368 INDEX. at Mahindra Satyam, 333,

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1 Project Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance by Harold Kerzner Copyright 2011 John Wiley & Sons, Inc. INDEX Accountability, KPI, 105 Accuracy, , 219, 280, 345 Achievement, measurement and, Actionable (term), 112, 210 Ad hoc dashboards, 288 Aerospace and defense industry, Affinity Diagramming, Agreements, with stakeholders, 31, 35, Alert icons, 211 Alexander, Jack, 135 American Productivity and Quality Center (APQC), 152 Animation, on dashboards, 251 Area charts, 215, 219, 220 Artwork, for dashboards, , 226, Assumptions, metrics for, 192, 193 Attributes: defined, 342 value, , , 194 Audits, 40 41, Audit phase (recovery life cycle), Auto industry, 181 Availability, of metrics management systems, 256 Bacon, Sir Francis, 271 Balanced Scorecard, 71, 111, 197 Balancing Individual and Organizational Values (Ken Hultman and Bill Gellerman), 136, 137 Bansal, Manish, 239n.10 Bar charts, , Benefits at completion (metric), Best practices: classification of, 87, 88 dashboard design, 244 graphing, 193, 194 in PIEmatrix application, 324, BI (business intelligence) systems, 253 Bitwork, Inc., Boundary, scope, Boundary boxes, 121, 122, , Bower, Paul, 282 BrightPoint Consulting, Inc., Budget, success and, 143 Buffett, Warren, 26, 117, 144 Business-based metrics, 76 78, Business Dashboards (Rasmussen, Chen, and Bansal), 239n.10 Business intelligence (BI) systems, 253 Business objectives, Business requirements, dashboard, 267 Business rhythms, 109 Business strategy, CA Clarity PPM, 288, 290 Calculated level of attention (CLOA), 183 Cattey, Bill, 84 Certification boards, 3 Chaos Report, ix Charvat, Jason, 13, 16 Chen, Claire Y., 239n.10 Churchill Downs Incorporated, CLOA (calculated level of attention), 183 Collaboration view, in PIEmatrix, 307, 308 Colors, for dashboards, 219, , , Communication, 35, 38 40, 108, 299 Communications Matrix, Compensation alignment, Competing constraints, 27, 161, 162 Competitive Advantage (Michael Porter), 170 Completion project, 189, 199 Complexity, defining, 8 9 Complexity factor, project, Complex projects, 4 11, Concentric circle charts, 235, 236 Confidence intervals, Consistency, in dashboard design, Constraints: competing, 27, 161, 162 graphing metric for, 191, 193 prioritization of, triple, 9 10, 23, 27, 62, Consulting companies, Context, for dashboard metrics, Contrast, in dashboard design, 216 Convergent Computing, 84 Core project health metrics, Cost: of dashboard, graphing metrics for, Cost Performance Index (CPI), Cost/Schedule Control Systems, 69 Crisis dashboards, Critical success factors (CSFs), 82 85, 102, CRM (customer relations management), Culture, of stakeholders, 32 Customer Delight Index, 122 Customer Loyalty indicator, Customer-related success, 139, 142 Customer-related value metrics, 170 Customer relations management (CRM), Customer satisfaction, 19, 23 24, Customer Satisfaction Management, 19 Customer value management (CVM): goals and creation of, quality and customer value initiatives, Customization, dashboard,

2 368 INDEX Dashboards, See also Dashboard design(s) benefits of, 205 best practices for, crisis, defined, 126, 199 effective, and empowerment of employees, 105 metrics management with, questions before implementing, rules for, 205 scorecards vs., templates for, toll gate, 92, 95 traffic light dashboard reporting, Dashboard applications, at International Institute for Learning, at Johnson Controls, Inc., 282, 288, 289 at Mahindra Satyam, 333, at PIEmatrix, Inc., 295, at Ventyx, an ABB Company, at Westfield Insurance, 329, Dashboard Best Practices (Gabriel Fuchs), Dashboard contents: at Computer Associates, Inc., 288, at PIEmatrix, 295, Dashboard Democracy (Mark Leon), 197, 198 Dashboard design(s): Inc., executive, Gabriel Fuchs on, at International Institute for Learning, layout tips, PureShare, Inc. on, questions before implementing, requirements, rules for, at Ventyx, an ABB Company, at Westfield Insurance, Dashboard Design (Tom Gonzalez), 124n.13 Dashboard usage, 281 at Computer Associates, Inc., 288, at Johnson Controls, 282, 288 at Mahindra Satyam, 333, at Westfield Insurance, 329, Data: for dashboards, 243, 248 for measurements, 341 for PIEmatrix application, Data analysis, 364 Data collection, Data mining, 155 Data storage, 364 Debriefing pyramid, 86 Decision making, in complex projects, 11 Defect Density indicator, Deliverable Progress indicator, Department of Defense, 47 