1. Preparing Metrics that Matter
Enhancing Customization and Automation

2. Agenda Functional Best Practices Case Study – Emerging Health
Case Study – HSBC
Open Discussion
Technical Best Practices

3. Why do we utilize metrics?
Align behaviors with organizational strategy
What gets measured gets done
Enables self-service performance management
Benchmarking – Internal and External
Manage based on data not gut feel

4. What makes a good Metric?
SMART
Specific
Meaningful
Aligned
Realistic goals
Time based

5. What makes a good Metric?
Balanced – Do not want to drive the wrong behavior
Drill Down – Need to be able to answer why
Automated – consistency, availability, accuracy
Incentives – rewards drive behavior
Positive Focus – Highlight good behavior not bad
Assign Ownership – Monitor, report improve
Leading vs Lagging – measure things that can be changed

6. How to Create KPIs? Understand strategic goals of your organization
Determine the Key Success Factors in reaching the goals
Define Key Performance Indicators that measure the success factors
Determine the Success Factors for these metrics
Define Performance Indicators that measure the success factors
Make KPIs, PIs and data available
Communicate to all levels

7. What Metrics Do You Use Today?
Scope
# changes / project duration in days (bad req. or bad PM)
Customer satisfaction (survey 1-10)
Schedule
% of open tasks with finish date < one week ago (stale)
% projects on-time
% of tasks completed on time
% of tasks completed within baseline duration
% of tasks completed within baseline hours
% Milestones on time
Actual/Estimate - % to estimate
Average task duration or effort (good plans)
% tasks assigned 3 months out (how well advanced planning)
# of baselines
Milestone Burndown
Cross Project Dependency Slack
Budget
% projects on-budget
% complete vs. % money expended
Actual / budgeted ROI
Total support costs for x months after solution is completed
Amount of project manager time vs. overall effort hours
% change in NPV/IRR from gate to gate
Benefits realized vs. benefits planned
% projects with current financial forecasts
Overall Project
Subjective R/Y/G on projects by the PM (PMs thoughts)
Duration between steps, phases, stages, etc (diagnose where issue. This will not solve issues)
# issues / project duration in days
How long issues remain open
% projects with current status reports
Number of defects discovered after initial acceptance / development hours
Counts and amounts for projects in Red/Amber/Green status
# issues by severity: opened, closed, on-hold
% projects failed gate review
% projects that delayed gate review
Time (Not Project Related)
Time not submitted on time
Ave hours worked by staff
% internal vs. external resources
Time to assign WR (response time)
Time by % Admin, Projects, Maintenance (Doing the right things)
Resource Management
% of resources with “appropriate” allocations 6-9 months in the future
% of resources with “appropriate” assignments 0-3 months in the future
Forecasted Utilization % by project manager for next 0-3 months
Actual Utilization % by project manager for last 3 months
Workloads by resources or manager - # projects they support

8. KPI Project Dashboard

9. What will be Covered PM Dashboard portlet, Sub-Page & Drill Down
Key Performance Indicators
Governance

10. Overview & Importance PM Dashboard
Provides PMs and Management with important information related to project staffing, schedule and level of effort.
Information drives Executive decisions related to project portfolios.
Can be used by the PM as a project maintenance check list.
Makes it easier for PMs to identify and correct project schedule and staffing issues.
Accessible to all users

11. Accessing PM Dashboard sub-page
Accessing from within a project
Click the PM Dashboard sub-page link on the project properties page.
The sub-page will show all indicators related to the project.

12. Project Dashboard Detail
Use:
Provides detailed information related to Red and Yellow Indicators. To launch the Detail information click on a Red or Yellow icon
The detail page for ETCs Past is the Project Team portlet. All others indicators link to the Project Dashboard Popup Page as shown to the right

13. Portlet Defaults The portlet returns all active projects
Indicator Update Frequency
Hourly Updates
Daily Updates at 4:00 am
Zero ETC
ETCs Past
Milestone Schedule
Next Go Live Dt Past
Comment Dt Past
Resource Budget
Unfilled Roles within 30 days
Allocation Dt Past

14. KPI Indicator Colors
A Gray icon means the indicator does not apply to the project in its current state.
A Green icon means the indicator is within the acceptable range and no action is required at this time.
A Yellow icon means there is a component of the project that needs attention.
A Red icon means there is a component of the project that needs immediate attention.

