Project Management Metrics, KPIs, and Dashboards : A Guide to Measuring and Monitoring Project Performance.
Title:
Project Management Metrics, KPIs, and Dashboards : A Guide to Measuring and Monitoring Project Performance.
Author:
Kerzner, Harold R.
ISBN:
9781118084755
Personal Author:
Edition:
1st ed.
Physical Description:
1 online resource (384 pages)
Contents:
Project Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance -- Contents -- Preface -- 1: The Changing Landscape for Project Management -- 1.0: Introduction -- 1.1: Executive View of Project Management -- 1.2: Complex Projects -- Comparing Traditional and Nontraditional Projects -- Defining Complexity -- Tradeoffs -- Skill Set -- Governance -- Decision Making -- Fluid Methodologies -- 1.3: Global Project Management -- 1.4: Project Management Methodologies and Frameworks -- Light Methodologies -- Heavy Methodologies -- Frameworks -- 1.5: The Need for Effective Governance -- 1.6: Engagement Project Management -- 1.7: Other Developments in Project Management -- 1.8: A New Look At Defining Project Success -- Success Is Measured by the Triple Constraints -- Customer Satisfaction Must Be Considered As Well -- Other (or Secondary) Factors Must Be Considered As Well -- Success Must Include a Business Component -- Prioritization of Success Constraints May Be Necessary -- The Definition of Success Must Include a "Value" Component -- Multiple Components for Success -- The Future -- 1.9: Conclusions -- 2: The Driving Forces for Better Metrics -- 2.0: Introduction -- 2.1: Stakeholder Relations Management -- 2.2: Project Audits and the PMO -- 2.3: Introduction to Scope Creep -- Defining Scope Creep -- Scope Creep Dependencies -- Causes of Scope Creep -- The Need for Business Knowledge -- The Business Side of Scope Creep -- 2.4: Project Health Checks -- Understanding Project Health Checks -- Who Performs the Health Check? -- Life Cycle Phases -- 2.5: Managing Distressed Projects -- "Root" Causes of Failure -- The Definition of Failure -- Early Warning Signs of Trouble -- Selecting the Recovery Project Manager (RPM) -- Recovery Life Cycle Phases -- The Understanding Phase -- The Audit Phase -- The Tradeoff Phase.
The Negotiation Phase -- The Restart Phase -- The Execution Phase -- 3: Metrics -- 3.0: Introduction -- 3.1: Project Management Metrics: The Early Years -- 3.2: Project Managment Metrics: Current View -- 3.3: Understanding Metrics -- 3.4: Causes for Lack of Support for Metrics Management -- 3.5: Characteristics of A Metric -- 3.6: Metric Catagories and Types -- 3.7: Selecting the Metrics -- 3.8: Metrics and Information Systems -- 3.9: Critical Success Factors -- 3.10: Metrics and the PMO -- 3.11: Churchill Downs Incorporated's Project Performance Measurement Approaches -- Toll Gates (Project Management-Related Progress and Performance Reporting) -- 4: Key Performance Indicators -- 4.0: Introduction -- 4.1: The Need for KPIs -- 4.2: Using the KPIs -- 4.3: The Anatomy of a KPI -- 4.4: KPI Characteristics -- Accountability -- Empowered -- Timely -- Trigger Points -- Easy to Understand -- Accurate -- Relevant -- Seven Strategies for Selecting Relevant Key Performance Indicators -- Putting the R in KPI -- Take First Prize -- 4.5: Catagories of KPIs -- 4.6: KPI Selection -- 4.7: KPI Measurement -- 4.8: KPI Interdependencies -- 4.9: KPIs and Training -- 4.10: KPI Targets -- 4.11: KPI Failures -- 4.12: Brightpoint Consulting, Inc.-Dashboard design: Key Performance Indicators and Metrics -- Introduction -- Metrics and Key Performance Indicators -- Scorecards, Dashboards, and Reports -- Gathering KPI and Metric Requirements for a Dashboard -- Interviewing Business Users -- Putting It All Together-The KPI Wheel -- Start Anywhere, but Go Everywhere -- Wheels Generate Other Wheels -- A Word about Gathering Requirements and Business Users -- Wrapping It All Up -- 5: Value-Driven Project Management Metrics -- 5.0: Introduction -- 5.1: Value over the Years -- 5.2: Values and Leadership -- 5.3: Combining Success and Value.
