoring business performance
data 141
Using action plans to develop
business impace data 150
Using questionnaires to collect
business impace measures 157
ROI analysis 157
Selecting the appropriate method
for each level 159
How the credibility of data is
influenced 160
Shortcut ways to capture
business impact data 163
Final thoughts 165
Further reading 166
How to Calculate and Interpret
ROI 168
Basic issues 168
Benefit/cost ratio 168
ROI formula 169
Other ROI measures 172
Scorecard issues 174
Final thoughts 178

Further reading 179
Identifying Intangible Measures
of a Project Management
Solution 180
Why identify intangibles? 180
Measuring employee satisfaction 184
Measuring employee withdrawal 184
Measuring customer service 186
Measuring team effectiveness 187
Final thoughts 188
Further reading 189
Monitoring the True Costs of
the Project Solution 190
Why monitor project solution
costs? 190
How to develop costs 191
Cost-tracking issues 192
Major cost categories 194
Cost accumulation and
estimation 198
Final thoughts 206
Reference 206
Further reading 206
Part III: Key Issues with the
Measures
How to Isolate the Effects of
Project Management Solutions 209
Why the concern with this issue? 209
Preliminary issues 210
Use of control groups 212

Trend-line analysis 214
Forecasting methods 215
Project team members’ estimte of
impact 215
Customer input on project
management solution impact 221
Expert estimation of project
solution impact 222
Calculating the impact of other
factors 222
Using the techniques 223
Shortcut ways to isolate the
effects of the project
management solution 224
Final thoughts 224
References 225
Further reading 225
How to Convert Business
Measures to Monetary Values 226
Why convert data to monetary
values? 226
The five key steps to converting
data to monetary values 227
How does it work? 228
Techniques for converting data to
monetary values 228
Converting output data 229
Calculating the standard cost of
quality 231
Converting employee time using

compensation 233
Using historical costs from
records 234
Using input from internal and
external experts 234
Using values from external
databases 235
Linking with other measures 236
Using estimates from project
team members 238
Using estimates from the
management team 239
Selecting the techniques and
finalizing the values 240
Shortcut ways to convert data to
monetary values 243
Final thoughts 243
References 244
Further reading 244
Part IV: Challenges
Forecasting ROI: How to Build
a Business Case for the Project
Management Solution 249
Why forecast ROI? 249
The trade-offs of forecasting 251
Pre-project ROI forecasting 254
Forecasting with a pilot program 261
Forecasting ROI with reaction
data 262
Final thoughts 267

Further reading 268
How to Provide Project
Feedback and Communicate
Results to the Client 269
Why be concerned about
communicating results? 269
Principles of communicating
results 271
A model for communicating
results 271
Analyzing the need for
communication 275
Planning the communication 277
Selecting the audience for
communications 280
Developing the information: the
impact study 280
Selecting the communication
media 287
Communicating the information 291
Analyzing reactions to
communication 291
Shortcut ways to provide
feedback and communicate with
stakeholders 298
Final thoughts 299
Further reading 299
Overcoming Resistance and
Barriers to the Project
Management Scorecard 301

Why by concerned about
overcoming resistance? 301
The approach to overcoming
resistance 301
Developing roles and
responsibilities 305
Establishing goals and plans 308
Revising/developing policies and
guidelines 310
Preparing the project team 311
Initiating the scorecard project 312
Preparing the management team 314
Removing obstacles 316
Monitoring progress 316
Shortcut ways to make the
scorecard process work 316
Final thoughts 317
Further reading 317
Appendix: Establishing an
Effective PM Culture 319
Index 335
About the Authors 349
About Franklin Covey353
xi
Preface
As the practice of scorecard measurement becomes more the norm
than the exception, human performance practitioners and professionals
of many disciplines need examples of scorecards for specific disciplines
and activities. One process generating an urgent need for scorecard
application is the field of project management.

