Project management metrics, KPIs, and dashboards : a guide to measuring and monitoring project performance

Select an Action

Place Hold(s)
Add to My Lists
Email
Print

Title:

Personal Author:

Kerzner, Harold

Edition:

1st ed.

Publication Information:

Hoboken, N.J. : Wiley, 2011

Physical Description:

xi, 372 p. : ill. ; 23 cm.

ISBN:

9781118026526

Subject Term:

Project management

Project management -- Quality control

Performance standards

Work measurement

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010251619	HD69.P75 K492 2011	Open Access Book	Book	Searching... Unknown

Summary

Essential strategies from Harold Kerzner on measuring project management performance

The maze-like path of today's projects reflects a business environment that's growing in complexity. Factors influencing projects, such as new advancements in computer technology, an unpredictable economy, and the increase in stakeholder involvement make metrics and key performance indicators (KPI) for project management an important focus. Such measures are commonly used to help an organization define and evaluate how successful it is, typically, in terms of making progress towards its long-term organizational goals.

Project Management Metrics, KPIs, and Dashboards helps functional managers gain a thorough understanding of what metrics are and how they can be best implemented to gain traction in a fast-paced and diverse working atmosphere. With content aligned with PMI's PMBOK® Guide, this book offers extensive coverage on KPIs and how they may be monitored, using techniques such as business dashboards to assist in prescribing meaningful business strategies. After reading this book, functional managers will bolster their awareness of what good metrics management really entails--and be armed with the knowledge to measure performance more effectively.

This book begins with basic KPI principles, helping functional managers deal with such key issues as:

Successfully integrating KPIs and metrics into managing a project within a business strategy

Important business dashboard techniques used in monitoring performance

What is really important to different stakeholders in a project

Managing resistance to change

Next the book explores the key questions to ask before implementing a dashboard or reporting system. Some of these questions include:

What are your needs?

What is involved in integration?

What's involved in operations and maintenance?

What does the system cost?

How long will the system last?

Throughout the book, helpful illustrations clarify complex concepts and processes. These illustrations are also available as PowerPoint slides for course and seminar presentations.

Author Notes

Harold D. Kerzner, Ph.D., is Senior Executive Director at International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, published by Wiley.

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) is a global leader in training, consulting, coaching, and customized course development, with operating companies all over the world and clients in 200 countries. IIL's core competencies include: project, program, and portfolio management; business analysis; Microsoft® Project and Project Server; Lean Six Sigma; PRINCE2®; ITIL®; leadership; and interpersonal skills. Using their proprietary Many Methods of Learning, IIL delivers innovative, effective, and consistent training solutions through a variety of learning approaches, including Traditional Classroom, Virtual Classroom, simulation training, and interactive, on-demand learning. IIL is a PMI® Charter-Global Registered Education Provider, a member of PMI's Global Executive Council, an Accredited Training Organization for PRINCE2 and ITIL, a Microsoft Gold Certified Partner, and an IIBA® Endorsed Education Provider. Now in its twentieth year of doing business, IIL is proud to be the learning solutions provider of choice for many top global companies.

