| dc.description.abstract | In an increasingly competitive and changing environment, organizations must have the ability to meet customer needs. In addition, with the situations of organizations’ growth and increasingly limited resources while facing strong competitions, organizations must have the capabilities to control costs in a fast, accurate, and effec-tive manner. Therefore, companies should guide the disorientation and lack of efficient management and then focus on using the project-based management to promote business. Meanwhile, the management of project-based organization has given up the traditional hierarchy management, instead applying the relatively new and flexible organization structures to meet the needs of customers.
This study is a case study of engineering subcontract, with the concepts of pro-ject management and academic theories, to link the required engineering knowledge in the strategies of engineering subcontract with the patterns of the project organiza-tion. This study then designs effective management processes, i.e., highlighting the importance of practice and using effective balanced scorecard, in order to enhance the subcontract profitability. Finally, by applying the method of balanced scorecard and the measures of relevance key indicators, we evaluate whether customer satisfac-tions are achieved, expected profits are gained, and the management processes are institutionalized. The results are very positive and therefore should be able to provide some useful guidelines for companies alike to enhance their processes and profitabil-ity. | en_US |