Bryde (Bryde JD. Modelling project management performance. Int J Quality Reliab Manage 2003;20(2):229–25) has presented project management performance assessment (PMPA) model. The model proposes six criteria for assessing PM performance; based upon the EFQM business excellence model. This paper examines what is the level of impact of these criteria over the project management performance (PMP) in Pakistani listed organizations. This paper also examine the scope of the association within different criteria of project management performance assessment (PMPA) model and with project management performance (PMP) in the Pakistani listed organizations and whether this association is significant, furthermore it investigate that to which extent different characteristics of PM performance, correlate with each other and with project management performance (PMP). It is concluded that the PMPA model have a potential use as framework to assess the project management performance, by conducting empirical study and checking the impact, correlation and association of the criteria of PMPA model and PMP.

There are many studies address the issues of finding the critical success factors of projects. In this study, we focus on the performance of the people who manage projects. A performance evaluation model for project managers is constructed on the basis of managerial practices. This model incorporates leadership behaviors that lead to managerial practices with some essential factors that may affect them. An analytic network process that borrows the idea of stochastic transiting process is employed to identify the interdependence between these two groups of elements. The model first calculates the relative importance of the leadership behaviors for the performance evaluation of project managers with respect to each of those influence factors. In the analytic network process approach, the relative importance of those leadership behaviors as well as the relative intensity of the factors that influence them is determined simultaneously. As for the relative weights of the managerial practices in each leadership behavior is determined in a similar way. Finally, the relative importance of those leadership behaviors and weights of their corresponding managerial practices will be involved to the model for evaluating the performance of project managers. The intensities of those influence factors will be used to aid the understanding of how the influence factors affect the leadership behaviors.

This paper examines the place of metrics in the assessment of a corporation’s public affairs practice. It describes how public affairs metrics are situated in the larger context of organizational performance assessment, examines the range of metrics available to the CPA practitioner, and identifies the critical trade-offs associated with why public affairs metrics utilisation has not achieved the level of application that some experts have encouraged.

Purpose – The aim of the paper is to share the recipe that enables a team-builder to build in the workplace, out of any group of individuals, a high-performing team in four hours.

Design/methodology/approach – After a period of research and testing, the recipe was formulated and successfully implemented over a 15-year period with more than 1,000 groups.

Findings – The recipe confirmed the research findings by A.J. Romiszowski that the effective team improves the intellectual and creative thinking skills, as well as the sociability, of the individual.

Practical implications – The recipe enables radical improvement in individual, team and organisational performance.

Originality/value – The recipe is unique and is the only methodology to enable a high-performing team to be built rapidly, delivering to any organisation a quantum leap in individual and team performance.