Within almost every industry, employees in many different jobs are
required to manage a project or multiple projects. Today, few employ-
ees find their workplace free from competing priorities, critical dead-
lines, excessive workloads, and unexpected interruptions. The meaning
of the word “project” today is broad. In fact, most employees can be
thought of as project managers because they simultaneously juggle
many priorities on the job. This is why many organizations spend a
great deal of time and money working to improve the management of
projects. This is also the reason many organizations want to justify the
efforts and resources for improving project management using a bal-
anced set of measures that considers the effectiveness of projects from
all angles. As a result, organizations need a “Project Management
Scorecard.”
Project management is an ideal process to evaluate and measure. The
reasons for this are:
■■ Projects focus on objectives and outcomes.
■■ Projects contain processes (most of which are measurable).
■■ For many projects, the end in mind is directly related to the sales,
production, or overall profitability of organizations.
■■ The individual tasks of projects are typically specific, measurable,
and time-dimensioned.
■■ Most projects contain a budget for which project managers of
this modern age are increasingly accountable.
To effectively manage and measure projects, managers rely on effective
processes, techniques, and approaches to guide them in their work. This
book will provide readers with a step-by-step approach for measuring
project success and for setting up a project management scorecard. Busy
professionals without the time to become experts in measurement will
quickly find tools to manage and measure projects within their fast-paced,
cost-conscious organizations.

INTEREST IN SCORECARD MEASURES
Scorecards are categories of key measures that evaluate the effective-
ness of organizations, divisions within organizations, programs, projects,
and sometimes multiple projects. Scorecard measures have become one of
the most challenging and intriguing issues facing the performance
improvement field. The interest in key measures during the 1990s was
phenomenal in part due to one key measure called return on investment
(ROI). The topic appeared on almost every conference and convention
agenda. Articles on ROI appear regularly in practitioner and research
journals. Several books have been developed on the topic, and consulting
firms have sprung up almost overnight to tackle this critical and impor-
tant issue. However, ROI is only one of many key measures important to
scorecards. Scorecards often include customer satisfaction measures,
operational efficiency measures, revenue measures, employee satisfaction
measures, and milestone measures for goals that build on the accom-
plishment of other goals. All of these measures are typical in many score-
cards and all are growing in strategic importance in most organizations.
Several issues are driving the increased interest in, and application of,
the scorecard process. Pressure from clients and senior managers to
show the return on their training investment is an influential driver.
Competitive economic pressures are causing intense scrutiny of all
expenditures, including all project costs. Total quality management, re-
engineering, and continuous process improvement have created a
renewed interest in measurement and evaluation, including measuring
the effectiveness of project management. The general trend toward
xii
THE PROJECT MANAGEMENT SCORECARD
accountability with all staff support groups is causing some managers to
measure their own contribution to the organization’s bottom line. These
and other factors have created an unprecedented wave of applications

of a comprehensive ROI scorecard process.
NEEDED: AN EFFECTIVE
PROJECT MANAGEMENT SCORECARD
The challenging aspect of a project management scorecard is the nature
and accuracy of its development. The process often seems very confusing
because it is surrounded by models, formulas, and statistics that often
frighten even the most capable practitioners. Coupled with this concern
are misunderstandings about scorecards—the process and the gross mis-
use of measurement techniques in some organizations. These issues some-
times leave practitioners with a distaste for evaluation and measurement.
Unfortunately, for project managers today, accountability scorecards
cannot be ignored. To admit to clients and senior managers that the
impact of managing projects well cannot be measured is to admit that
learning does not add value, or that project management should not be
subjected to accountability processes, or that all projects are equally
managed, leading to similar results. In practice, the project management
scorecard is the perfect tool to improve the outcomes of projects. The
scorecard must be explored, considered, and ultimately implemented in
most organizations.
What is needed is a rational, logical approach that can be simplified
and implemented within the current budget constraints and resources of
the organization. This book presents a proven scorecard process, based
on almost twenty years of development and refinement. It is a process
that is rich in tradition and modified to meet the demands facing most
project managers.
The project management scorecard described in this book meets the
requirements of three very important groups. First, the project managers
who have used evaluation models and implemented ROI or scorecard
processes in their organizations continue to report their satisfaction with
the process and the success that it has achieved. The scorecard process

