Skoči na glavni sadržaj

Izvorni znanstveni članak

Integrating enterprise project portfolio management with the balanced scorecard: a case from the pharmaceutical industry

Dražen Kostelac ; JGL d.d., Pulac bb, 51000 Rijeka, Croatia
Mladen Vukomanović orcid id ; University of Zagreb, Faculty of Civil Engineering, Kačićeva 26, 10000 Zagreb, Croatia
Milan Ikonić ; University of Rijeka, Faculty of Engineering, Vukovarska 58, 51000 Rijeka, Croatia

Puni tekst: hrvatski pdf 2.628 Kb

str. 303-316

preuzimanja: 2.174


Puni tekst: engleski pdf 2.628 Kb

str. 303-316

preuzimanja: 871



Enterprise Project Portfolio Management systems (EPPM) play a critical role in obtaining organizational success and are far more than just IT projects. Despite their popularity, EPPMs have seemed to fail when trying to work together with performance management systems, e.g. the Balanced Scorecard (BSC). Therefore, the aim of this study was to develop an EPPM-BSC model at both the strategic and project level. We tested the model on a case from the pharmaceutical industry and found it to be successful. Contrary to past studies, these results show that BSC, when integrated with EPPM, can be successfully cascaded from the strategic level on to the project level and thus enable managers in developing their own project scorecards. This paper is especially useful to companies who are in pursuit of developing their own performance management systems. Still, further research is needed, especially in finding a suitable model for KPI selection.

Ključne riječi

Enterprise Project Portfolio Management, the Balanced Scorecard, Key Performance Indicators, strategic map, pharmaceutical industry, performance management

Hrčak ID:



Podaci na drugim jezicima: hrvatski

Posjeta: 4.359 *