Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, N.J.
Wiley
2011
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| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XI, 372 S. Ill. |
| ISBN: | 9781118026526 |
Internformat
MARC
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| 300 | |a XI, 372 S. |b Ill. | ||
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Datensatz im Suchindex
| _version_ | 1804148527222226944 |
|---|---|
| adam_text | Titel: Project management metrics, KPIs, and dashboards
Autor: Kerzner, Harold
Jahr: 2011
CONTENTS
PREFACE IX The Definition of Success Must Include a Value
Component 26
Multiple Components for Success 27
I THE CHANGING LANDSCAPE FOR The Future 28
PROJECT MANAGEMENT 1 19 CONCLUSIONS 28
THE DRIVING FORCES FOR
BETTER METRICS 29
1.0 INTRODUCTION 1
1.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT 2
1.2 COMPLEX PROJECTS 4
Comparing Traditional and Nontraditional Projects 5
Defining Complexity 8 20 |NTR0DUCTI0N 29
Tradeoffs 9 2.1 STAKEHOLDER RELATIONS MANAGEMENT 30
Skill Set 10 2.2 PROJECT AUDITS AND THE PMO 40
Governance 10 2.3 INTRODUCTION TO SCOPE CREEP 41
Decision Making 11 Defining Scope Creep 42
Fluid Methodologies 11 Scope Creep Dependencies 44
1.3 GLOBAL PROJECT MANAGEMENT 12 Causes of Scope Creep 45
1.4 PROJECT MANAGEMENT METHODOLOGIES The Need for Business Knowledge 46
AND FRAMEWORKS 13 The Business Side of Scope Creep 47
Light Methodologies 16 2.4 PROJECT HEALTH CHECKS 48
Heavy Methodologies 16 Understanding Project Health Checks 49
Frameworks 16 Who Performs the Health Check? 52
1.5 THE NEED FOR EFFECTIVE GOVERNANCE 19 Life Cycle Phases 52
1.6 ENGAGEMENT PROJECT MANAGEMENT 20 25 MANAGING DISTRESSED PROJECTS 53
1.7 OTHER DEVELOPMENTS IN PROJECT
MANAGEMENT 22
1.8 A NEW LOOK AT DEFINING PROJECT SUCCESS 23
Root Causes of Failure 54
The Definition of Failure 56
Early Warning Signs of Trouble 56
Success Is Measured by the Triple
Constraints 23 Selecting the Recovery Project Manager (RPM) 58
Customer Satisfaction Must Be Considered Recovery Llfe CVde Phases 59
As Well 23 The Understanding Phase 59
Other (or Secondary) Factors Must Be Considered As The Audlt pha5e 60
Well 24 The Tradeoff Phase 62
Success Must Include a Business Component 24 The Negotiation Phase 64
Prioritization of Success Constraints May Be The Restart Phase 64
Necessary 25 The Execution Phase 65
VI CONTENTS
Metrics and Key Performance Indicators 125
METRICS 67 Scorecards, Dashboards, and Reports 126
Gathering KPI and Metric Requirements for a
3.0 INTRODUCTION 67 Dashboard 126
3.1 PROJECT MANAGEMENT METRICS: Interviewing Business Users 127
THE EARLY YEARS 67
3.2 PROJECT MANAGMENT METRICS:
CURRENT VIEW 71
3.3
Putting It All Together-The KPI Wheel 128
Start Anywhere, but Go Everywhere 129
UNDERSTANDING METRICS 71 Wheels Generate Other Wheels 130
3.4 CAUSES FOR LACK OF SUPPORT FOR A Word about Gathering Requirements
METRICS MANAGEMENT 74 and Business Users 131
3.5 CHARACTERISTICS OF A METRIC 75 Wrapping It All Up 131
3.6 METRIC CATAGORIES AND TYPES 77
3.7 SELECTING THE METRICS 79 VALUE-DRIVEN PROJECT
3.8 METRICS AND INFORMATION SYSTEMS 82 »UArriiriiTi«r™i« -i«
3.9 CRITICAL SUCCESS FACTORS 82 MANAGEMENT METRICS 133
3.10 METRICS AND THE PMO 85 50 |NTRODUCTION 133
3.11 CHURCHILL DOWNS INCORPORATED S 51 VALUE OVER THE YEARS 135
PROJECT PERFORMANCE MEASUREMENT 52 VALUES AND LEADERSHIP 136
APPROACHES 89 53 COMBINING SUCCESS AND VALUE 139
Toll Gates (Project Management-Related Progress 5i4 RECOGNIZING THE NEED FOR VALUE METRICS 142
and Performance Reporting) 90 55 THE NEED FOR EFFECTIVE MEASUREMENT