presented here is user-friendly, easy to understand, and has been proven
to pay for itself time and time again. A second important group, the
clients and senior managers who must approve project budgets, want
measurable results, preferably expressed as a return on investment. The
ROI process within the scorecard has fared well with these groups. Senior
managers view the process as credible, logical, practical, and easy to
PREFACE xiii
understand from their perspective. More importantly, they buy into the
process, which is critical for their future support. The third important
group is the evaluation researchers who develop, explore, and analyze
new processes and techniques. When exposed to this scorecard in a two-
day or one-week workshop, the researchers, without exception, give this
process very high marks. They often applaud the strategies for isolating
the effects of quality project management and the strategies for convert-
ing data to monetary values. Unanimously, they characterize the project
management scorecard process as an important contribution to the field.
WHY THIS BOOK AT THIS TIME?
Currently, there is no book that offers a comprehensive, practical
presentation on a project management scorecard, using a process that
meets the demands of the three groups previously described. Most mod-
els and representations of the scorecard process ignore, or provide very
little insight into, the two key elements essential to developing the score-
card: isolating the effects of project management solutions and convert-
ing data to monetary values. Recognizing that there are many other fac-
tors that will have an influence on output results, this book provides
various strategies to isolate the effects of project management solutions,
far more than any other presentation on the topic. Not enough atten-
tion has been provided to the issue of assigning monetary values to the
benefits derived from quality project management. This book presents
various strategies for converting data to monetary values.

TARGET AUDIENCE
This book should be of interest to anyone involved in project man-
agement solutions, measurement and evaluation, and performance im-
provement, and anyone managing a project or multiple projects. The
primary audience is project managers or project management trainers.
This book should also be of interest to evaluators looking for specific
application examples of the ROI process to project management. In
addition, employees of most any industry will find valuable insights into
project management from this book.
STRUCTURE OF THIS BOOK
This book is written to provide the reader with a brief introduction
to the project management process and an overview of the entire
xiv
THE PROJECT MANAGEMENT SCORECARD
process needed to develop the project management scorecard. Chapters
in the book will explain the methodology required for each step in the
project management scorecard. The book provides a description of how
each step in the process is applied to evaluating project management,
and also provides tools that readers can use to begin their project man-
agement evaluation efforts.
CHAPTER DESCRIPTIONS
Chapter 1: Project Management Issues and Challenges
This chapter will review current issues and challenges that organiza-
tions today experience because of poor project management skills. Real-
life examples that detail the costs of failed projects will be included in
this chapter.
Chapter 2: The Project Management Process
This chapter will introduce the reader to effective project manage-
ment processes. It reviews proven methods for handling multiple prior-
ities and for organizing projects from beginning to completion. The

chapter will be organized according to the four-step project manage-
ment process. Content in this chapter will include:
■■ Identifying expectations (Step 1—Visualize)
■■ Clarifying a project’s vision (Step 1—Visualize)
■■ Creating a plan (Step 2—Plan)
■■ Implementing the plan (Step 3—Implement)
■■ Monitoring a project’s progress (Step 3—Implement)
■■ Evaluating a project’s success (Step 4—Close)
Also, the planning of measurement practices that can be used with
each step in the project management process will be briefly described.
Chapter 3: Project Management Solutions
This chapter reviews possible solutions for project management
improvement. Across many well-managed projects, there are common
success factors. Quality projects include a uniform process, an effective
tool set, proper training, clear roles and responsibilities, and other fac-
tors. This chapter reviews these important factors.
PREFACE xv
Chapter 4: The Project Management Scorecard
Chapter 4 describes the project management scorecard and how
organizations are tackling this important issue. Best practices, which
form the basis for the book, are briefly described. Various return on
investment criteria and requirements are presented to build a founda-
tion for the remainder of the book. This chapter presents a brief sum-
mary of the model for those who are being introduced to the process for
the first time.
Chapters 5 Through 10: How to Measure . . .
Chapters 5 through 10 outline how to measure each component of a
project management scorecard. Methodologies are outlined and tools
are illustrated, giving the reader a step-by-step process for using the
scorecard.

