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Project management metrics, KPIs, and dashboards : [electronic book] a guide to measuring and monitoring project performance / Harold Kerzner.

By: Kerzner, Harold [author].
Material type: materialTypeLabelBookPublisher: Hoboken, New Jersey : John Wiley & Sons, [2022]Edition: Fourth Edition.Description: online resource (xiv 435 pages.Content type: text Media type: computer Carrier type: online resourceISBN: 9781119851554 (paperback); 9781119851578 (eBook).Subject(s): Project management | Quality control | Performance standards | Work measurementDDC classification: 658.404 Online resources: Access eBook Summary: "For more than 50 years, project management has been in use but perhaps not on a worldwide basis. What differentiated companies in the early years was whether they used project management or not, not how well they used it. Today, almost every company uses project management, and the differentiation is whether they are simply good at project management or whether they truly excel at project management. The difference between using project management and being good at it is relatively small, and most companies can become good at project management in a relatively short time, especially if they have executive-level support. A well-organized project management office (PMO) can also accelerate the maturation process. The difference, however, between being good and excelling at project management is quite large. One of the critical differences is that excellence in project management on a continuous basis requires more metrics than just time and cost. The success of a project cannot be determined just from the time and cost metrics, yet many companies persist in the belief that this is possible. The growth of project management applications to nontraditional projects such as those involving strategic issues, innovation, and long-term business investment opportunities have forced companies to rethink how project management can be better utilized. Companies have come to the realization that they must excel at project management rather than just being good at it. This requires the use of flexible"-- Provided by publisher.
Holdings
Item type Current library Call number Status Notes
eBook MTU Online eBook 658.404 (Browse shelf(Opens below)) Available MTU Cork Module MANU 8012 - Supplementary reading.
Total holds: 0

Enhanced descriptions from Syndetics:

Project Management Metrics, KPIs,and Dashboards

Enables readers to easily understand and implement essential strategies on measuring project management performance

Project Management Metrics, KPIs, and Dashboards provides complete coverage of what metrics and KPIs are and how to use them effectively, offering comprehensive coverage of the different dashboard types, design issues, and applications that ­readers may come across during practical application of the concepts. To aid in seamless reader comprehension, the work includes full-color dashboards from some of the most successful project management companies. As a modern resource, the work aligns with PMI's PMBOK® Guide and stresses value-driven project management.

Written by the leading authority in the field, sample topics covered in the work are as follows:

Stakeholder relations management, effective metric measurements, selecting the right project metrics, innovation metrics, and how to become and stay agile Comparing traditional and nontraditional projects, defining complexity, decision making, fluid methodologies, global project management, and project management methodologies/frameworks Customer relations management, a new look at defining project success, and why customer satisfaction must always be considered Scope creep, scope creep dependencies, causes of scope creep, the business side of scope creep, and ways to minimize scope creep

For project managers across all industries, Project Management Metrics, KPIs, and Dashboards is a valuable resource on the subject that will bolster your awareness of what good metrics management really entails and arm you with the important knowledge needed to measure and communicate performance more effectively.

Includes bibliographical references and index.

"For more than 50 years, project management has been in use but perhaps not on a worldwide basis. What differentiated companies in the early years was whether they used project management or not, not how well they used it. Today, almost every company uses project management, and the differentiation is whether they are simply good at project management or whether they truly excel at project management. The difference between using project management and being good at it is relatively small, and most companies can become good at project management in a relatively short time, especially if they have executive-level support. A well-organized project management office (PMO) can also accelerate the maturation process. The difference, however, between being good and excelling at project management is quite large. One of the critical differences is that excellence in project management on a continuous basis requires more metrics than just time and cost. The success of a project cannot be determined just from the time and cost metrics, yet many companies persist in the belief that this is possible. The growth of project management applications to nontraditional projects such as those involving strategic issues, innovation, and long-term business investment opportunities have forced companies to rethink how project management can be better utilized. Companies have come to the realization that they must excel at project management rather than just being good at it. This requires the use of flexible"-- Provided by publisher.

Electronic reproduction.: ProQuest LibCentral. Mode of access: World Wide Web.

