Project Management Metrics, Kpis, and Dashboards: A Guide to Measuring and Monitoring Project Performance

ISBN-13: 9781119851554 / Angielski / Miękka / 2022 / 512 str.

Harold Kerzner

Spis treści

PREFACE ixABOUT THE COMPANION WEBSITE xiii1 THE CHANGING LANDSCAPE OF PROJECT MANAGEMENT 1CHAPTER OVERVIEW 11.0 INTRODUCTION 11.1 EXECUTIVE VIEW OF PROJECT MANAGEMENT 21.2 COMPLEX PROJECTS 51.3 GLOBAL PROJECT MANAGEMENT 121.4 PROJECT MANAGEMENT METHODOLOGIES AND FRAMEWORKS 141.5 THE NEED FOR EFFECTIVE GOVERNANCE 201.6 ENGAGEMENT PROJECT MANAGEMENT 201.7 CUSTOMER RELATIONS MANAGEMENT 221.8 OTHER DEVELOPMENTS IN PROJECT MANAGEMENT 231.9 A NEW LOOK AT DEFINING PROJECT SUCCESS 241.10 THE GROWTH OF PAPERLESS PROJECT MANAGEMENT 301.11 PROJECT MANAGEMENT MATURITY AND METRICS 311.12 PROJECT MANAGEMENT BENCHMARKING AND METRICS 351.13 CONCLUSIONS 412 THE DRIVING FORCES FOR BETTER METRICS 43CHAPTER OVERVIEW 432.0 INTRODUCTION 432.1 STAKEHOLDER RELATIONS MANAGEMENT 442.2 PROJECT AUDITS AND THE PMO 552.3 INTRODUCTION TO SCOPE CREEP 562.4 PROJECT HEALTH CHECKS 642.5 MANAGING DISTRESSED PROJECTS 693 METRICS 83CHAPTER OVERVIEW 833.0 INTRODUCTION 833.1 PROJECT MANAGEMENT METRICS: THE EARLY YEARS 843.2 PROJECT MANAGEMENT METRICS: CURRENT VIEW 873.3 METRICS MANAGEMENT MYTHS 883.4 SELLING EXECUTIVES ON A METRICS MANAGEMENT PROGRAM 893.5 UNDERSTANDING METRICS 913.6 CAUSES FOR LACK OF SUPPORT FOR METRICS MANAGEMENT 953.7 USING METRICS IN EMPLOYEE PERFORMANCE REVIEWS 963.8 CHARACTERISTICS OF A METRIC 973.9 METRIC CATEGORIES AND TYPES 993.10 SELECTING THE METRICS 1013.11 SELECTING A METRIC/KPI OWNER 1053.12 METRICS AND INFORMATION SYSTEMS 1063.13 CRITICAL SUCCESS FACTORS 1063.14 METRICS AND THE PMO 1093.15 METRICS AND PROJECT OVERSIGHT/GOVERNANCE 1123.16 METRICS TRAPS 1133.17 PROMOTING THE METRICS 1143.18 CHURCHILL DOWNS INCORPORATED'S PROJECT PERFORMANCE MEASUREMENT APPROACHES 1144 KEY PERFORMANCE INDICATORS 121CHAPTER OVERVIEW 1214.0 INTRODUCTION 1214.1 THE NEED FOR KPIS 1224.2 USING THE KPIS 1264.3 THE ANATOMY OF A KPI 1284.4 KPI CHARACTERISTICS 1294.5 CATEGORIES OF KPIS 1334.6 KPI SELECTION 1344.7 KPI MEASUREMENT 1404.8 KPI INTERDEPENDENCIES 1424.9 KPIS AND TRAINING 1444.10 KPI TARGETS 1454.11 UNDERSTANDING STRETCH TARGETS 1484.12 KPI FAILURES 1494.13 KPIS AND INTELLECTUAL CAPITAL 1514.14 KPI BAD HABITS 1544.15 BRIGHTPOINT CONSULTING, INC.--DASHBOARD DESIGN: KEY PERFORMANCE INDICATORS AND METRICS 1595 VALUE-BASED PROJECT MANAGEMENT METRICS 169CHAPTER OVERVIEW 1695.0 INTRODUCTION 1695.1 VALUE OVER THE YEARS 1715.2 VALUES AND LEADERSHIP 1725.3 COMBINING SUCCESS AND VALUE 1755.4 RECOGNIZING THE NEED FOR VALUE METRICS 1785.5 THE NEED FOR EFFECTIVE MEASUREMENT TECHNIQUES 1815.6 CUSTOMER/STAKEHOLDER IMPACT ON VALUE METRICS 1875.7 CUSTOMER VALUE MANAGEMENT 1885.8 THE RELATIONSHIP BETWEEN PROJECT MANAGEMENT AND VALUE 1935.9 BACKGROUND OF METRICS 1975.10 SELECTING THE RIGHT METRICS 2045.11 THE FAILURE OF