15. Key Components of Governance
Establish a governance structure with a Project Committee including appropriate subgroups
Define your processes – e.g. start identifying what projects align with your strategic goals
Ensure priorities are set by Senior Management and Executives
Communicate priorities and progress on a regular basis
Monitor Resource, Budget and Schedule regularly
Implement effective Governance reporting based on the processes

16. HSBC

17. HSBC background Clarity/Niku customer since 2005
Rego Consultant services provided since 2010
One partition
3 Main Department Functions
Global system
Integrated with HR and Finance systems
Yearly Financial planning process
Project setup
Billable Product tie back
Actuals = financial transactions (chargebacks to customers)
3 Main departments
37,200 active resources
31,000+ OTE
27,500+ Billable
39,500 + active projects
27,000+ Billable
3rd largest instance of Clarity
INTERNAL

18. Overview Resource/Project Details
Gaining value from Clarity depends on effective use of the tool and increasing end-user adoption. Project and Resource management metrics are required to baseline and track adoption as part of monitoring and improving the value of the data on Clarity
Clarity Maturity Model (CMM) was implemented in 2008 in response to an audit requirement to track Clarity usage and data
Clarity SWAT are looking to materially improved the existing CMM model to eliminate “box ticking” and implement metrics that will drive sound resource and project management behavior
INTERNAL

19. Key Roles
LQSOs – Local Quality Service Organization; audit regional/departmental project and resource data
Clarity PPMT (Project and Portfolio Management Tooling) – Enhancement, defect and maintenance. Make CMM available and enhance/create new Metrics/KPIs
PMOs, Deployment Leads, Middle and upper Management; Direction and Take action on deployments
Champions
INTERNAL

20. CMM – Clarity Maturity model
Clarity/Niku customer since 2005
Rego Consultant services provided since 2010
37,200 active resources
31,000+ OTE
27,500+ Billable
39,500 + active projects
CTB 28,000+ RTB 11,500+
27,000+ Billable
Integrated with HR and Finance systems
Yearly Financial planning process
Project setup
Billable Product tie back
Actuals = financial transactions (chargebacks to customers)
INTERNAL

21. CMM – Clarity Maturity model
Clarity/Niku customer since 2005
Rego Consultant services provided since 2010
37,200 active resources
31,000+ OTE
27,500+ Billable
39,500 + active projects
CTB 28,000+ RTB 11,500+
27,000+ Billable
Integrated with HR and Finance systems
Yearly Financial planning process
Project setup
Billable Product tie back
Actuals = financial transactions (chargebacks to customers)
INTERNAL

22. INTERNAL

23. Discussion Questions For your organization:
What are your process pain points?
What behaviors are you trying to drive?
What are your reporting challenges?

24. Metrics Development Cycle
1. Process improvement Identified
2. Requirements for a Metric
3. Technical Development
And
Implementation
4. Reporting
5. Analyze the Trends OR
Other Impacts
Strategic Goals
Happy Customer

25. Technical Best Practices
Check what is already available
OOB Metrics
Earned Value (CPI, SPI)
RegoXchange
Search for keyword “Dashboard” on the RegoXchange website
Rego Adoption Metrics (coming soon!)

26. RegoXchange Content Portlet Name Description
Dashboard: Baseline Comparison
Compares multiple baselines on a project
Dashboard: Change Requests
Provides an overview of all change requests on the project
Dashboard: Financial Summary by Charge Code
Displays summary financial information by charge code on the project dashboard
Dashboard: Open Issues
Provides an overview of all issues on the project.
Dashboard: Open Milestones
Provides an overview of all milestones on the project.
Dashboard: Open Risks
Provides an overview of all risks on the project.
Dashboard: Phase Gantt
Provides an overview of highest-level tasks on the project.
Dashboard: Programs Portfolios
This portlet displays all programs and portfolios a project is a subproject of
Dashboard: Project Information
Provides an overview of the project.
Dashboard: Project Status Indicators Multi-line
Provides an overview of the project status on multiple lines.
Dashboard: Project Status Indicators Single-line
Provides an overview of the project status on a single line.
Executive Dashboard
A one-stop place for the PMO or management to view all critical information about projects.
Incident Dashboard
Displays an overview of incident and related task information
Program Executive Dashboard
Displays project information for projects within a program
Project Manager Dashboard
Provides an overview of all projects.

27. Rego Adoption Metrics
We will have a set of metrics defined for projects, and a set of defined for resources.
Each metric will have a set criteria for levels 0-5 maturity, so that for each metric that item (i.e. project) will be given a maturity level from 0-5.
Project Metrics will apply only to active projects
Resource Metrics will only apply only to active users (exclude locked resources)