Table of contents provided by Syndetics

  • Preface (p. ix)
  • About the Companion Website (p. xiii)
  • 1 The Changing Landscape of Project Management (p. 1)
  • Chapter Overview 1
  • 1.0 Introduction (p. 1)
  • 1.1 Executive View Of Project Management (p. 2)
  • 1.2 Complex Projects (p. 5)
  • Comparing Traditional and Nontraditional Projects (p. 5)
  • Defining Complexity (p. 8)
  • Trade-offs (p. 10)
  • Skill Set (p. 10)
  • Governance (p. 11)
  • Decision Making (p. 11)
  • Fluid Methodologies (p. 12)
  • 1.3 Global Project Management (p. 12)
  • 1.4 Project Management Methodologies and Frameworks (p. 14)
  • Light Methodologies (p. 16)
  • Heavy Methodologies (p. 17)
  • Frameworks (p. 17)
  • 1.5 The Need for Effective GOvernance (p. 20)
  • 1.6 Engagement Project Management (p. 20)
  • 1.7 Customer Relations MAnagement (p. 22)
  • 1.8 Other Developments in Project Management (p. 23)
  • 1.9 A New Look at Defining Project Success (p. 24)
  • Success Is Measured by the Triple Constraints (p. 25)
  • Customer Satisfaction Must Be Considered as Well (p. 25)
  • Other (or Secondary) Factors Must Be Considered as Well (p. 26)
  • Success Must Include a Business Component (p. 26)
  • Prioritization of Success Constraints May Be Necessary (p. 27)
  • The Definition of Success Must Include a "Value" Component (p. 28)
  • Multiple Components for Success (p. 29)
  • The Future (p. 29)
  • 1.10 The Growth of Paperless Project Management (p. 30)
  • 1.11 Project Management Maturity and Metrics (p. 31)
  • 1.12 Project Management Benchmarking and Metrics (p. 35)
  • Best Practice versus Proven Practice (p. 36)
  • Benchmarking Methodologies (p. 37)
  • Benchmarking Costs (p. 38)
  • Types of Benchmarking (p. 38)
  • Benchmarking Code of Conduct (p. 40)
  • Benchmarking Mistakes (p. 40)
  • Points to Remember (p. 40)
  • 1.13 Conclusions (p. 41)
  • 2 The Driving Forces for Better Metrics (p. 43)
  • Chapter Overview (p. 43)
  • 2.0 Introduction (p. 43)
  • 2.1 Stakeholder Relations Management (p. 44)
  • 2.2 Project Audits and the PMO (p. 55)
  • 2.3 Introduction to Scope Creep (p. 56)
  • Defining Scope Creep (p. 57)
  • Scope Creep Dependencies (p. 60)
  • Causes of Scope Creep (p. 60)
  • Need for Business Knowledge (p. 61)
  • Business Side of Scope Creep (p. 62)
  • Ways to Minimize Scope Creep (p. 62)
  • 2.4 Project Health Checks (p. 64)
  • Understanding Project Health Checks (p. 65)
  • Who Performs the Health Check? (p. 67)
  • Life Cycle Phases (p. 67)
  • 2.5 Managing Distressed Projects (p. 69)
  • Root Causes of Failure (p. 70)
  • Definition of Failure (p. 71)
  • Early Warning Signs of Trouble (p. 72)
  • Selecting the Recovery Project Manager (p. 73)
  • Recovery Life Cycle Phases (p. 74)
  • 3 Metrics (p. 83)
  • Chapter Overview (p. 83)
  • 3.0 Introduction (p. 83)
  • 3.1 Project Management Metrics: The Early Years (p. 84)
  • The Project (p. 85)
  • Timeline (p. 85)
  • 3.2 Project Management Metrics: Current View (p. 87)
  • Metrics and Small Companies (p. 88)
  • 3.3 Metrics Management Myths (p. 88)
  • 3.4 Selling Executives on a Metrics Management Program (p. 89)
  • 3.5 Understanding Metrics (p. 91)
  • 3.6 Causes for Lack of Support for Metrics Management (p. 95)
  • 3.7 Using Metrics in Employee Performance REviews (p. 96)
  • 3.8 Characteristics of a Metric (p. 97)
  • 3.9 MEtric Categories and Types (p. 99)
  • 3.10 Selecting the Metrics (p. 101)
