Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
Wiley
[2023]
|
| Ausgabe: | Fourth edition |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | 1 Online-Ressource (xiii, 434 Seiten) Illustrationen, Diagramme |
| ISBN: | 9781119851578 |
Internformat
MARC
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| 245 | 1 | 0 | |a Project management metrics, KPIs, and dashboards |b a guide to measuring and monitoring project performance |c Harold Kerzner, PhD, Sr. Executive Director for project management, The International Institute for Learning |
| 250 | |a Fourth edition | ||
| 264 | 1 | |a Hoboken, New Jersey |b Wiley |c [2023] | |
| 264 | 4 | |c ©2023 | |
| 300 | |a 1 Online-Ressource (xiii, 434 Seiten) |b Illustrationen, Diagramme | ||
| 336 | |b txt |2 rdacontent | ||
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| 505 | 8 | |a 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 -- CHAPTER OVERVIEW -- 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 | |
| 505 | 8 | |a 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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. | |
| 505 | 8 | |a 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 -- CHAPTER OVERVIEW -- 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 | |
| 505 | 8 | |a 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 -- CHAPTER OVERVIEW -- 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 | |
| 505 | 8 | |a 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 -- Introduction -- 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 -- Summary -- 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 -- The Future -- Conclusion -- 6.21 A SIMPLE TEMPLATE -- 6.22 SUMMARY OF DASHBOARD DESIGN REQUIREMENTS -- The Importance of Design to Information Dashboards | |
| 505 | 8 | |a The Rules for Color Usage on Your Dashboard | |
| 653 | 6 | |a Electronic books | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Kerzner, Harold |t Project Management Metrics, KPIs, and Dashboards |d Newark : John Wiley & Sons, Incorporated,c2022 |z 9781119851554 |
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Datensatz im Suchindex
| _version_ | 1804184512334135296 |
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| author | Kerzner, Harold 1940- |
| author_GND | (DE-588)124166229 |
| author_facet | Kerzner, Harold 1940- |
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| bvnumber | BV048523970 |
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| 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- Introduction -- 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 -- Summary -- 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 -- The Future -- Conclusion -- 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 |
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| edition | Fourth edition |
| format | Electronic eBook |
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ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- CHAPTER OVERVIEW -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- CHAPTER OVERVIEW -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- CHAPTER OVERVIEW -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- Introduction -- 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 -- Summary -- 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 -- The Future -- Conclusion -- 6.21 A SIMPLE TEMPLATE -- 6.22 SUMMARY OF DASHBOARD DESIGN REQUIREMENTS -- The Importance of Design to Information Dashboards</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Rules for Color Usage on Your Dashboard</subfield></datafield><datafield tag="653" ind1=" " ind2="6"><subfield code="a">Electronic books</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Kerzner, Harold</subfield><subfield code="t">Project Management Metrics, KPIs, and Dashboards</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2022</subfield><subfield code="z">9781119851554</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033900818</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7107643</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048523970 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T20:50:26Z |
| indexdate | 2024-07-10T09:40:31Z |
| institution | BVB |
| isbn | 9781119851578 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033900818 |
| oclc_num | 1349538099 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (xiii, 434 Seiten) Illustrationen, Diagramme |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Wiley |
| record_format | marc |
| spelling | Kerzner, Harold 1940- Verfasser (DE-588)124166229 aut Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner, PhD, Sr. Executive Director for project management, The International Institute for Learning Fourth edition Hoboken, New Jersey Wiley [2023] ©2023 1 Online-Ressource (xiii, 434 Seiten) Illustrationen, Diagramme txt rdacontent c rdamedia cr rdacarrier 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- Introduction -- 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 -- Summary -- 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 -- The Future -- Conclusion -- 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 Electronic books Erscheint auch als Druck-Ausgabe Kerzner, Harold Project Management Metrics, KPIs, and Dashboards Newark : John Wiley & Sons, Incorporated,c2022 9781119851554 |
| spellingShingle | Kerzner, Harold 1940- Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- CHAPTER OVERVIEW -- 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 -- Introduction -- 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 -- Summary -- 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 -- The Future -- Conclusion -- 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 |
| 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_exact_search_txtP | 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, PhD, Sr. Executive Director for project management, The International Institute for Learning |
| title_fullStr | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner, PhD, Sr. Executive Director for project management, The International Institute for Learning |
| title_full_unstemmed | Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance Harold Kerzner, PhD, Sr. Executive Director for project management, The International Institute for Learning |
| 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 |
| work_keys_str_mv | AT kerznerharold projectmanagementmetricskpisanddashboardsaguidetomeasuringandmonitoringprojectperformance |