Kingston-Bryce Limited Project Management Scorecard Analysis

This assignment presents a project scorecard for Kingston-Bryce Limited, created by a project manager to update the Board of Directors on project performance. The scorecard compares actual versus budgeted values for project budget, ROI, labor productivity, and project duration, including specific activities like finance approval and legal reviews. It also assesses meeting frequency with various stakeholders. The scorecard uses a color-coded system (green, yellow, red) to indicate project status and potential issues. The document includes an approval plan and a bibliography of relevant project management resources. The analysis highlights areas needing attention, such as budget overruns, schedule slippage, and communication challenges, providing insights into project management best practices and performance evaluation.

Running head: PROJECT MANAGEMENT
Kingston-Bryce Scorecard
Name of the Student
Name of the University
Author’s Note

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PROJECT MANAGEMENT
Scorecard
The project scorecards are generally considered as the Balanced scorecard for ensuring
that the project activity is mainly aligned with different strategies as well as vision of the
organization. The scorecard that is mainly prepared for the organization Kingston Bryce Limited
is mainly reflected in the below table. It is found that the yellow colour in the table reflects
warning, red colour reflects dangers and the green colour reflects that the project activities are on
track. The activities that are in danger or warning, needs to be effectively handled for avoiding
such type of issues in the project.
Kingston-Bryce Scorecard (Date: 03-13-2020)
Target Actual Notes
Project budget
Budget $ 5 million $5.5 million As per assumption, the project
must get finished within $5
million however due to schedule
of slippage as well as because of
improper management of project
resources, the total budget of the
project increased from $5 million
to $5.5 million.
ROI 0.3 0.3 Initially, it was assumed that the
ROI of the project will be o.3
which means that the project is

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feasible and after the successful
execution, it was analyzed that the
project that is undertaken is
beneficial for the organization as
the project is very much feasible.
This reflect that it will not create
any type of negative impact on the
progress of the project effectively.
Productivity
Time allocation
for labour
620 days 635.5 days The time that is allocated for
labour will be around 620 days
however actually, the time for
which the labour needs to be
assigned in the project is around
635.5 days that showcase that its
warning to handle such types of
conflicts properly.
Efficiency of
labour
90% 85% The labour who are assigned in
the project are analyzed to be 90%
efficient however, the resources
are around 85% efficient which
means that the workers are not
motivated towards work and

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therefore proper strategies are
utilized for increasing the
involvement of the workers
successfully.
Project duration
Acquisition
contact human
resources
7 days 7 days The acquisition of contact human
resources will get completed
within 7 days that reflect that the
work is on track and no issue
related with that particular activity
will arise. This means that this
particular activity is on track and it
will get completed as per the plan
that is created.
Finance approval
of initial idea
17 days 17.5 days The time for finance approval will
generally increase by 0.5 days and
that is a warning. The total days
that is needed for finance approval
must be managed effectively
otherwise it would increase the
total duration of the project.
Lawyers approve
purchase idea
19 days 21 days The time for lawyers approves
purchase idea will not get

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completed within 19 days and as a
result it is found to be warning. It
is necessary for the project
manager to manage the schedule
of the project effectively for
avoiding delay in the project.
Meet with the
board
577 days 590 days The time for arranging meeting
with the board generally increases
from 577 days to 590 days and as
a result the total time of the project
generally increases. It can create
danger for the entire schedule of
the project as the project can face
delay within the project.
Timeline
Total time needed
for completing the
project work
620 days 635.5 days The total time for the project does
not get executed as per the
estimation and therefore the
project managers need to take
proper action in order to resolve
such issues so that the project does
not face delay due to which the
completion date of the project also

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increases. This can be one of
major cause of increasing the total
budget of the project.
Meeting
frequency
Meeting with team
leader
145 meetings 140 meetings It was assumed that 145 meetings
with be conducted with the team
leaders but due to lack of time
only 140 meetings are arranged
which is considered as a warning
for the project team as few of the
topics are not effectively
discussed. Due to improper
discussion about project related
topics, a number of issues and
problems generally arises within
the project.
Meeting with the
board of directors
90 meetings 90 meetings It is assumed that 90 meetings
will be organized with the board of
directors and for undertaking the
project 90 meetings are undertaken
successfully therefore the meeting
with the board of directors are on

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track and therefore it does not
create any type of issues within the
project. Additionally, all topics are
effectively discussed with the
board of directors for achieving
success.
Meeting with CEO 45 meetings 30 meetings As per the initial assumption, 45
meetings are generally arranged
with the CEO however only 30
meetings will be arranged which is
considered as one of the warning.
It is necessary to manage the
project time effectively so that the
meetings with CEO is proper
arranged for discussing various
matters of the project.
Meeting with
operational
manager
105 meetings 70 meetings As it is analyzed that 105 meetings
will be arranged with the
operational manager, it is found
that 70 meetings are successfully
arranged due to improper
management and as a result, the
operational manager faces a lot off

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challenges in effectively manging
the work of the project.
Approval plan for the project
The below table helps in reflecting the approval plan of the project in order to showcase
that the project activities are approved by the project manager, CEO as well as with the help of
board of directors. Thus, any change within the project activities are needed to be done then
again approval from those stakeholders are required in order to process the next step of the
change management plan.
Activities Days Approval
from project
manager
Approval
from CEO
Approval
from board
of directors
Acquisition contact human
resources
7 days Approved Approved Approved
Finance approval of initial idea 17 days Approved Approved Approved
Lawyers approve purchase idea 19 days Approved Approved Approved
Meet with the board 577 days Approved Approved Approved

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Bibliography
Andersen, E. S. (2016). Do project managers have different perspectives on project
management?. International Journal of Project Management, 34(1), 58-65.
Demirkesen, S., & Ozorhon, B. (2017). Impact of integration management on construction
project management performance. International Journal of Project Management, 35(8),
1639-1654.
Hu, Y., Chan, A. P., Le, Y., & Jin, R. Z. (2015). From construction megaproject management to
complex project management: Bibliographic analysis. Journal of management in
engineering, 31(4), 04014052.
Padalkar, M., & Gopinath, S. (2016). Six decades of project management research: Thematic
trends and future opportunities. International Journal of Project Management, 34(7),
1305-1321.
Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics applied
to project management. International Journal of Project Management, 35(2), 169-179.
Ramazani, J., & Jergeas, G. (2015). Project managers and the journey from good to great: The
benefits of investment in project management training and education. International
Journal of Project Management, 33(1), 41-52.
Serra, C. E. M., & Kunc, M. (2015). Benefits realisation management and its influence on
project success and on the execution of business strategies. International Journal of
Project Management, 33(1), 53-66.

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Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature
review with a critical look at the brave new world. International Journal of Project
Management, 33(2), 278-290.