TRADITIONAL METRICS AND KPIS 2075.12 THE NEED FOR VALUE METRICS 2075.13 CREATING A VALUE METRIC 2085.14 PRESENTING THE VALUE METRIC IN A DASHBOARD 2155.15 INDUSTRY EXAMPLES OF VALUE METRICS 2165.16 USE OF CRISIS DASHBOARDS FOR OUT-OFRANGE VALUE ATTRIBUTES 2225.17 ESTABLISHING A METRICS MANAGEMENT PROGRAM 2235.18 USING VALUE METRICS FOR FORECASTING 2255.19 METRICS AND JOB DESCRIPTIONS 2265.20 GRAPHICAL REPRESENTATION OF METRICS 2275.21 CREATING A PROJECT VALUE BASELINE 2396 DASHBOARDS 247CHAPTER OVERVIEW 2476.0 INTRODUCTION 2476.1 DOES EVERYONE KNOW WHAT A DASHBOARD REALLY IS? 2526.2 HOW WE PROCESS DASHBOARD INFORMATION 2566.3 DASHBOARD CORE ATTRIBUTES 2566.4 THE MEANING OF INFORMATION 2576.5 TRAFFIC LIGHT DASHBOARD REPORTING 2596.6 DASHBOARDS AND SCORECARDS 2616.7 CREATING A DASHBOARD IS A LOT LIKE ONLINE DATING 2646.8 BENEFITS OF DASHBOARDS 2666.9 IS YOUR BI TOOL FLEXIBLE ENOUGH? 2676.10 FOUR EASY STEPS TO IMPLEMENTING A SUCCESSFUL BUSINESS INTELLIGENCE SOLUTION 2706.11 RULES FOR DASHBOARDS 2756.12 THE SEVEN DEADLY SINS OF DASHBOARD DESIGN AND WHY THEY SHOULD BE AVOIDED 2756.13 BRIGHTPOINT CONSULTING, INC.: DESIGNING EXECUTIVE DASHBOARDS 2786.14 ALL THAT GLITTERS IS NOT GOLD 2876.15 USING EMOTICONS 3106.16 MISLEADING INDICATORS 3116.17 AGILE AND SCRUM METRICS 3136.18 DATA WAREHOUSES 3336.20 TEAMQUEST CORPORATION 3406.21 A SIMPLE TEMPLATE 3606.22 SUMMARY OF DASHBOARD DESIGN REQUIREMENTS 3606.23 DASHBOARD LIMITATIONS 3676.24 THE DASHBOARD PILOT RUN 3706.25 EVALUATING DASHBOARD VENDORS 3716.26 NEW DASHBOARD APPLICATIONS 3727 DASHBOARD APPLICATIONS 375CHAPTER OVERVIEW 3757.0 INTRODUCTION 3757.1 DASHBOARDS IN ACTION: DUNDAS DATA VISUALIZATION 3767.2 DASHBOARDS IN ACTION: PIE 3767.3 PIE OVERVIEW 3887.4 DASHBOARDS IN ACTION: INTERNATIONAL INSTITUTE FOR LEARNING 4038 THE PORTFOLIO MANAGEMENT PMO AND METRICS 407CHAPTER OVERVIEW 4078.0 INTRODUCTION 4078.1 CRITICAL QUESTIONS 4088.2 VALUE CATEGORIES 4088.3 PORTFOLIO METRICS 4108.4 MEASUREMENT TECHNIQUES AND METRICS 4118.5 THE GROWTH OF PORTFOLIO METRICS 4138.6 METRICS FOR MEASURING INTANGIBLES 4158.7 THE NEED FOR STRATEGIC METRICS 4188.8 CRISIS DASHBOARDS 421INDEX 425

O autorze

Harold Kerzner, PhD (Boynton Beach, FL), is Senior Executive Director for Project, Program, and Portfolio Management at the International Institute for Learning, Inc. (IIL). Dr. Kerzner's profound effect on the project management industry inspired IIL to establish the Kerzner International Project Manager of the Year Award. IIL donated $1M to the Project Management Institute Educational Foundation (PMIEF) to establish the Dr. Harold Kerzner Scholarship Fund.International Institute for Learning, Inc. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2(r), ITIL, Business Analysis, Microsoft(r) Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI(r) charter global registered education provider, and a member of PMI's Silver Alliance Circle and their Corporate Council.