Dependencies, scope creep and, 44 Deployment, of metrics management system, Descartes, Rene, 266 Detail: on dashboards, in PIEmatrix application, 301, Detection, measurement and, 340 Dimensions, of metrics, 125 Directional KPIs, 112 Disneyland, 25, 161 Disney World, 25, 161 Displays, dashboard, 248 Distressed projects, causes of failure, definition of failure, 56 early warning signs of trouble, recovery life cycle phases, selecting Recovery Project Managers, Domain of control, KPI, 110 Doyle, Sir Arthur Conan, 272 Drill-downs, 251, 301, 306 Early warning signs, for distressed projects, Earned Value Measurement System (EVMS), 49, 69 71, 187 Ease of use, dashboard, 207 Eckerson, Wayne, 98, 104, Eckerson s Twelve Characteristics of KPIs, EDS (Electronic Data Systems), 2 Einstein, Albert, 65 Electronic data collection, Electronic Data Systems (EDS), 2 Empowerment, of employees, 105 Engagement project management, 20 21, Enterprise project management (EPM), 7, 59, 187 Entity, 342 ESI (Executive Information Systems), 262, 264 Ethnography, 109 EVMS, see Earned Value Measurement System Execution phase (recovery life cycle), 65 Executives, view of project management, 2 4 Executive dashboards: Inc., at PIEmatrix, 295, , 313, Executive Information Systems (ESI), 262, 264 External personnel, project health checks by, 52 Facilitated workshops, 348 Failure: of KPIs, , 170 in metrics management, 74 project, 54 56, 85 of project management methodologies, in stakeholder relations management, 40 of traditional metrics, 170 Few, Stephen, Financial KPIs, 112 Financial success, 139, 141, 142 Financial value metrics, 147 Flexibility, of metrics management system, Fluidity, of project management methodologies, 11 Follow up, on KPIs, 111 Forecasting, with value-based metrics, Frameworks, Fuchs, Gabriel, Future success, 139, 141, 142 Gantt timelines, 301, 305, 316, , 323 Gap analysis, 110 Gate Timeliness, 288, 289 Gauges, on dashboards, , 223, 225 Gellerman, Bill, 136, 137 Global project management, Goal-based thinking, 344 Gonzalez, Tom, 124n.13 Governance, 10 11, 19 20, 190, 192 Grain, of metrics, 125 Graphical representations, of value-based metrics,

3 INDEX 369 Graphic design, of dashboards, Group displays, dashboard, A Guide to the Project Management Body of Knowledge (Project Management Institute), 365 Hard value metrics, Head, Owen, Health, project, 48 53, Heavy methodologies, 16 Hewlett-Packard (HP), 2 How Do You Spell KPI? (Aaron Hursman), Hubbard, Douglas, 72 73, 80, 118, 124 Hultman, Ken, 136, 137 Hursman, Aaron, IBM, 2 Icons, dashboard, , 226 Identification, of stakeholders, IIL (International Institute for Learning), Implementation, dashboard, Indicators, 345, Infographics, 163 Information flow, 35, Information requirements: analyzing, defined, 342 identifying, Information solutions, 345, 346 Information systems, 82 Installation, dashboard, Integration, dashboard, Interconnections, in PIEmatrix application, Interdependencies, of KPIs, Internal personnel, project health checks by, 52 Internal success, 139, 141, 142 International Institute for Learning (IIL), Interviews: about dashboard requirements, , 131 in audit phase of recovery life cycle, Issue states, in PIEmatrix, 301, 303 IT consulting industry, IT project surveys, IT providers, dashboard design by, 268 Job descriptions, 187 Johnson Controls, Inc., 282, 288, 289 Kaplan, Robert S., 197 Key performance indicators (KPIs), Inc., categories of, characteristics of, CSFs vs., 85 on dashboards, , 210, 243 defined, , 125 failure of, , 170 interdependencies of, measurement of, , 146 and metrics, 76, 79, 99 number of, purposes and use of, 101 selecting, , targets, and training, 120 Knowledge Areas, measures of, KPIs, see Key performance indicators KPI owners, 116 KPI Wheel, Labels, in dashboard design, 215, 249 Labor metrics, graphing, Lagging indicators, 112 Launching projects, in PIEmatrix, 313, 314 Leadership, Leading indicators, 98 99, 112 Lee, Hubert, Leon, Mark, 197, 198 Life cycle phases (project health checks), Lifetime, dashboard, 209 Light methodologies, 16 Line charts, 214, 215, Lists, 215 LogiXML, Inc., Loyalty, customer, 153, Mahindra Satyam (company), 122, 333, Maintenance, dashboard, 208 Manual data collection, Maslow, Abraham, 263 Measures: defined, 125, 345 predefined and well-formed, Measurement: categories of, concepts of, defined, 343 integration of, of KPIs, with value-based metrics, Measurement-driven project management, definitions for, measurement categories, measurement