5.4: Recognizing the Need for Value Metrics -- 5.5: The Need for Effective Measurement Techniques -- 5.6: Customer/Stakeholder Impact on Value Metrics -- 5.7: Customer Value Management (CVM) -- 5.8: The Relationship between Project Management and Value -- 5.9: Background to Metrics -- Redefining Success -- The Growth in the Use of Metrics -- 5.10: Selecting the Right Metrics -- 5.11: The Failure of Traditional Metrics and KPIs -- 5.12: The Need for Value Metrics -- 5.13: Creating a Value Metric -- 5.14: Industry Examples of Value Metrics -- 5.15: Use of Crisis Dashboards for Out-Of-Range Value Attributes -- 5.16: Establishing a Metrics Management Program -- 5.17: Using Value Metrics for Forecasting -- 5.18: Metrics and Job Decriptions -- 5.19: Graphical Representation of Metrics -- 6: Dashboards -- 6.0: Introduction -- 6.1: Traffic Light Dashboard Reporting -- 6.2: Dashboards and Scorecards -- Dashboards -- Scorecards -- Summary -- 6.3: Benefits of Dashboards -- 6.4: Rules for Dashboards -- 6.5: Bitwork, Inc.: Ten Questions to Ask Before Implementing a Dashboard or Reporting System -- 1. What Are Your Needs? -- 2. What Do You Have in Place Already? -- 3. What Is Involved in Integration? -- 4. How Long Does Installation Take? -- 5. How Easy Is the System to Use? -- 6. Who Will Use the System? -- 7. Can You Get Customizations? -- 8. What's Involved in Operations and Maintenance? -- 9. What Does the System Cost? -- 10. How Long Will It Last? -- 6.6: Brightpoint Consulting, Inc.: Designing Executive Dashboards -- Introduction -- Dashboard Design Goals -- Defining Key Performance Indicators -- Defining Supporting Analytics -- Choosing the Correct KPI Visualization Components -- Supporting Analytics -- Validating Your Design -- 6.7: All That Glitters Is Not Gold -- 6.8: Dashboard Design Tips -- 6.9: Pureshare, Inc.
PureShare White Paper #1: Metric Dashboard Design -- White Paper #2 Pro-Active Metrics Management -- 6.10: LOGIXML, Inc.: Dashboard Best Practices -- Executive Summary -- Introduction-What's New about Dashboards? -- How Modern Is the Modern Dashboard? -- The Dashboard versus the Spreadsheet -- Designing the Dashboard -- The Business-Driven Dashboard -- The Implications for the IT Provider -- Implementing the Dashboard -- Organizational Challenges -- Common Pitfalls -- Justifying the Dashboard -- Return on Investment -- Ensuring Service Level Agreements -- Conclusion -- 6.11: A Simple Template -- 6.12: Summary and Conclusions -- The Importance of Design to Information Dashboards -- The Rules for Color Usage on Your Dashboard -- The Rules for Graphic Design of Your Dashboard -- The Rules for Placing the Dashboard in Front of Your Users-The Key to User Adoption -- The Rules for Accuracy of Information on Your Dashboard -- 7: Dashboard Applications -- 7.0: Introduction -- 7.1: Dashboards In Action: Ventyx, an ABB Company -- 7.2: Dashboards In Action: Johnson Controls, Inc. -- 7.3: Dashboards In Action: Computer Associates, Inc. -- Introduction -- Project Operational Alert Dashboard -- Project Operational Alerts Drill Down -- Project Listing Dashboard -- Resource Planning Dashboard -- Resource Planning Drill Down -- 7.4: Dashboards In Action: PIEmatrix, Inc. -- PIEmatrix Overview -- PIEmatrix Executive Dashboard -- Executive Dashboard and To Do-Where Does All This Data Come From? -- Project-Governing and Executing the Project in a Visual and Friendly Way -- Project-Planning the Project -- Project-Breaking Down Silos -- Authoring-Where the Best Practice Content Comes From -- From Authoring Back to the Executive Dashboard -- 7.5: Dashboards In Action: International Institute for Learning -- 7.6: Dashboards In Action: Westfield Insurance.
7.7: Dashboards In Action: Mahindra Satyam -- 8: Measurement-Driven Project Management -- 8.0: Introduction -- 8.1: Measurement Concepts -- If It Matters, It Is Detectable -- If It Is Detectable, It Can Be Measured -- If It Can Be Measured, It Can Be Managed -- It Has Probably Been Done Before -- There Is More Available Data Than You Think -- You Don't Need As Much Data As You Think -- What Gets Measured, Gets Done -- You Have to Think Differently Than Most People -- 8.2: Definitions -- Information Requirement -- Entity -- Attribute -- Process -- Measurement -- Uncertainty -- Accuracy -- Precision -- Measure -- Indicator -- Information Solution -- 8.3: Measurement Process -- Preliminary Research -- Case Study: Customer Loyalty Project -- Identify Information Requirements -- Case Study: Customer Loyalty Project -- Analyze Information Requirements -- Case Study: Customer Loyalty Project -- Case Study: Customer Loyalty Project -- Create Indicator -- Case Study: Customer Loyalty Project -- Integrate Measurement into Project Processes -- 8.4: Additional Information on Measurement Categories -- 8.5: Final Comments -- Index.
Abstract:
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.
Local Note:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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Electronic Access:
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