Enhanced descriptions from Syndetics:

Return on Investment (ROI) remains one of the most challenging and intriguing issues facing human resource development and performance improvement professionals. Drawing on their expertise in developing and implementing ROI programs in human performance and training, Jack J. Phillips, Ph.D., Timothy W. Bothell and G. Lynn Snead demonstrate how you can effectively apply ROI to project management.


Today, almost every industry requires employees to manage multiple projects with competing priorities, critical deadlines, and unexpected interruptions--rendering everyone a project manager in some respect. Most employees feel the pressure of juggling any number of key projects simultaneously. Organizations have responded by investing large amounts of both time and money to improve project management, and most strive to justify the efforts and resources dedicated to improving this goal.

'The Project Management Scorecard' is a welcome relief for anyone managing a project or multiple projects, as well as the trainers, human resource development staff, or supervisors charged with measuring, evaluating, and managing project managers.

Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe. Let three HRD experts show you how to apply the hugely popular ROI process to the key organizational issue of successful project management including:

* Project management issues and challenges
* Measuring reaction and satisfaction
* How to calculate and interpret ROI
* Capturing business impact data
* Measuring skill and knowledge changes during the project
* Monitoring the true costs of the project solution
* Converting business measure to monetary values
* Forecasting ROI

The authors' step-by-step approach allows you to begin the ROI process immediately. Start measuring the success of your project management results today.

Table of contents provided by Syndetics

• Preface (p. xi)
• Acknowledgments (p. xix)
• Part I Setting the Stage
• Chapter 1 Project Management Issues and Challenges (p. 3)
• Chapter 2 The Project Management Process (p. 12)
• Chapter 3 Project Management Solutions (p. 33)
• Chapter 4 The Project Management Scorecard (p. 49)
• Part II The Seven Measures
• Chapter 5 How to Measure Reaction and Satisfaction (p. 77)
• Chapter 6 How to Measure Skill and Knowledge Changes During the Project (p. 98)
• Chapter 7 How to Measure Implementation, Application, and Progress (p. 110)
• Chapter 8 How to Capture Business Impact Data (p. 140)
• Chapter 9 How to Calculate and Interpret ROI (p. 168)
• Chapter 10 Identifying Intangible Measures of a Project Management Solution (p. 180)
• Chapter 11 Monitoring the True Costs of the Project Solution (p. 190)
• Part III Key Issues with the Measures
• Chapter 12 How to Isolate the Effects of Project Management Solutions (p. 209)
• Chapter 13 How to Convert Business Measures to Monetary Values (p. 226)
• Part IV Challenges
• Chapter 14 Forecasting ROI: How to Build a Business Case for the Project Management Solution (p. 249)
• Chapter 15 How to Provide Project Feedback and Communicate Results to the Client (p. 269)
• Chapter 16 Overcoming Resistance and Barriers to the Project Management Scorecard (p. 301)
• Appendix Establishing an Effective PM Culture (p. 319)
• Index (p. 335)
• About the Authors (p. 349)