Project management metrics, KPIs, and dashboards a guide to measuring and monitoring project performance
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Incorporated
[2022]
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| Edición: | Fourth edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009811330506719 |
Tabla de Contenidos:
- 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.
