Jack Phillips, a renowned expert on measurement and evaluation, is with the Jack Phillips Center for Research, a division of the Franklin Covey Company. He is the author or editor of more than 30 books and 100 articles. Timothy Bothell is an ROI Consultant at the Phillips Center Lynne Snead is Vice President of the Franklin Covey Project Management Solutions Group.
In the Preface, the authors assert that, currently, “there is no book that offers a comprehensive, practical presentation on a project management scorecard, using a process that meets the demands of [project managers, clients and senior managers who must approve project budgets, and evaluation researchers who develop, explore, and analyze new processes and techniques]. Most models and representations of the scorecard process ignore, or provide very little insight into, the two key elements essential to developing the scorecard: isolating the effects of project management solutions and converting data to monetary values.” Others (notably Kaplan, Norton, and Niven) are far better qualified to verify or dispute that claim. Of greater interest is how well organized and written this book is, and, how it will be, at least to project managers as well as to those who must approve project budgets.
What readers will especially appreciate about this volume is the fact that the authors devote the bulk of their attention to explaining how to implement effectively the various concepts, strategies, and tactics they present. They are also to be commended for concluding each of the 16 chapters with a “Final Thoughts” section. This facilitates a convenient review when a reader wishes to review key points. In fact, project managers should complete such a review at least every 90 days but, preferably, every 30 days throughout their project’s duration. In this volume, Phillips, Bothell, and Snead offer a wealth of information and counsel that can help achieve the ultimate success of almost any project in almost any organization. That success can then inform and guide efforts to create and then sustain throughout the same organization a “project management culture.”
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