concepts, measurement process, Measurement process, analyzing information requirements, creating indicators, identifying information requirements, integrating measurements in processes, preliminary research, Methodologies: for complex projects, 11 and definition of success, 143 project management, value measurement, 150, 187 Metrics, See also Valuebased metrics Inc., categories and types of, characteristics of, at Churchill Downs Incorporated, critical success factors, current view, 71 for dashboards, defined, 71 72, 125 failure of, 170 historical views, and information systems, 82 and KPIs, 76, 79, 99 metrics management, See also Metrics management and PMO responsibilities, selecting, 79 82, Metric Dashboard Design (PureShare, Inc.), 240n.1, Metric-driven project management, 71, 72 Metric/KPI library, 273 Metrics management, benefits of, with dashboards, for distressed projects, project audits, project health checks, 48 53

4 370 INDEX Metrics management (Continued) and scope creep, and stakeholder relations management, support for, value-based metrics in, Millhollan, Chuck, 89 Mouse-overs, 249 Navigation, dashboard, 245 Needs evaluation, for dashboards, Negotiation phase (recovery life cycle), 64 New measurements, 341 Noise, on dashboards, 251, 252 Nontraditional projects, 5 8. See also Complex projects Norton, David P., 197 Numeric scales, 316 O Donnell, Larry, 108 Operational dashboards, 203, 204 Operations, dashboard, 208 Organization, dashboard, 245, 269 Out-of-range value attributes, Parameter-based views, Pareto principle, 103 Parmenter, David, 102, 103 Performance dashboards, 105 Performance indicators (PIs), 102, 103 Performance measurements, project, Phase milestones, in PIEmatrix, 301, 302 PIs (performance indicators), 102, 103 Pie charts, 213 PIEmatrix (application): To Do list page, executive dashboards, 295, , 313, overview, Portfolio Metrics page, 307, portfolio views, process authoring, 324, process interconnections, project planning, 316, project view, , PIEmatrix, Inc., 295, Planning, with PIEmatrix, 316, PMBOK Guide (Project Management Body of Knowledge), x, 10, 19, 27, 28, 52, 56, 159, 168, 273 PMIS (project management information systems), 19 PMO, see Project management office PMPs (Project Management Professionals), 2, 3 Pomfret, Terri, 288 Porter, Michael, 170 Position, in dashboard design, 216, 217 Power, of metrics management system, Practical KPIs, 112 Precision, measurement, 345 Predefined measures, Preliminary research, in measurement process, Price, value and, Prioritization: of constraints, of information requirements, 352, 353 Priority states, in PIEmatrix, 301, 304 Pro-Active Metrics Management (PureShare, Inc.), 240n.1, Processes: defined, 342 integrating measurements in, Process authoring, 324, Process boxes, PIEmatrix, 316, 317 Process interconnections, Product development, Progress, viewing in PIEmatrix, 313, Progress bars, 212 Project audits, Project-based metrics, 76 78, Project characteristics, 349, 351 Project completion, graphing, 189, 199 Project complexity factor, graphing, Project failure, 54 56, 85 Project health, 48 53, Project Listing Dashboard, 292, 294 Project management, 1 28 for complex projects, 4 11 and defining project success, engagement, executive view, 2 4 global, governance in, methodologies and frameworks, stakeholder-specific approach, traditional view vs. value-based, Project Management Body of Knowledge, see PMBOK Guide Project management information systems (PMIS), 19 Project Management Institute, 365 Project management methodologies, Project management office (PMO). See also specific companies, e.g.: Churchill Downs Incorporated audits by, future for, 28 responsibilities of, 24, value metric selection by, 174 Project management process metrics, 78 Project Management Professionals (PMPs), 2, 3 Project management value, Project managers: executive view of, 2 4 future for, 28 responsibilities of, 67 68, 71 role of, skill set of, 10 Project Operational Alert Dashboard, Project Operational Alerts Drill Down, 292, 293 Project performance measurements, Project planning, with PIEmatrix, 316, Project quad, Project success, see Success Project view (PIEmatrix), , PureShare, Inc.: Metrics Dashboard Design, 240n.11, Pro-Active Metrics Management, 240n.11, PureShare Accelerators, 258 PureShare ActiveMetrics, 254, 256 Qualitative assessment, 148, 149 Quality, value and, 151, Quantitative assessment, 148, 149 Quantitative KPIs, 112