28. Rego Adoption Metrics Metric Focus Metric Description Project
Project Allocation Adoption Metric
This adoption metric indicates if the project manager is keeping the project staff allocations in line with the effort that is being booked to the project through time entry. This metric looks at the prior three months and determines how close the allocations match the actuals. The closer the match, the higher the score.
Resource
Resource Allocation Adoption Metric
This adoption metric indicates if the Resource Manager is keeping their staff’s allocations current. The metric scores increase as the allocations of the full resource capacity are within a reasonable range for longer future periods of time. Highest scoring goes to resources that have allocations close to 100% for the next 120 days.
Resource Data Quality Metric
This adoption metric indicates if the Resource Manager is keeping specific fields in their resource’s data populated and demonstrates active management of the resource attributes by the Resource Manager role
Resource Timesheet Entry Metric
This adoption metric indicates if the Time-entry Resource is entering their time on a timely basis. The metric looks back 4 weeks and determines how many timesheets were entered and how many are missing. The Highest scoring goes to timesheets submitted on time and with total hours greater than 10.
Resource Commitment Metric
This adoption metric compares the resource Soft Booked and Hard Booked allocations within a 4 week view. Hard Booked allocation hours receive a higher range score while Soft Booked allocations are a lower score.
Project Baseline Adoption Metric
This adoption metric indicates the level of adoption in using baselines. The metric indicates if any baseline exists against the project. Scoring the metric on a project is either a zero (no baseline) or a 5 (has a baseline).
Project Status Reporting Adoption Metric
This adoption metric indicates if the project manager is creating and publishing a project status on a bi-weekly basis. The metric looks back over a 6 week period and increases the score based on increasing numbers of published status reports.
Project Risk Management Adoption Metric
This adoption metric indicates if the project manager is managing risks against the project within CA Clarity. The score indicates whether the risks are being used at all and increases the score value based on the completeness of the Risk data and for the higher scores the active management of risk resolutions.
Project Scheduling Adoption Metric
This adoption metric indicates if the project manager is managing more than summary time entry tasks within CA Clarity. Scores increased based on having 3 tasks or more and having the tasks closed when they were scheduled to be complete. Highest scores on the metric require active management of 10 or more tasks.

29. Rego Adoption Metrics

30. Rego Adoption Metrics

31. Technical Best Practices
If the metrics you are looking for do not exist –
Make sure the requirements for the Metric are well defined
Architect the Metrics with keeping potential OBS/Department/Resources changes in perspective (e.g. Re-Org)
Capture positive metrics
Development approach
Automate data collection overnight. Real time metrics may be overkill.
Collect Data within Clarity
Capture Actuals as well as Baseline (or Budget) value for comparison
Capture the values at different levels of organization (OBS/Departments/Roles)

32. Technical Best Practices
Reporting
Should be in visual format (Clarity Dashboards /Webi/Crystal or Xcelsius Dashboards, not data extracts).
Dashboards should tell a story and highlight issues. Use 5 minute rule.
Show Trends
Drill down capability to show the details

33. CIO / Senior Executive View

34. Metrics Malfunctions
You know you have a metric malfunction if you hear:
I didn’t know this was being measured.
We measure this because the boss says so.
I have no idea how I can affect this measure.
I have no idea what this number means.
I do not worry about that metric I measure my own.

35. Summary People-Process-Technology Alignment Goals-KPIs-Pis-Data
Automate metric collection
Crawl-Walk-Run

36. Metric Examples Metric Focus Metric Description Project
Project Allocation Adoption Metric
This adoption metric indicates if the project manager is keeping the project staff allocations in line with the effort that is being booked to the project through time entry. This metric looks at the prior three months and determines how close the allocations match the actuals. The closer the match, the higher the score.
Resource
Resource Allocation Adoption Metric
This adoption metric indicates if the Resource Manager is keeping their staff’s allocations current. The metric scores increase as the allocations of the full resource capacity are within a reasonable range for longer future periods of time. Highest scoring goes to resources that have allocations close to 100% for the next 120 days.
Resource Data Quality Metric
This adoption metric indicates if the Resource Manager is keeping specific fields in their resource’s data populated and demonstrates active management of the resource attributes by the Resource Manager role
Resource Timesheet Entry Metric
This adoption metric indicates if the Time-entry Resource is entering their time on a timely basis. The metric looks back 4 weeks and determines how many timesheets were entered and how many are missing. The Highest scoring goes to timesheets submitted on time and with total hours greater than 10.
Resource Commitment Metric
This adoption metric compares the resource Soft Booked and Hard Booked allocations within a 4 week view. Hard Booked allocation hours receive a higher range score while Soft Booked allocations are a lower score.
Project Baseline Adoption Metric
This adoption metric indicates the level of adoption in using baselines. The metric indicates if any baseline exists against the project. Scoring the metric on a project is either a zero (no baseline) or a 5 (has a baseline).
Project Status Reporting Adoption Metric
This adoption metric indicates if the project manager is creating and publishing a project status on a bi-weekly basis. The metric looks back over a 6 week period and increases the score based on increasing numbers of published status reports.
Project Risk Management Adoption Metric
This adoption metric indicates if the project manager is managing risks against the project within CA Clarity. The score indicates whether the risks are being used at all and increases the score value based on the completeness of the Risk data and for the higher scores the active management of risk resolutions.
Project Scheduling Adoption Metric
This adoption metric indicates if the project manager is managing more than summary time entry tasks within CA Clarity. Scores increased based on having 3 tasks or more and having the tasks closed when they were scheduled to be complete. Highest scores on the metric require active management of 10 or more tasks.

37. Questions Contact US Email Contact Web Site 888.813.0444
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"What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated.“ John E. Jones
Thank you.