Preface IX
1 The Changing Landscape For Project Management	p. 1
1.0 Introduction	p. 1
1.1 Executive View Of Project Management	p. 2
1.2 Complex Projects	p. 4
Comparing Traditional and Nontraditional Projects	p. 5
Defining Complexity	p. 8
Tradeoffs	p. 9
Skill Set	p. 10
Governance	p. 10
Decision Making	p. 11
Fluid Methodologies	p. 11
1.3 Global Project Management	p. 12
1.4 Project Management Methodologies And Frameworks	p. 13
Light Methodologies	p. 16
Heavy Methodologies	p. 16
Frameworks	p. 16
1.5 The Need For Effective Governance	p. 19
1.6 Engagement Project Management	p. 20
1.7 Other Developments In Project Management	p. 22
1.8 A New Look At Defining Project Success	p. 23
Success Is Measured by the Triple Constraints	p. 23
Customer Satisfaction Must Be Considered As Well	p. 23
Other (or Secondary) Factors Must Be Considered As Well	p. 24
Success Must Include a Business Component	p. 24
Prioritization of Success Constraints May Be Necessary	p. 25
The Definition of Success Must Include a "Value" Component	p. 26
Multiple Components for Success	p. 27
The Future	p. 28
1.9 Conclusions	p. 28
2 The Driving Forces For Better Metrics	p. 29
2.0 Introduction	p. 29
2.1 Stakeholder Relations Management	p. 30
2.2 Project Audits And The Pmo	p. 40
2.3 Introduction To Scope Creep	p. 41
Defining Scope Creep	p. 42
Scope Creep Dependencies	p. 44
Causes of Scope Creep	p. 45
The Need for Business Knowledge	p. 46
The Business Side of Scope Creep	p. 47
2.4 Project Health Checks	p. 48
Understanding Project Health Checks	p. 49
Who Performs the Health Check?	p. 52
Life Cycle Phases	p. 52
2.5 Managing Distressed Projects	p. 53
"Root" Causes of Failure	p. 54
The Definition of Failure	p. 56
Early Warning Signs of Trouble	p. 56
Selecting the Recovery Project Manager (RPM)	p. 58
Recovery Life Cycle Phases	p. 59
The Understanding Phase	p. 59
The Audit Phase	p. 60
The Tradeoff Phase	p. 62
The Negotiation Phase	p. 64
The Restart Phase	p. 64
The Execution Phase	p. 65
3 Metrics	p. 67
3.0 Introduction	p. 67
3.1 Project Management Metrics: The Early Years	p. 67
3.2 Project Managment Metrics: Current View	p. 71
3.3 Understanding Metrics	p. 71
3.4 Causes For Lack Of Support For Metrics Management	p. 74
3.5 Characteristics Of A Metric	p. 75
3.6 Metric Catagories And Types	p. 77
3.7 Selecting The Metrics	p. 79
3.8 Metrics And Information Systems	p. 82
3.9 Critical Success Factors	p. 82
3.10 Metrics And The Pmo	p. 85
3.11 Churchill Downs Incorporated's Project Performance Measurement Approaches	p. 89
Toll Gates (Project Management-Related Progress And Performance Reporting)	p. 90
4 Key Performance Indicators	p. 97
4.0 Introduction	p. 97
4.1 The Need For Kpis	p. 98
4.2 Using The Kpis	p. 101
4.3 The Anatomy Of A Kpi	p. 102
4.4 Kpi Characteristics	p. 103
Accountability	p. 105
Empowered	p. 105
Timely	p. 105
Trigger Points	p. 105
Easy to Understand	p. 106
Accurate	p. 106
Relevant	p. 107
Seven Strategies for Selecting Relevant Key Performance Indicators	p. 107
Putting the R in KPI	p. 108
Take First Prize	p. 111
4.5 Catagories Of Kpis	p. 111
4.6 Kpi Selection	p. 112
4.7 Kpi Measurement	p. 117
4.8 Kpi Interdependencies	p. 119
4.9 Kpis And Training	p. 120
4.10 Kpi Targets	p. 121
4.11 Kpi Failures	p. 123
4.12 Brightpoint Consulting, Inc.-Dashboard Design: Key Performance Indicators And Metrics	p. 124
Introduction	p. 124
Metrics and Key Performance Indicators	p. 125
Scorecards, Dashboards, and Reports	p. 126
Gathering KPI and Metric Requirements for a Dashboard	p. 126
Interviewing Business Users	p. 127
Putting It All Together-The KPI Wheel	p. 128
Start Anywhere, but Go Everywhere	p. 129
Wheels Generate Other Wheels	p. 130
A Word about Gathering Requirements and Business Users	p. 131
Wrapping It All Up	p. 131
5 Value-Driven Project Management Metrics	p. 133
5.0 Introduction	p. 133
5.1 Value Over The Years	p. 135
5.2 Values And Leadership	p. 136
5.3 Combining Success And Value	p. 139
5.4 Recognizing The Need For Value Metrics	p. 142
5.5 The Need For Effective Measurement Techniques	p. 145
5.6 Customer/Stakeholder Impact On Value Metrics	p. 151
5.7 Customer Value Management (Cvm)	p. 152
5.8 The Relationship Between Project Management And Value	p. 155
5.9 Background To Metrics	p. 160
Redefining Success	p. 161
The Growth in the Use of Metrics	p. 163
5.10 Selecting The Right Metrics	p. 166
5.11 The Failure Of Traditional Metrics And Kpis	p. 170
5.12 The Need For Value Metrics	p. 170
5.13 Creating A Value Metric	p. 171
5.14 Industry Examples Of Value Metrics	p. 177
5.15 Use Of Crisis Dashboards For Out-Of-Range Value Attributes	p. 182
5.16 Establishing A Metrics Management Program	p. 183
5.17 Using Value Metrics For Forecasting	p. 185