  • 3.11 Selecting a Metric/KPI Owner (p. 105)
  • 3.12 Metrics and Information Systems (p. 106)
  • 3.13 Critical Success Factors (p. 106)
  • 3.14 Metrics and the PMO (p. 109)
  • 3.15 Metrics and Project Oversight/Governance (p. 112)
  • 3.16 Metrics Traps (p. 113)
  • 3.17 Promoting the Metrics (p. 114)
  • 3.18 Churchill Downs Incorporated's Project Performance Measurement Approaches (p. 114)
  • Toll Gates (Project Management-Related Progress and Performance Reporting) (p. 116)
  • Quad Sections (p. 116)
  • 4 Key Performance Indicators (p. 121)
  • Chapter Overview (p. 121)
  • 4.0 Introduction (p. 121)
  • 4.1 The Need for KPIS (p. 122)
  • 4.2 Using the KPIS (p. 126)
  • 4.3 The Anatomy of a KPI (p. 128)
  • 4.4 KPI Characteristics (p. 129)
  • Accountability (p. 130)
  • Empowered (p. 131)
  • Timely (p. 131)
  • Trigger Points (p. 131)
  • Easy to Understand (p. 132)
  • Accurate (p. 132)
  • Relevant (p. 133)
  • 4.5 Categories of KPIS (p. 133)
  • 4.6 KPI Selection (p. 134)
  • 4.7 KPI Measurement (p. 140)
  • 4.8 KPI Interdependences (p. 142)
  • 4.9 KPIS and Training (p. 144)
  • 4.10 KPI Targets (p. 145)
  • 4.11 Understanding Stretch Targets (p. 148)
  • 4.12 KPI Failures (p. 149)
  • 4.13 KPIS and Intellectual Capital (p. 151)
  • 4.14 KPI Bad Habits (p. 154)
  • KPI Bad Habits Causing Your Performance Measurement Struggles (p. 154)
  • 4.15 Brightpoint Consulting, Inc.-Dashboard Design: Key Performance Indicators and Metrics (p. 159)
  • Introduction (p. 159)
  • Metrics and Key Performance Indicators (p. 160)
  • Scorecards, Dashboards, and Reports (p. 161)
  • Gathering KPI and Metric Requirements for a Dashboard (p. 162)
  • Interviewing Business Users (p. 162)
  • Putting It All Together-the KPI Wheel (p. 163)
  • Start Anywhere, but Go Everywhere (p. 164)
  • Wheels Generate Other Wheels (p. 166)
  • A Word about Gathering Requirements and Business Users (p. 166)
  • Wrapping It All Up (p. 167)
  • 5 Value-Based Project Management Metrics (p. 169)
  • Chapter Overview (p. 169)
  • 5.0 Introduction (p. 169)
  • 5.1 Value Over the Years (p. 171)
  • 5.2 Values and Leadership (p. 172)
  • Project Manager (p. 173)
  • Team Members (p. 173)
  • Organization (p. 174)
  • Stakeholders (p. 174)
  • 5.3 Combining Success and Value (p. 175)
  • Internal Success (p. 177)
  • Financial Success (p. 177)
  • Future Success (p. 177)
  • Customer-related Success (p. 178)
  • 5.4 Recognizing The Need for Value Metrics (p. 178)
  • 5.5 The Need for Effective Measurement Techniques (p. 181)
  • 5.6 Customer/Stakeholder Impact on Value Metrics (p. 187)
  • 5.7 CUstomer Value Management (p. 188)
  • 5.8 The Relationship Between Project Management and Value (p. 193)
  • 5.9 Background of Metrics (p. 197)
  • Redefining Success (p. 198)
  • Growth in the Use of Metrics (p. 200)
  • 5.10 Selecting The Right Metrics (p. 204)
  • 5.11 The Failure of Traditional Metrics and KPIS (p. 207)
  • 5.12 The Need for Value Metrics (p. 207)
  • 5.13 Creating a Value Metric (p. 208)
  • 5.14 Presenting The Value Metric in a Dashboard (p. 215)
  • 5.15 Industry Examples of Value Metrics (p. 216)
  • Aerospace and Defense: Company 1 (p. 216)
  • Aerospace and Defense: Company 2 (p. 217)
  • Capital Projects: Company 2 (p. 217)
  • IT Consulting (External Clients): Company 1 (No Percentages Provided) (p. 217)
  • IT Consulting (External Clients): Company 2 (p. 218)
  • IT Consulting (External Clients): Company 3 (p. 218)
