The existence of a professional construction management agency has already accepted in the construction business in Indonesia. The outcome of the services has expected to improve overall project success. In the aim to obtain a more comprehensive figure of performances both from a financial and non-financial point of view, the PMBOK knowledge area is proposed to be tailored into a balanced scorecard based performance measurement. The foundation of the strategic map is ‘learning or growth’ perspective, where improvement is necessary to increase the organization's internal ‘business process’ perspective. Review of existing literature shows that construction project team's achievement generally measured by scope, cost, schedule, and quality performance, initially contributed by human resource management and advances. As the result of the study, human resource management shall comprise of competence, the role of project manager, recognition and reward, facility, and lesson learned. Advances shall include technology, building information modeling, modern method of construction, and emerging management technique. Furthermore, analysis of the relations between those elements is important for the agency's scoreboard model development.

印度尼西亚的建筑业已经接受了专业的建筑管理机构的存在。服务的成果有望提高整体项目的成功率。为了从财务和非财务角度获得更全面的绩效数字，建议将PMBOK知识领域定制为基于平衡计分卡的绩效评估。战略图的基础是“学习或增长”的观点，需要进行改进以增强组织内部的“业务流程”的观点。对现有文献的回顾表明，建设项目团队的成就通常由范围，成本，进度和质量绩效来衡量，最初是由人力资源管理和进步贡献的。研究的结果 人力资源管理应包括能力，项目经理的角色，表彰和奖励，设施和经验教训。进步包括技术，建筑信息模型，现代建筑方法和新兴管理技术。此外，分析这些元素之间的关系对于该机构的计分板模型的发展很重要。