Chapter 11: Monitoring the True Costs of the Project Solution
Chapter 11 details specifically what types of costs should be included
in the project cost formula. Different categories and classifications of
costs are explored in this chapter, with the goal of developing a fully
loaded cost profile for each project scorecard.
Chapter 12: How to Isolate the Effects of
Project Management Solutions
This chapter presents what is perhaps the most important aspect of the
scorecard process. Ranging from the use of a control group arrangement
to obtaining estimates directly from participants, various strategies are
presented that can determine the amount of improvement that is directly
linked to the project management. The premise of this chapter is that
there are many influences on business performance measures, with proj-
ect management being only one of them. Methods best suited for isolat-
ing the effects of project management will be discussed in greater detail.
Chapter 13: How to Convert Business Measures to
Monetary Values
Chapter 13 presents an essential step for developing an economic
benefit from project management. Ranging from determining the profit
xvi
THE PROJECT MANAGEMENT SCORECARD
contribution of an increased output to using expert opinion to assign a
value to data, various strategies to convert both hard and soft data
to monetary values are presented along with project management
examples.
Chapter 14: Forecasting ROI: How to Build a Business Case for
the Project Management Solution
Many projects don’t go further than the planning stage, for appro-
priate reasons. However, some projects never leave the idea stage, due
to poor business relevance. All projects can be subjected to a simple

forecasting process to determine if they should move from ideas to plans
to action. This chapter will provide the reader with a methodology to
determine if ideas should become projects.
Chapter 15: How to Provide Feedback and Communicate
Results to the Client
Chapter 15 addresses a variety of reporting issues. To implement the
project management scorecard effectively requires a plan for how the
data will be used. This chapter identifies the important issues that must
be tackled for the scorecard process to become a productive, useful, and
long-lasting process that will drive continuous improvement.
Chapter 16: Overcoming Resistance and Barriers to the
Project Management Solution
Chapter 16 addresses a variety of implementation issues. To imple-
ment the scorecard process effectively requires following logical steps
and overcoming several hurdles. This chapter reviews implementation
issues.
PREFACE xvii
xix
Acknowledgments
From Jack Phillips
No book is the sole work of the authors, but rather a collaboration
of the many people who have helped along the way. Several groups have
contributed to the completion of this book and deserve recognition. Our
valuable clients provided us the opportunity to apply these processes.
Many have given us tremendous latitude to work on projects within
their organization; we have learned from each and every assignment.
The individuals who helped develop this manuscript deserve special
recognition. I appreciate the efforts of my co-authors, Lynne Snead and
Tim Bothell, in making this book a reality. Tim was very diligent in tak-
ing rough material and converting it into useable manuscript. Lynne