  • IT Consulting (External Clients): Company 4 (p. 219)
  • IT Consulting (External Clients): Company 5 (p. 219)
  • IT Consulting (External Clients): Company 6 (p. 219)
  • IT Consulting (Internal): Company 1 (p. 219)
  • Software Development: (Internal) (No Percentages Provided) (p. 219)
  • Telecommunications: Company 1 (p. 220)
  • Telecommunications: Company 2 (No Percentages Provided) (p. 220)
  • New Product Development (p. 220)
  • Automotive Suppliers (p. 220)
  • Global Consulting: Company 1 (Not Industry Specific and No Weights) (p. 220)
  • Global Consulting: Company 2 (Not Industry specific and No Weights) (p. 221)
  • 5.16 Use of Crisis Dashboards for Out-of-Range Value Attributes (p. 222)
  • 5.17 Establishing A Metrics Management Program (p. 223)
  • 5.18 Using Value Metrics for Forecasting (p. 225)
  • 5.19 Metrics and Job Descriptions (p. 226)
  • 5.20 Graphical Representation of Metrics (p. 227)
  • 5.21 Creating a Project Value Baseline (p. 239)
  • The Performance Measurement Baseline (p. 239)
  • Project Value Management (p. 240)
  • The Value Management Baseline (p. 242)
  • Selecting the Value Baseline Attributes (p. 243)
  • Overachievement Trends (p. 245)
  • Risks of Overachievement (p. 245)
  • 6 Dashboards (p. 247)
  • Chapter Overview (p. 247)
  • 6.0 Introduction (p. 247)
  • 6.1 Does Everyone Know What a Dashboard Really Is? (p. 252)
  • Dashboards (p. 252)
  • Dashboard Design (p. 253)
  • Guided Analysis (p. 254)
  • Data Exploration (p. 254)
  • More (p. 255)
  • Not a Dashboard (p. 255)
  • Conclusion (p. 255)
  • 6.2 How We Process Dashboard Information (p. 256)
  • 6.3 Dashboard Core Attributes (p. 256)
  • 6.4 The Meaning of Information (p. 257)
  • 6.5 Traffic Light Dashboard Reporting (p. 259)
  • 6.6 Dashboards and Scorecards (p. 261)
  • Dashboards (p. 262)
  • Scorecards (p. 262)
  • Summary (p. 262)
  • 6.7 Creating a Dashboard is a Lot Like Online Dating (p. 264)
  • Finding Out the Needs of the Stakeholders (p. 264)
  • Making a Connection (p. 264)
  • Choosing Your Key Performance Indicators (p. 265)
  • Selecting Your Visuals (p. 265)
  • Building on the Momentum (p. 266)
  • Maintenance (p. 266)
  • 6.8 Benefits of Dashboards (p. 266)
  • 6.9 Is Your BI Tool Flexible Enough? (p. 267)
  • A Flexible BI Tool-What Does It Mean and Why Does It Matter? (p. 267)
  • Why Is Flexibility So Important? (p. 268)
  • Stay up to Speed with Your Changing Business Needs (p. 269)
  • Be Independent (with Fewer Tools and Users Involved to Get Your Job Done) (p. 269)
  • Adapt to Each and Every User (p. 269)
  • Be Ready for the Unknown (p. 269)
  • 6.10 Four Easy Steps to Implementing a Successful Business Intelligence Solution (p. 270)
  • Step 1 Understand the Business Needs (p. 270)
  • Step 2 Keep It SMART (p. 271)
  • tStep 3 Determine Your Deliverables (p. 272)
  • Step 4 To the Drawing Board (p. 274)
  • Closing Comments (p. 274)
  • 6.11 Rules for Dashboards (p. 275)
  • 6.12 The Seven Deadly Sins of Dashboard Design and Why They Should be Avoided (p. 275)
  • Deadly Sin #1: Off the Page, Out of Mind (p. 276)
  • Deadly Sin #2: And This Means ... What? (p. 276)
  • Deadly Sin #3: Right Data, Wrong Chart (p. 276)
  • Deadly Sin #4: Not Making the Right Arrangements (p. 276)
  • Deadly Sin #5: A Lack of Emphasis (p. 277)
  • Deadly Sin #6: Debilitating Detail (p. 277)
  • Deadly Sin #7: Not Crunching the Numbers (p. 277)
