Title: Translating organisational strategies to projects using balanced scorecard and AHP: a case study
Authors: Mozhgan Pakdaman; Alireza Abbasi; Shankar Sankaran
Addresses: School of Engineering and IT, UNSW Canberra, Australia ' School of Engineering and IT, UNSW Canberra, Australia ' School of Built Environment, University of Technology Sydney, Australia
Abstract: Organisations need to link portfolio of projects to business strategy to optimise organisational benefits, and make sure their business will survive in competitive environments. This research aims to define the benefit of using mix approaches to integrate organisational strategies with their portfolio of projects for project-based companies. This paper illustrates how the use of mix approaches of project portfolio management (PPM), balanced scorecard (BSC), and analytic hierarchy process (AHP) can increase organisational performance and effectiveness in a real life case company. An effective PPM conceptual model is proposed to illustrate the overall roadmap from organisational strategy to projects. Further, a portfolio strategy map is developed to visualise the cause and effect connection between portfolios and other strategic objectives using BSC approach. Finally, this study defines a portfolio selection criteria procedure using AHP to evaluate and select the right projects. Four workshops of project experts were convened, and several case study projects were considered to facilitate the success of the portfolios thereby adding value to the company.
Keywords: project portfolio management; PPM; strategic management; portfolio strategy map; balanced scorecard; BSC; analytic hierarchy process; AHP; organisational project management.
International Journal of Project Organisation and Management, 2021 Vol.13 No.2, pp.111 - 134
Received: 18 Jul 2019
Accepted: 28 Mar 2020
Published online: 15 Jul 2021 *