TECHNIQUES 145
5.6 CUSTOMER/STAKEHOLDER IMPACT ON VALUE
KEY PERFORMANCE INDICATORS 97 METRICS 151
4.0 INTRODUCTION 97
4.1 THE NEED FOR KPIs 98
4.2 USING THE KPIs 101
4.3 THE ANATOMY OF A KPI 102
4.4 KPI CHARACTERISTICS 103 Redefining Success 1
Accountability 105
Empowered 105
Timely 105
5.7 CUSTOMER VALUE MANAGEMENT (CVM) 152
5.8 THE RELATIONSHIP BETWEEN PROJECT
MANAGEMENT AND VALUE 155
5.9 BACKGROUND TO METRICS 160
The Growth in the Use of Metrics 163
5.10 SELECTING THE RIGHT METRICS 166
5.11 THE FAILURE OF TRADITIONAL METRICS
AND KPIS 170
Trigger Points 105 512 THE NEED FOR VALUE METRICS 170
Easy to Understand 106 5.13 CREATING A VALUE METRIC 171
Accurate 106 5.14 INDUSTRY EXAMPLES OF VALUE METRICS 177
Relevant 107 5.15 USE OF CRISIS DASHBOARDS FOR OUT-OF-RANGE
Seven Strategies for Selecting Relevant Key VALUE ATTRIBUTES 182
Performance Indicators 107 5.16 ESTABLISHING A METRICS MANAGEMENT
Putting the R in KPI 108 PROGRAM 183
Take First Prize 111 5-17 USING VALUE METRICS FOR FORECASTING 185
4.5 CATAGORIES OF KPIs 111 5-18 METRICS AND JOB DECRIPTIONS 187
4.6 KPI SELECTION 112 5-19 GRAPHICAL REPRESENTATION OF METRICS 187
4.7 KPI MEASUREMENT 117
4.8 KPI INTERDEPENDENCES 119 DASHBOARDS 197
4.9 KPIs AND TRAINING 120
4.10 KPI TARGETS 121 6.0 INTRODUCTION 197
4.11 KPI FAILURES 123 6.1 TRAFFIC LIGHT DASHBOARD REPORTING 200
4.12 BRIGHTPOINT CONSULTING, INC.-DASHBOARD 6.2 DASHBOARDS AND SCORECARDS 201
DESIGN: KEY PERFORMANCE INDICATORS AND Dashboards 202
METRICS 124 Scorecards 202
Introduction 124 Summary 203
CONTENTS VII
6.3 BENEFITS OF DASHBOARDS 205 The Importance of Design to Information
6.4 RULES FOR DASHBOARDS 205 Dashboards 273
6.5 BITWORK, INC.: TEN QUESTIONS TO ASK BEFORE The Rules for Color Usage on Your Dashboard 276
IMPLEMENTING A DASHBOARD OR REPORTING The Rules for Graphic Design of Your Dashboard 278
SYSTEM 206 The Rules for Placing the Dashboard in Front of Your
1. What Are Your Needs? 206 Users-The Key to User Adoption 279
2. What Do You Have in Place Already? 206 Tne Ru|es for Accuracy of Information on Your
3. What Is Involved in Integration? 206 Dashboard 280
4. How Long Does Installation Take? 207
5. How Easy Is the System to Use? 207
6 Who Will Use the System? 207 DASHBOARD APPLICATIONS 281
7. Can You Get Customizations? 208
8. What s Involved in Operations and 7-° INTRODUCTION 281
Maintenance? 208 71 DASHBOARDS IN ACTION: VENTYX, AN ABB
9. What Does the System Cost? 208 COMPANY 281
m u , 1A/-MI+, +- ™n 7-2 DASHBOARDS IN ACTION: JOHNSON
10. How Long Will It Last? 209 roNTROl S
6.6 BRIGHTPOINT CONSULTING, INC.: DESIGNING , , n.CuomDnc,u«rri™ rn.iBii™
EXECUTIVE DASHBOARDS 209 73 DASHBOARDS IN ACTION: COMPUTER
Introduction 209
Dashboard Design Goals 210
Defining Key Performance Indicators 210
Defining Supporting Analytics 210
Choosing the Correct KPI Visualization
Components 211
Supporting Analytics 213
Validating Your Design 217
6.7 ALL THAT GLITTERS IS NOT GOLD 218
6.8 DASHBOARD DESIGN TIPS 239
6.9 PURESHARE, INC. 240
ASSOCIATES, INC. 288
Introduction 288
Project Operational Alert Dashboard 290
Project Operational Alerts Drill Down 292
Project Listing Dashboard 292
Resource Planning Dashboard 295
Resource Planning Drill Down 295
7.4 DASHBOARDS IN ACTION:
PIEMATRIX, INC. 295
PIEmatrix Overview 298
PIEmatrix Executive Dashboard 299
PureShare White Paper #1: Metric Dashboard Executive Dashb°ard and To Do-Where Does
Design 241 All This Data Come From? 310
White Paper #2 Pro-Active Metrics Project-Governing and Executing the Project in a
Management 252 Visual and Friendly Way 313
6.10 LOGIXML, INC.: DASHBOARD BEST Project-Planning the Project 316
