Improving the Performance of Project & Facility Management Division with the Sustainability Balanced Scorecard

Abstract

Objectives: The Project & Facility Management Division of PT XYZ identified an issue as a gap between the cost budget plan and actual project execution, resulting in additional effort beyond the set limits. To address this issue, this study employs a Sustainability Balanced Scorecard (SBSC) approach based on the Analytical Hierarchy Process (AHP) and Plan-Do-Check-Act (PDCA).
Methodology: This research employs quantitative methods with AHP that used to determine the priority weights of SBSC perspectives and indicators to enhance division performance. Meanwhile, qualitative analysis is conducted through Focus Group Discussion and fishbone diagram analysis to identify root causes. The PDCA methodology is then implemented to monitor and improve the effectiveness of the applied strategies.
Findings: Evaluation of work programs that can be carried out in 2025 focuses on aspects of standardization, time management, process documentation, human resource development, and external management to support project success.
Conclusion: The study results indicate that the customer perspective holds the highest weight in SBSC (0.309), followed by the internal business process perspective (0.255), learning and growth (0.235), and financial (0.201). Several strategies are proposed to improve division performance, including digitizing the cost budgeting process, strengthening supply chain risk management, enhancing human resource capacity, and implementing a real-time evaluation system. This study contributes to improving operational efficiency and optimizing resource allocation within the company that aligned with SDG 16 (Peace, Justice, and Strong Institutions).