  • 6.13 Brightpoint Consulting, Inc.: Designing Executive Dashboards (p. 278)
  • Introduction (p. 278)
  • Dashboard Design Goals (p. 278)
  • Defining Key Performance Indicators (p. 279)
  • Defining Supporting Analytics (p. 279)
  • Choosing the Correct KPI Visualization Components (p. 280)
  • Supporting Analytics (p. 282)
  • A Word about Labeling Your Charts and Graphs (p. 284)
  • Putting It All Together: Using Size, Contrast, and Position (p. 284)
  • Validating Your Design (p. 286)
  • 6.14 All That Gutters Is Not Gold (p. 287)
  • 6.15 Using Emoticons (p. 310)
  • 6.16 Misleading Indicators (p. 311)
  • 6.17 Agile and Scrum Metrics (p. 313)
  • Introduction: Agile Overview (p. 313)
  • Agile Metrics (p. 315)
  • General Agile Metrics (p. 316)
  • Scrum Metrics (p. 320)
  • Other Sprint Charts (p. 325)
  • Iteration Metrics (p. 327)
  • Scaled Agile Metrics (p. 327)
  • Lean Kanban Metrics (p. 330)
  • Summary (p. 333)
  • 6.18 Data Warehouses (p. 333)
  • The Growth of Business Intelligence Systems (p. 335)
  • Big Data (p. 336)
  • 6.19 Dashboard Design Tips (p. 338)
  • Colors (p. 338)
  • Fonts and Font Size (p. 338)
  • Use Screen Real Estate (p. 339)
  • Component Placement (p. 339)
  • 6.20 Teamquest Corporation (p. 340)
  • White Paper #1: Metric Dashboard Design (p. 340)
  • White Paper #2: Proactive Metrics Management (p. 351)
  • The Future (p. 359)
  • Conclusion (p. 359)
  • 6.21 A Simple TEmplate (p. 360)
  • 6.22 Summary of Dashboard Design Requirements (p. 360)
  • The Importance of Design to Information Dashboards (p. 363)
  • The Rules for Color Usage on Your Dashboard (p. 363)
  • The Rules for Graphic Design of Your Dashboard (p. 365)
  • The Rules for Placing the Dashboard in Front of Your Users-The Key to User Adoption (p. 366)
  • The Rules for Accuracy of Information on Your Dashboard (p. 367)
  • 6.23 DAshboard Limitations (p. 367)
  • 6.24 The Dashboard Pilot Run (p. 370)
  • 6.25 Evaluating Dashboard VEndors (p. 371)
  • 6.26 New Dashboard Applications (p. 372)
  • 7 Dashboard Applications (p. 375)
  • Chapter Overview (p. 375)
  • 7.0 Introduction (p. 375)
  • 7.1 Dashboards in Action: Dundas Data Visualization (p. 376)
  • 7.2 Dashboards in Action: Pie (p. 376)
  • 7.3 Pie OVerview (p. 388)
  • Pie Dashboard (p. 388)
  • Pie Portfolio Timeline (p. 392)
  • Pie Project Timeline (p. 392)
  • Pie People Timeline (Resource Planning) (p. 395)
  • Pie Project List (p. 397)
  • Pie on My Plate (p. 397)
  • Pie Recipes-Flexible Frameworks (p. 403)
  • 7.4 Dashboards in Action: International Institute for Learning (p. 403)
  • 8 The Portfolio Management PMO and Metrics (p. 407)
  • Chapter Overview (p. 407)
  • 8.0 Introduction (p. 407)
  • 8.1 Critical Questions (p. 408)
  • 8.2 Value Categories (p. 408)
  • 8.3 Portfolio Metrics (p. 410)
  • 8.4 Measurement Techniques and Metrics (p. 411)
  • 8.5 The Growth of Portfolio Metrics (p. 413)
  • 8.6 Metrics for Measuring Intangibles (p. 415)
  • 8.7 The Need for Strategic Metrics (p. 418)
  • 8.8 Crisis Dashboards (p. 421)
  • Defining a Crisis (p. 421)
  • Index (p. 425)

Author notes provided by Syndetics

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, PRINCE, ITIL, Business Analysis, Microsoft Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI charter global registered education provider, and a member of PMI's Silver Alliance Circle and their Corporate Council.
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