shared her expertise in project management and found time to make a
significant contribution, particularly with the material in the front sec-
tion of the book. Joyce Alff, our internal editor, did a superb job of
making the initial draft more readable and understandable. Finally, sev-
eral people helped type the manuscript, including my assistant, Francine
Hawkins, who kept us on schedule in spite of our efforts.
We appreciate the efforts of the editorial staff at Butterworth-
Heinemann to add this book to our Improving Human Performance
series. Jennifer Pursley has been very conscientious in making sure that
this publication is available to the right audience. Thanks, Jennifer.
Finally, my appreciation goes to my spouse and partner, Patti. This
book would not be possible without her support. Her assistance was
invaluable in developing some of the materials, structuring the book,
and helping with some of the initial writing and editing. My thanks go
to Patti for her enduring efforts to make our publications much better.
Go, girl!
From Tim Bothell
What I know about project management, evaluation, and ROI, I
learned from obtaining advanced degrees, from Lynne Snead, from
Brent Peterson, from Richard Sudweeks, from Adrian Van Monfrans,
and from Jack J. Phillips. Most of what I have learned about both proj-
ect management and measuring the return on investment of project
management, I have learned from serving many clients and from man-
aging my own evaluation projects. I am grateful for these people and for
that experience.
In addition to the aforementioned people, I would especially like to
thank my wife Sheri for her constant support and understanding of my
work.
I thank my family for their toleration of multiple projects. I thank
my co-authors, Jack Phillips and Lynne Snead, for this exciting

opportunity, and all the staff at Franklin Covey who have helped me
learn and grow.
From Lynne Snead
Everything I know about project management I learned from some-
one or somewhere. In my eleven years as a project management trainer
and consultant, most of what I have learned has come from my clients
and classroom participants. It would be impossible for me to acknowl-
edge them all, but I appreciate the tremendous depth they have added
to my learning and knowledge.
Behind the scenes support often means the difference between a suc-
cessfully completed project and one that never gets off the drawing
board. There are many who, in some way, made this possible for me. I
thank my co-authors, Jack Phillips and Tim Bothell, for this exciting
opportunity, Stephen M.R. Covey and Vandy Evans for their encour-
agement and support, Judy Ball for editing help and knowing how to
make a project fun, Carol Dombrowski for her excellent illustration
work, and the staff at Franklin Covey, who have helped me learn and
grow in this wonderful business.
xx
THE PROJECT MANAGEMENT SCORECARD
To my incredible family, I give thanks for not only tolerating the long
hours of my work, but also for being the best cheerleaders and sup-
porters I could ever hope for. You are the wind beneath my wings.
Note: Limited portions of this book were taken from three other
books that discuss this process. These sources are:
Phillips, Jack J., Ron D. Stone, and Patricia Pulliam Phillips. The Human
Resources Scorecard. Boston: Butterworth-Heinemann, 2001.
Phillips, Jack J. The Consultant’s Scorecard. New York: McGraw-Hill, 2000.
Phillips, Jack J. Return on Investment in Training and Performance
Improvement Programs. Boston: Butterworth-Heinemann, previously pub-

lished by Gulf Publishing Co., 1997.
ACKNOWLEDGMENTS xxi
Part I
Setting the
Stage
3
Chapter 1
Project Management
Issues and Challenges
Together, failed and poorly managed projects cost U.S. companies and
government agencies an estimated $145 billion per year (Field, 1997).
The estimated costs for failed projects in the United States is more than
twice that of the estimated amount of money spent on all training and
performance improvement efforts combined in the United States in 1999,
which was $62.5 billion (Training Magazine, 1999). Of the estimated
$62.5 billion spent on training and performance improvement efforts,
about 17 percent was spent on project management training (Training &
Development Magazine, Jan. 2000). Thus, on average in the United
States, organizations spend approximately $10 billion to fix a $145 bil-
lion per year problem. How can a problem so large receive such little
attention?
Some employees feel that they are not project managers or that proj-
ect management failures are not a problem within their fields or disci-
plines. However, all employees are project managers, and some to a
greater extent than others.
There are numerous examples of failed projects. Some disciplines
suffer from more failures than other disciplines. For instance, within
the information technology field, an estimated 40 percent of IT appli-
cation development projects are cancelled before completion (Field,
1997).

