Project management metrics, KPIs, and dashboards : a guide to measuring and monitoring project performance / Harold Kerzner.

Format:

Book

Author/Creator:

Kerzner, Harold, author.

Language:

English

Subjects (All):

Project management.

Project management--Quality control.

Performance standards.

Work measurement.

Physical Description:

1 online resource (450 pages)

Edition:

Fourth edition.

Place of Publication:

Hoboken, New Jersey : John Wiley & Sons, Incorporated, [2022]

Summary:

"For more than 50 years, project management has been in use but perhaps not on a worldwide basis. What differentiated companies in the early years was whether they used project management or not, not how well they used it. Today, almost every company uses project management, and the differentiation is whether they are simply good at project management or whether they truly excel at project management. The difference between using project management and being good at it is relatively small, and most companies can become good at project management in a relatively short time, especially if they have executive-level support. A well-organized project management office (PMO) can also accelerate the maturation process. The difference, however, between being good and excelling at project management is quite large. One of the critical differences is that excellence in project management on a continuous basis requires more metrics than just time and cost. The success of a project cannot be determined just from the time and cost metrics, yet many companies persist in the belief that this is possible. The growth of project management applications to nontraditional projects such as those involving strategic issues, innovation, and long-term business investment opportunities have forced companies to rethink how project management can be better utilized. Companies have come to the realization that they must excel at project management rather than just being good at it. This requires the use of flexible"-- Provided by publisher.

Contents:

Intro

PROJECT MANAGEMENT METRICS, KPIs, AND DASHBOARDS

CONTENTS

PREFACE

ABOUT THE COMPANION WEBSITE

1 THE CHANGING LANDSCAPE OF PROJECT MANAGEMENT

CHAPTER OVERVIEW

1.0 INTRODUCTION

1.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT

1.2 COMPLEX PROJECTS

Comparing Traditional and Nontraditional Projects

Defining Complexity

Trade-offs

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 CUSTOMER RELATIONS MANAGEMENT

1.8 OTHER DEVELOPMENTS IN PROJECT MANAGEMENT

1.9 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

1.10 THE GROWTH OF PAPERLESS PROJECT MANAGEMENT

1.11 PROJECT MANAGEMENT MATURITY AND METRICS

1.12 PROJECT MANAGEMENT BENCHMARKING AND METRICS

Best Practice versus Proven Practice

Benchmarking Methodologies

Benchmarking Costs

Types of Benchmarking

Benchmarking Code of Conduct

Benchmarking Mistakes

Points to Remember

1.13 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

Need for Business Knowledge

Business Side of Scope Creep.

Ways to Minimize 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

Definition of Failure

Early Warning Signs of Trouble

Selecting the Recovery Project Manager

Recovery Life Cycle Phases

3 METRICS

3.0 INTRODUCTION

3.1 PROJECT MANAGEMENT METRICS: THE EARLY YEARS

The Project

Timeline

3.2 PROJECT MANAGEMENT METRICS: CURRENT VIEW

Metrics and Small Companies

3.3 METRICS MANAGEMENT MYTHS

3.4 SELLING EXECUTIVES ON A METRICS MANAGEMENT PROGRAM

3.5 UNDERSTANDING METRICS

3.6 CAUSES FOR LACK OF SUPPORT FOR METRICS MANAGEMENT

3.7 USING METRICS IN EMPLOYEE PERFORMANCE REVIEWS

3.8 CHARACTERISTICS OF A METRIC

3.9 METRIC CATEGORIES AND TYPES

3.10 SELECTING THE METRICS

3.11 SELECTING A METRIC/KPI OWNER

3.12 METRICS AND INFORMATION SYSTEMS

3.13 CRITICAL SUCCESS FACTORS

3.14 METRICS AND THE PMO

3.15 METRICS AND PROJECT OVERSIGHT/GOVERNANCE

3.16 METRICS TRAPS

3.17 PROMOTING THE METRICS

3.18 CHURCHILL DOWNS INCORPORATED'S PROJECT PERFORMANCE MEASUREMENT APPROACHES

Toll Gates (Project Management-Related Progress and Performance Reporting)

Quad Sections

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

4.5 CATEGORIES 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 UNDERSTANDING STRETCH TARGETS

4.12 KPI FAILURES

4.13 KPIS AND INTELLECTUAL CAPITAL

4.14 KPI BAD HABITS.

KPI Bad Habits Causing Your Performance Measurement Struggles

4.15 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-BASED PROJECT MANAGEMENT METRICS

5.0 INTRODUCTION

5.1 VALUE OVER THE YEARS

5.2 VALUES AND LEADERSHIP

Project Manager

Team Members

Organization

Stakeholders

5.3 COMBINING SUCCESS AND VALUE

Internal Success

Financial Success

Future Success

Customer-related Success

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

5.8 THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND VALUE

5.9 BACKGROUND OF METRICS

Redefining Success

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 PRESENTING THE VALUE METRIC IN A DASHBOARD

5.15 INDUSTRY EXAMPLES OF VALUE METRICS

Aerospace and Defense: Company 1

Aerospace and Defense: Company 2

Capital Projects: Company 2

IT Consulting (External Clients): Company 1 (No Percentages Provided)

IT Consulting (External Clients): Company 2

IT Consulting (External Clients): Company 3

IT Consulting (External Clients): Company 4

IT Consulting (External Clients): Company 5

IT Consulting (External Clients): Company 6.