5 INDEX 371 Radar charts, 236 Rasmussen, Nils, 239n.10 Recovery life cycle, audit phase, execution phase, 65 negotiation phase, 64 restart phase, tradeoff phase, understanding phase, Recovery Project Manager (RPM): responsibilities of, selecting, Relevant characteristics: of dashboards, 210 of KPIs, Reports, 126 Reporting, in measurement process, 364 Reporting systems, Research, in measurement process, Resource Planning Dashboard, 295, 296 Resource Planning Drill Down, 295, 297 Restart phase (recovery life cycle), Results indicators (RIs), 76, 102, 103 Return on investment, see ROI Reviews, of metrics, RIs, see Results indicators Risk metrics, graphing, 189, 190 Risk states, in PIEmatrix, 301, 303 ROI (return on investment): for dashboards, 262, 263, for PMOs, 88 in value measurement, 148 Roll-ups, 251 RPM, see Recovery Project Manager Sarbanes Oxley Law, 40 Schedule Performance Index (SPI), Schedules, viewing in PIEmatrix, 316, Scope boundary, Scope creep, and business knowledge, and business objectives, causes, defined, dependencies, Scorecards, 126, Secondary success factors, 24 Security, of metrics management system, Service Level Agreements (SLAs), 272 Shakespeare, William, 268 Simplicity, in dashboard design, 226, Size, in dashboard design, 216 Skill set, project manager s, 10 SLAs (Service Level Agreements), 272 SMART Rule, , 108 Soft value metrics, Software development industry, Spence, Colin, 25 SPI (Schedule Performance Index), Sponsorship, Spreadsheets, 264, 265, 276 Stakeholders: classification of, 114 customizing project management for, defined, 30 educating, about KPIs, KPI selection by, role of, 33, 34 and value-based metrics, in value-driven projects, 140 Stakeholder analysis, 34, Stakeholder debriefings, 35 Stakeholder engagement, 35, Stakeholder identification, Stakeholder information flow, 35, Stakeholder mapping, Stakeholder relations management, agreement of stakeholders, 31 benefits of, 40 cultural issues in, 32 failure in, 40 processes of, and roles of stakeholders, Step descriptions, PIEmatrix, Strategic dashboards, 204 Success. See also Critical success factors (CSFs) criteria for, defining, 23 28, and project health, and value, 26 27, Success-based metrics, 78 Supporting analytics, dashboard, , Symbols, for dashboards, 245 Tables, 215 Tactical dashboards, 204 Targets: for KPIs, for value metrics, Target audiences, 109 Technology, 254, 256 Telecommunications industry, Templates, dashboard, /80/10 rule, D charts, 226, Thresholds, in dashboard design, Time, in definition of success, 143 Timelines, in PIEmatrix, 301, 305, 316, Timeliness, of KPIs, 105 Timestamps, dashboard, Timing, of value measurement, Titles, in dashboard design, 249 To Do list page, PIEmatrix, Toll gate process, Tradeoff phase (recovery life cycle), Tradeoffs, 9 10, 186 Traditional metrics, , 170 Traditional projects, 4 8 Traffic lights, on dashboards, , , 226 Training, KPIs and, 120 Trend icons, 212 Trigger points, KPI, Triple constraints, 9 10, 23, 27, 62, Uncertainty, measurement, Understandability, KPI, 106 Understanding phase (recovery life cycle), Usability: checklist for, 252, 253 of metrics management system, 257 Users: adoption of dashboards by, in dashboard development/ design, , 241 dashboard requirements of, , 131 of metrics management system, 257 Validation, of dashboard design, Values, Value: defining, identification of, and leadership, measurements of, of metrics, 87 and quality/loyalty, and success, 26 27,

6 372 INDEX Value (Continued) Value at completion (metric), Value attributes, , , 194 Value-based metrics, creating, and crisis dashboards, customer value management, and failure of KPIs/other metrics, 170 forecasting with, graphical representation of, industry examples, and job descriptions, 187 leadership and value, measurement techniques for, in metrics management programs, need for, and project health, project management value, selecting, and stakeholders, success and value, traditional view of project management vs., and value identification, Value conflicts, Value-driven projects, 140, , 187 Value measurement methodology (VMM), 150, 187 Value Performance Framework (VPF), 136 Value targets, Ventyx, an ABB Company, Views, on dashboards, 244, Visualization components, dashboard, Visualization rules, dashboard, 219 VMM (value measurement methodology), 150, 187 VPF (Value Performance Framework), 136 WBS (Work Breakdown Structure), Weighting factors, for value metrics, Well-formed measures, 354 Westfield Insurance, 329, Work Breakdown Structure (WBS), Workshops, facilitated, 348