1. Project Management Metrics, Key Performance Indicators
and Dashboards
© 2005 International Institute for Learning, Inc. 1

2. The Future of Project Management2 2
The Future of Project Management
Chapter 1:
The Changing Landscape
Of Project Management 2
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3. Executive View of Project Management3 3 3
Executive View of Project Management
The Future of Project Management
OLD VIEW
NEW VIEW
Project management is a nice to have career path, but not necessary
Project management is a strategic or core competency
We need our people certified as a PMP®
We need people certified in project management and in business processes
PMs are used for project execution only
PMs should be involved in portfolio management and capacity planning
Strategy and execution are separate activities
PMs must bridge strategy and execution
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4. Global Versus Non-Global Companies4
Global Versus Non-Global Companies
The Future of Project Management
FACTOR
NON-GLOBAL
GLOBAL
Core business
Sell products and services
Sell business solutions (value)
PM satisfaction level
Must be good at project mgt.
Must excel at project mgt.
PM methodology
Rigid
A framework with flexibility
Supporting tools
Minimal
Extensive
Continuous improvement
Follow the leader
A necessity for survival
Business knowledge
Your company’s business
Client’s business as well as yours
Type of team
Co-located
Virtual
© 2011 International Institute for Learning, Inc.
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5. The Future of Project Management5 5
Percent of Projects Using Project Management
The Future of Project Management
Current use of
project management
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6. The Complexity of Defining “Complexity”6 6
The Complexity of Defining “Complexity”
The Future of Project Management
Projects are usually defined as being complex according to one or more of the following elements interacting together:
Size
Dollar value
Uncertain requirements
Uncertain scope
Uncertain deliverables
Complex interactions
Uncertain credentials of labor pool
Geographical separation across multiple time zones
Other factors such as type and size of value expected
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7. The “Traditional” Project7 7
The “Traditional” Project
The Future of Project Management
Time duration of 6-18 months
The assumptions are not expected to change over the duration of the project
Technology is known and will not change over the duration of the project
People that start on the project will remain through to completion (the team and the sponsor)
The statement of work is reasonably well-defined
The target is stationary
Few stakeholders
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8. The “Nontraditional” (Complex) Project8 8
The “Nontraditional” (Complex) Project
The Future of Project Management
Time duration can be over several years
The assumptions can and will change over the duration of the project
Technology will change over the duration of the project
People that approved the project (and are part of the governance) may not be there at completion
The statement of work is ill-defined and subject to numerous changes
The target may be moving
Multiple stakeholders
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9. The Future of Project Management9 9
“Engagement” Expectations
The Future of Project Management
Customer’s
Expectations
Contractor’s
Expectations
Business
Solutions
Long-Term
Strategic
Partnerships
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10. Before and After Engagement Project Management10 10 10
Before and After Engagement Project Management
The Future of Project Management
BEFORE ENGAGEMENT PROJECT MANAGEMENT
AFTER ENGAGEMENT PROJECT MANAGEMENT
Continuous competitive bidding
Sole-source or single-source contracting (fewer suppliers to deal with)
Focus on near-term value of the deliverable
Focus on lifetime value of the deliverable
Client develops their own business strategy
Contractor supports the client in project portfolio management
Client has access to limited PM tools
Access to the contractor’s tool kits
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11. The Future of Project Management11 11
New Developments in Project Management
The Future of Project Management
New Success Criteria
Key Performance
Indicators
Governance
Dashboard
Design
Measurement
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12. Methodology Structuring12 12
Methodology Structuring
The Future of Project Management
Project
definition
process
Technical
baseline
Sow
Specs
WBS
Timing
S curve
Templates
Monitoring & control
Performance against baselines
Check validity of assumptions
Functional &
management
baselines
Resumes
Policies/proc.
Proj. organiz.
RAMs
Change plan
Financial
& metrics 12
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13. Ingredients of a World-Class Methodology (1 of 2)13 13
Ingredients of a World-Class Methodology (1 of 2)
The Future of Project Management
Maximum of six life-cycle phases
Life-cycle phases overlap
End-of-phase gate reviews
Integrated with other processes
Continuous improvement (i.e., hear the voice of the customer)
Customer oriented
Company-wide acceptance 13
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14. The Future of Project Management14 14
Ingredients of a World-Class Methodology (2 of 2)
The Future of Project Management
Uses templates (Level 3 WBS)
Critical path scheduling (Level 3 WBS)
Simplistic, standard bar chart reporting (standard software)
Minimization of paperwork
Format for a project charter
Templates for extracting best practices and lessons learned 14
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15. What an EPM System is Not15 15
What an EPM System is Not
The Future of Project Management
A panacea or quick fix
A cure to all organizational ills
An alternative to knowledge, skill, and experience
A substitute for management attention 15
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