Today, competition and a global marketplace have created a demand
for better, faster, and more cost-effective projects. Yet in many organi-
zations, there are no formal processes or methodologies for the effective
selection and management of projects. In the past, project management
was about “figuring it out as we go,” or about relying on just a few
within the organization who were inherently good at managing proj-
ects. Today, this is not acceptable. With the high cost of project failure,
it is not smart business to let individuals and teams “figure it out as they
go,” with the hope that they will be good at it.
There are many drivers behind the need for improved project man-
agement. Robert Happy, founder and president of the Project
Consulting Group of Novato, California, described some of these driv-
ers when he said:
As the world economy progresses and globalization becomes a way
of life for all of us, there is extraordinary pressure for organiza-
tions to be more proactive and to respond more quickly than ever
before to market and customer needs. While the demand for cus-
tomized solutions increases daily, time to market and shorter prod-
uct development life cycles are the key to obtaining and maintain-
ing market share. Add to this the requirement by management to
do more with less and it becomes clear why Project Management
is growing fast.
The demand to do more with less places pressure on a wide variety
of individuals to be part owners in managing projects. A project is
defined as “a complex series of non-routine tasks directed to meet a spe-
cific goal” (Franklin Covey, 1999).
While an employee’s job title may not be that of project manager,
each individual in an organization is, in essence, a project manager, even
if what that person is managing is simply a piece of a larger project.
More employees than ever before need better project management

skills. Tom Peters, in Reinventing Work: The Project 50, points out that
projects are a significant part of what makes up most employees’ jobs
and that these employees should be creating what he calls “WOW proj-
ects”—projects that matter and in which participants are passionate
about the outcome (Peters, 1999).
Twenty years ago, it was common to have a job where the responsi-
bilities from one day to the next were often routine and predictable.
Now, every day can be unique. A greater percentage of an employee’s
daily responsibilities is made up of a unique series of non-routine tasks
called “projects.” Because of these trends, every organization should be
contemplating questions like those in Figure 1-1.
4
THE PROJECT MANAGEMENT SCORECARD
PROJECT MANAGEMENT ISSUES AND CHALLENGES 5
Project Management Needs Assessment
Please circle the letter that best represents your response.
• What percentage of the organization’s A B C D E
projects are a means to strategic initiatives? 1–20% 21–40% 41–60% 61–80% 81–100%
• Does the organization use resources wisely? A B C D E
Never Seldom Sometimes Often Always
• Does the organization understand and manage A B C D E
workload capabilities effectively? Never Seldom Sometimes Often Always
• Does the organization always clearly A B C D E
understand customers’ needs and expectations Never Seldom Sometimes Often Always
(internal and/or external)?
• Does your organization have an effective project A B C D E
management process that is used consistently? Never Seldom Sometimes Often Always
• Do you personally have effective project A B C D E
management tools that you use consistently? Never Seldom Sometimes Often Always
• Do you personally manage daily workload A B C D E

(multiple priorities) effectively? Never Seldom Sometimes Often Always
• What percentage of projects you work on will be A B C D E
cancelled or changed before you finish them? 1–20% 21–40% 41–60% 61–80% 81–100%
• Do you always clearly meet customers’ needs A B C D E
and expectations (internal and/or external)? Never Seldom Sometimes Often Always
• Do you manage projects effectively? A B C D E
Never Seldom Sometimes Often Always
• What percentage of your projects fail? A B C D E
1–20% 21–40% 41–60% 61–80% 81–100%
• Do you know what the cost of those A B C D E
failed projects are? Never Seldom Sometimes Often Always
• Do you know on an annual basis, how much is
AB CD E
wasted on poorly managed or failed projects?
Never Seldom Sometimes Often Always
• Do you feel clear about your role and
AB CD E
responsibilities within your organization?
Never Seldom Sometimes Often Always
• Do you understand what decisions you are
AB CD E
responsible for?
Never Seldom Sometimes Often Always
Project Management Need for Improvement Continuum
Lots of Improvement Some Improvement Little Improvement
Needed Needed Needed
17–35 36–65 66–85
Figure 1-1. Project management needs assessment.