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.
關於作者：
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.
目錄：
PREFACE IX
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 CUSTOMERSTAKEHOLDER 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
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