5.18 Metrics And Job Decriptions	p. 187
5.19 Graphical Representation Of Metrics	p. 187
6 Dashboards	p. 197
6.0 Introduction	p. 197
6.1 Traffic Light Dashboard Reporting	p. 200
6.2 Dashboards And Scorecards	p. 201
Dashboards	p. 202
Scorecards	p. 202
Summary	p. 203
6.3 Benefits Of Dashboards	p. 205
6.4 Rules For Dashboards	p. 205
6.5 Bitwork, Inc.: Ten Questions To Ask Before Implementing A Dashboard Or Reporting System	p. 206
1 What Are Your Needs?	p. 206
2 What Do You Have in Place Already?	p. 206
3 What Is Involved in Integration?	p. 206
4 How Long Does Installation Take?	p. 207
5 How Easy Is the System to Use?	p. 207
6 Who Will Use the System?	p. 207
7 Can You Get Customizations?	p. 208
8 What's Involved in Operations and Maintenance?	p. 208
9 What Does the System Cost?	p. 208
10 How Long Will It Last?	p. 209
6.6 Brightpoint Consulting, Inc.: Designing Executive Dashboards	p. 209
Introduction	p. 209
Dashboard Design Goals	p. 210
Defining Key Performance Indicators	p. 210
Defining Supporting Analytics	p. 210
Choosing the Correct KPI Visualization Components	p. 211
Supporting Analytics	p. 213
Validating Your Design	p. 217
6.7 All That Glitters Is Not Gold	p. 218
6.8 Dashboard Design Tips	p. 239
6.9 Pureshare, Inc.	p. 240
PureShare White Paper #1: Metric Dashboard Design	p. 241
White Paper #2 Pro-Active Metrics Management	p. 252
6.10 Logixml, Inc.: Dashboard Best Practices	p. 262
Executive Summary	p. 262
Introduction-What's New about Dashboards?	p. 263
How Modern Is the Modern Dashboard?	p. 264
The Dashboard versus the Spreadsheet	p. 264
Designing the Dashboard	p. 266
The Business-Driven Dashboard	p. 267
The Implications for the IT Provider	p. 268
Implementing the Dashboard	p. 268
Organizational Challenges	p. 269
Common Pitfalls	p. 270
Justifying the Dashboard	p. 271
Return on Investment	p. 271
Ensuring Service Level Agreements	p. 272
Conclusion	p. 272
6.11 A Simple Template	p. 273
6.12 Summary And Conclusions	p. 273
The Importance of Design to Information Dashboards	p. 273
The Rules for Color Usage on Your Dashboard	p. 276
The Rules for Graphic Design of Your Dashboard	p. 278
The Rules for Placing the Dashboard in Front of Your Users-The Key to User Adoption	p. 279
The Rules for Accuracy of Information on Your Dashboard	p. 280
7 Dashboard Applications	p. 281
7.0 Introduction	p. 281
7.1 Dashboards In Action: Ventyx, An Abb Company	p. 281
7.2 Dashboards In Action: Johnson Controls, Inc.	p. 282
7.3 Dashboards In Action: Computer Associates, Inc.	p. 288
Introduction	p. 288
Project Operational Alert Dashboard	p. 290
Project Operational Alerts Drill Down	p. 292
Project Listing Dashboard	p. 292
Resource Planning Dashboard	p. 295
Resource Planning Drill Down	p. 295
7.4 Dashboards In Action: Piematrix, Inc.	p. 295
PIEmatrix Overview	p. 298
PIEmatrix Executive Dashboard	p. 299
Executive Dashboard and To Do-Where Does All This Data Come From?	p. 310
Project-Governing and Executing the Project in a Visual and Friendly Way	p. 313
Project-Planning the Project	p. 316
Project-Breaking Down Silos	p. 324
Authoring-Where the Best Practice Content Comes From	p. 324
From Authoring Back to the Executive Dashboard	p. 328
7.5 Dashboards In Action: International Institute For Learning	p. 329
7.6 Dashboards In Action: Westfield Insurance	p. 329
7.7 Dashboards In Action: Mahindra Satyam	p. 333
8 Measurement-Driven Project Management	p. 339
8.0 Introduction	p. 339
8.1 Measurement Concepts	p. 340
If It Matters, It Is Detectable	p. 340
If It Is Detectable, It Can Be Measured	p. 340
If It Can Be Measured, It Can Be Managed	p. 340
It Has Probably Been Done Before	p. 341
There Is More Available Data Than You Think	p. 341
You Don't Need As Much Data As You Think	p. 341
What Gets Measured, Gets Done	p. 341
You Have to Think Differently Than Most People	p. 342
8.2 Definitions	p. 342
Information Requirement	p. 342
Entity	p. 342
Attribute	p. 342
Process	p. 342
Measurement	p. 343
Uncertainty	p. 343
Accuracy	p. 345
Precision	p. 345
Measure	p. 345
Indicator	p. 345
Information Solution	p. 345
8.3 Measurement Process	p. 346
Preliminary Research	p. 346
Case Study: Customer Loyalty Project	p. 346
Identify Information Requirements	p. 347
Case Study: Customer Loyalty Project	p. 349
Analyze Information Requirements	p. 351
Case Study: Customer Loyalty Project	p. 352
Case Study: Customer Loyalty Project	p. 353
Create Indicator	p. 353
Case Study: Customer Loyalty Project	p. 354
Integrate Measurement into Project Processes	p. 363
8.4 Additional Information On Measurement Categories	p. 365
8.5 Final Comments	p. 366
Index	p. 367

Available:*

On Order

Summary

Summary

Author Notes

Table of Contents