Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Jorge Gaytan


Supervisors of business project managers lack strategies to effectively evaluate the work of project managers, increasing the probability of project failure, and costing organizations billions of dollars in losses each year. Effective evaluation of the work of project managers is essential to avoid project failure. Grounded in Kaplan and Norton’s balanced scorecard theory, the purpose of this qualitative single case study was to explore strategies supervisors of business project managers use to evaluate the project managers’ work. The participants comprised 3 supervisors of project managers in the Rocky Mountain area of the United States with successful experience in evaluating the work of project managers. Data were collected from semistructured interviews and organizational documents and artifacts. Yin’s 5-step analysis process guided the data analysis. Member checking and methodological triangulation were used to validate the study data. The following 4 themes emerged from analyses of data collected: performance evaluation based on the level of customer satisfaction, performance evaluation based on compliance to regulations, performance evaluation based on control of project cost and schedule, and performance evaluation based on the strength of work relationships. Supervisors of business project managers should establish clear expectations of factors used to evaluate business project managers' work to improve project performance and avoid project failure. The implications for social change include the identification of strategies used to effectively evaluate the work of project managers that may assist in improving project performance and reducing project failure. These strategies could translate into improvements to local communities in which these projects are implemented.