IT Consulting (Internal): Company 1

Software Development: (Internal) (No Percentages Provided)

Telecommunications: Company 1

Telecommunications: Company 2 (No Percentages Provided)

New Product Development

Automotive Suppliers

Global Consulting: Company 1 (Not Industry Specific and No Weights)

Global Consulting: Company 2 (Not Industry specific and No Weights)

5.16 USE OF CRISIS DASHBOARDS FOR OUT-OFRANGE VALUE ATTRIBUTES

5.17 ESTABLISHING A METRICS MANAGEMENT PROGRAM

5.18 USING VALUE METRICS FOR FORECASTING

5.19 METRICS AND JOB DESCRIPTIONS

5.20 GRAPHICAL REPRESENTATION OF METRICS

5.21 CREATING A PROJECT VALUE BASELINE

The Performance Measurement Baseline

Project Value Management

The Value Management Baseline

Selecting the Value Baseline Attributes

Overachievement Trends

Risks of Overachievement

6 DASHBOARDS

6.0 INTRODUCTION

6.1 DOES EVERYONE KNOW WHAT A DASHBOARD REALLY IS?

Dashboards!

Dashboard Design

Guided Analysis

Data Exploration

More

Not a Dashboard

Conclusion

6.2 HOW WE PROCESS DASHBOARD INFORMATION

6.3 DASHBOARD CORE ATTRIBUTES

6.4 THE MEANING OF INFORMATION

6.5 TRAFFIC LIGHT DASHBOARD REPORTING

6.6 DASHBOARDS AND SCORECARDS

Dashboards

Scorecards

Summary

6.7 CREATING A DASHBOARD IS A LOT LIKE ONLINE DATING

Finding Out the Needs of the Stakeholders

Making a Connection

Choosing Your Key Performance Indicators

Selecting Your Visuals

Building on the Momentum

Maintenance

6.8 BENEFITS OF DASHBOARDS

6.9 IS YOUR BI TOOL FLEXIBLE ENOUGH?

A Flexible BI Tool-What Does It Mean and Why Does It Matter?

Why Is Flexibility So Important?

Stay up to Speed with Your Changing Business Needs

Be Independent (with Fewer Tools and Users Involved to Get Your Job Done)

Adapt to Each and Every User.

Be Ready for the Unknown

6.10 FOUR EASY STEPS TO IMPLEMENTING A SUCCESSFUL BUSINESS INTELLIGENCE SOLUTION

Step 1: Understand the Business Needs

Step 2: Keep It SMART

Step 3: Determine Your Deliverables

Step 4: To the Drawing Board

Closing Comments

6.11 RULES FOR DASHBOARDS

6.12 THE SEVEN DEADLY SINS OF DASHBOARD DESIGN AND WHY THEY SHOULD BE AVOIDED

Deadly Sin #1: Off the Page, Out of Mind

Deadly Sin #2: And This Means … What?

Deadly Sin #3: Right Data, Wrong Chart

Deadly Sin #4: Not Making the Right Arrangements

Deadly Sin #5: A Lack of Emphasis

Deadly Sin #6: Debilitating Detail

Deadly Sin #7: Not Crunching the Numbers

6.13 BRIGHTPOINT CONSULTING, INC.: DESIGNING EXECUTIVE DASHBOARDS

Dashboard Design Goals

Defining Key Performance Indicators

Defining Supporting Analytics

Choosing the Correct KPI Visualization Components

Supporting Analytics

A Word about Labeling Your Charts and Graphs

Putting It All Together: Using Size, Contrast, and Position

Validating Your Design

6.14 ALL THAT GLITTERS IS NOT GOLD

6.15 USING EMOTICONS

6.16 MISLEADING INDICATORS

6.17 AGILE AND SCRUM METRICS

Introduction: Agile Overview

Agile Metrics

General Agile Metrics

Scrum Metrics

Other Sprint Charts

Iteration Metrics

Scaled Agile Metrics

Lean Kanban Metrics

6.18 DATA WAREHOUSES

The Growth of Business Intelligence Systems

Big Data

6.19 DASHBOARD DESIGN TIPS

Colors

Fonts and Font Size

Use Screen Real Estate

Component Placement

6.20 TEAMQUEST CORPORATION

White Paper #1: Metric Dashboard Design

White Paper #2: Proactive Metrics Management

6.21 A SIMPLE TEMPLATE

6.22 SUMMARY OF DASHBOARD DESIGN REQUIREMENTS

The Importance of Design to Information Dashboards.

The Rules for Color Usage on Your Dashboard.

Notes:

Description based on print version record.

Includes bibliographical references and index.

Revised edition of the author's Project management metrics, KPIs, and dashboards, [2017].

ISBN:

9781119851592

1119851599

9781119851578

1119851572

OCLC:

1294399998