PRACTICES 262 Project-Breaking Down Silos 324
Executive Summary 262 Authoring-Where the Best Practice Content
Introduction-What s New about Dashboards? 263 Comes From 324
How Modern Is the Modern Dashboard? 264 From Authoring Back to the Executive
The Dashboard versus the Spreadsheet 264
Designing the Dashboard 266
The Business-Driven Dashboard 267
Dashboard 328
7.5 DASHBOARDS IN ACTION: INTERNATIONAL
INSTITUTE FOR LEARNING 329
7.6 DASHBOARDS IN ACTION: WESTFIELD
The Implications for the IT Provider 268 INSURANCE 329
Implementing the Dashboard 268 7.7 DASHBOARDS IN ACTION: MAHINDRA
Organizational Challenges 269 SATYAM 333
Common Pitfalls 270
Justifying the Dashboard 271
Return on Investment 271 MEASUREMENT-DRIVEN
Ensuring Service Level Agreements 272 PROJECT MANAGEMENT 339
Conclusion 272
6.11 A SIMPLE TEMPLATE 273 8.0 INTRODUCTION 339
6.12 SUMMARY AND CONCLUSIONS 273 8.1 MEASUREMENT CONCEPTS 340
VIII CONTENTS
If It Matters, It Is Detectable 340 Indicator 345
If It Is Detectable, It Can Be Measured 340 Information Solution 345
If It Can Be Measured, It Can Be Managed 340 8.3 MEASUREMENT PROCESS 346
It Has Probably Been Done Before 341 Preliminary Research 346
There Is More Available Data Than You Think 341 Case Study: Customer Loyalty Project 346
You Don t Need As Much Data As You Think 341 Identify Information Requirements 347
What Gets Measured, Gets Done 341 Case Study: Customer Loyalty Project 349
You Have to Think Differently Than Analyze Information Requirements 351
Most People 342 Case Study: Customer Loyalty Project 352
8.2 DEFINITIONS 342 Case Study: Customer Loyalty Project 353
Information Requirement 342 Create Indicator 353
Entity 342 Case Study: Customer Loyalty Project 354
Attribute 342 Integrate Measurement into Project Processes 363
Process 342 8.4 ADDITIONAL INFORMATION ON MEASUREMENT
Measurement 343 CATEGORIES 365
Uncertainty 343 8.5 FINAL COMMENTS 366
Accuracy 345
Precision 345 ¦«.-».-», -./--,
Measure 345 INDEX 367
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| spelling | Kerzner, Harold Verfasser aut Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner 1. ed. Hoboken, N.J. Wiley 2011 XI, 372 S. Ill. txt rdacontent n rdamedia nc rdacarrier Projektmanagement (DE-588)4047441-0 gnd rswk-swf Project management. Projektmanagement (DE-588)4047441-0 s 1\p DE-604 Erscheint auch als Online-Ausgabe 978-1-118-08475-5 Erscheint auch als Online-Ausgabe 978-1-118-08476-2 Erscheint auch als Online-Ausgabe 978-1-118-08477-9 Erscheint auch als Online-Ausgabe 978-1-118-08628-5 Erscheint auch als Online-Ausgabe 978-1-118-08629-2 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024512301&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Kerzner, Harold Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance |
| title_auth | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance |
| title_exact_search | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance |
| title_full | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner |
| title_fullStr | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner |
| title_full_unstemmed | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner |
| title_short | Project management metrics, KPIs, and dashboards |
| title_sort | project management metrics kpis and dashboards a guide to measuring and monitoring project performance |
| title_sub | a guide to measuring and monitoring project performance |
| topic | Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | Projektmanagement |
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