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

Intro -- Project Management Metrics, KPIs, and Dashboards -- Contents -- Preface -- 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 -- 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 -- 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) -- 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 -- Seven Strategies for Selecting Relevant Key Performance Indicators -- Putting the R in KPI -- Take First Prize -- 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 -- 5.3 Combining Success and Value -- 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 -- 5.16 Use of Crisis Dashboards for Out-of-Range 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 -- 6 Dashboards -- Chapter Overview -- 6.0 Introduction -- 6.1 How We Process Dashboard Information -- 6.2 Dashboard Core Attributes -- 6.3 The Meaning of Information -- 6.4 Traffic Light Dashboard Reporting.

6.5 Dashboards and Scorecards -- Dashboards -- Scorecards -- Summary -- 6.6 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 -- 6.7 Benefits of Dashboards -- 6.8 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 -- 6.9 Rules for Dashboards -- 6.10 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 -- 6.11 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 -- Validating Your Design -- 6.12 All That Glitters Is Not Gold -- 6.13 Using Emoticons -- 6.14 Misleading Indicators -- 6.15 Agile and Scrum Metrics -- 6.16 Data Warehouses -- 6.17 Dashboard Design Tips -- Colors -- Fonts and font size -- Use Screen Real Estate -- Component Placement -- 6.18 TeamQuest Corporation -- White Paper #1: Metric Dashboard Design -- White Paper #2: Proactive Metrics Management -- 6.19 Logi Analytics, Inc.: Dashboard Best Practices -- Executive Summary -- Introduction-What's New about Dashboards?.

How Modern Is the Modern Dashboard? -- The Dashboard versus the Spreadsheet -- Designing the Dashboard -- The Business-Driven Dashboard -- The Implications for the IT Provider -- Implementing the Dashboard -- Organizational Challenges -- Common Pitfalls -- Justifying the Dashboard -- Return on Investment -- Ensuring Service-Level Agreements -- Conclusion -- 6.20 A Simple Template -- 6.21 Summary of Dashboard Design Requirements -- The Importance of Design to Information Dashboards -- The Rules for Color Usage on Your Dashboard -- The Rules for Graphic Design of Your Dashboard -- The Rules for Placing the Dashboard in Front of Your Users-The Key to User Adoption -- The Rules for Accuracy of Information on Your Dashboard -- 6.22 Dashboard Limitations -- 6.23 The Dashboard Pilot Run -- 6.24 Evaluating Dashboard Vendors -- 6.25 New Dashboard Applications -- 7 Dashboard Applications -- Chapter Overview -- 7.0 Introduction -- 7.1 Dashboards in Action: Dundas Data Visualization -- 7.2 Dashboards in Action: PieMatrix, Inc. -- 7.3 PieMatrix Overview -- PieMatrix Executive Dashboard -- Executive Dashboard and To-Do List-Where Does All This Data Come From? -- Project-Governing and Executing Complex Projects in a Visual and Friendly Way -- Project-Planning the Project -- Project-Breaking Down Silos -- Authoring-Where the Best Practice Content Comes From -- From Authoring Back to the Executive Dashboard -- 7.4 Dashboards in Action: International Institute for Learning -- 8 The Portfolio Management PMO and Metrics -- Chapter Overview -- 8.0 Introduction -- 8.1 Critical Questions -- 8.2 Value Categories -- 8.3 Portfolio Metrics -- 8.4 Measurement Techniques and Metrics -- 8.5 Crisis Dashboards -- Defining a Crisis -- Index -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.