A goals cascading methodology in project-oriented company

One of the most effective tools for managing a project-oriented company are the key performance indicators - quantitative indicators that allow to measure the degree of company's activities success through definition of strategic goals. In a project-oriented company, activities are implemented within projects execution. At the same time, each project has a set of parameters that characterize, on the one hand, the progress of the project (terms and cost of implementation, qualification of performers, frequency of changes in requirements), and, on the other hand - the final product (functionality, performance, usability and maintenance). It should be noted that a success of project implementation depends not least on the built in the company interaction processes, which make it possible to make decisions effectively to achieve the project goals. Visualization of the goals relations on the strategic map significantly facilitates the employees interacting at various levels and making management decisions in problem situations. Building a strategic map based on a balanced scorecard implies appointment of persons, responsible for achieving the target values of indicators, entering the correct values and monitoring the projects and its constituent processes implementation. This allows forming a project participants responsibility matrix, which, in turn, helps to determine a degree of performers workload when the processes execution, related to various knowledge areas. The authors' proposed method of cascading goals in a project-oriented company will allow building a project management system taking into account various factors affecting the success of its implementation. Cascading is based on building a hierarchy of a project-oriented company performance indicators in accordance with the hierarchy of projects of various types and scales. Using this approach contributes to improving the quality of a project-oriented organization strategic management due to the fact that strategic goals and its corresponding indicators are consistently decomposed to the level of tactical and operational management, and then concretized and adapted in structural divisions. A novelty of the proposed cascading technique lies in development of the projects hierarchy in terms of its implementation priority, as well as in use of project management knowledge areas in the company's strategic map.