| |
| |
| Preface | |
| |
| |
| |
| The Changing Landscape of Project Management | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Executive View of Project Management | |
| |
| |
| |
| Complex Projects | |
| |
| |
| Comparing Traditional and Nontraditional Projects | |
| |
| |
| Defining Complexity | |
| |
| |
| Tradeoffs | |
| |
| |
| Skill Set | |
| |
| |
| Governance | |
| |
| |
| Decision Making | |
| |
| |
| Fluid Methodologies | |
| |
| |
| |
| Global Project Management | |
| |
| |
| |
| Project Management Methodologies and Frameworks | |
| |
| |
| Light Methodologies | |
| |
| |
| Heavy Methodologies | |
| |
| |
| Frameworks | |
| |
| |
| |
| The Need for Effective Governance | |
| |
| |
| |
| Engagement Project Management | |
| |
| |
| |
| Customer Relations Management | |
| |
| |
| |
| Other Developments in Project Management | |
| |
| |
| |
| 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 | |
| |
| |
| |
| The Growth of Paperless Project Management | |
| |
| |
| |
| Project Management Maturity and Metrics | |
| |
| |
| |
| Project Management Benchmarking and Metrics | |
| |
| |
| Best Practice versus Proven Practice | |
| |
| |
| Benchmarking Methodologies | |
| |
| |
| |
| Conclusions | |
| |
| |
| |
| The Driving Forces for Better Metrics | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Stakeholder Relations Management | |
| |
| |
| |
| Project Audits and the PMO | |
| |
| |
| |
| Introduction to Scope Creep | |
| |
| |
| Defining Scope Creep | |
| |
| |
| Scope Creep Dependencies | |
| |
| |
| Causes of Scope Creep | |
| |
| |
| The Need for Business Knowledge | |
| |
| |
| The Business Side of Scope Creep | |
| |
| |
| |
| Project Health Checks | |
| |
| |
| Understanding Project Health Checks | |
| |
| |
| Who Performs the Health Check? | |
| |
| |
| Life Cycle Phases | |
| |
| |
| |
| Managing Distressed Projects | |
| |
| |
| "Root" Causes of Failure | |
| |
| |
| The Definition of Failure | |
| |
| |
| Early Warning Signs of Trouble | |
| |
| |
| Selecting the Recovery Project Manager (RPM) | |
| |
| |
| Recovery Life Cycle Phases | |
| |
| |
| The Understanding Phase | |
| |
| |
| The Audit Phase | |
| |
| |
| The Tradeoff Phase | |
| |
| |
| The Negotiation Phase | |
| |
| |
| The Restart Phase | |
| |
| |
| The Execution Phase | |
| |
| |
| |
| Metrics | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Project Management Metrics: The Early Years | |
| |
| |
| |
| Project Management Metrics: Current View | |
| |
| |
| Metrics and Small Companies | |
| |
| |
| |
| Metrics Management Myths | |
| |
| |
| |
| Selling Executives on a Metrics Management Program | |
| |
| |
| |
| Understanding Metrics | |
| |
| |
| |
| Causes for Lack of Support for Metrics Management | |
| |
| |
| |
| Using Metrics in Employee Performance Reviews | |
| |
| |
| |
| Characteristics of a Metric | |
| |
| |
| |
| Metric Categories and Types | |
| |
| |
| |
| Selecting the Metrics | |
| |
| |
| |
| Selecting a Metric/KPI Owner | |
| |
| |
| |
| Metrics and Information Systems | |
| |
| |
| |
| Critical Success Factors | |
| |
| |
| |
| Metrics and the PMO | |
| |
| |
| |
| Metrics and Project Oversight/Governance | |
| |
| |
| |
| Metric Traps | |
| |
| |
| |
| Promoting the Metrics | |
| |
| |
| |
| Churchill Downs Incorporated's Project Performance Measurement Approaches | |
| |
| |
| Toll Gates (Project Management-Related Progress and Performance Reporting) | |
| |
| |
| |
| Key Performance Indicators | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| The Need for KPIs | |
| |
| |
| |
| Using the KPIs | |
| |
| |
| |
| The Anatomy of a KPI | |
| |
| |
| |
| 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 | |
| |
| |
| |
| Categories of KPIs | |
| |
| |
| |
| KPI Selection | |
| |
| |
| |
| KPI Measurement | |
| |
| |
| |
| KPI Interdependences | |
| |
| |
| |
| KPIs and Training | |
| |
| |
| |
| KPI Targets | |
| |
| |
| |
| KPI Failures | |
| |
| |
| |
| KPIs and Intellectual Capital | |
| |
| |
| |
| KPI Bad Habits | |
| |
| |
| The KPI Bad Habits Causing Your Performance Measurement Struggles | |
| |
| |
| |
| 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 | |
| |
| |
| |
| Value-Based Project Management Metrics | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Value Over the Years | |
| |
| |
| |
| Values and Leadership | |
| |
| |
| |
| Combining Success and Value | |
| |
| |
| |
| Recognizing the Need for Value Metrics | |
| |
| |
| |
| The Need for Effective Measurement Techniques | |
| |
| |
| |
| Customer/Stakeholder Impact on Value Metrics | |
| |
| |
| |
| Customer Value Management (CVM) | |
| |
| |
| |
| The Relationship Between Project Management and Value | |
| |
| |
| |
| Background to Metrics | |
| |
| |
| Redefining Success | |
| |
| |
| The Growth in the Use of Metrics | |
| |
| |
| |
| Selecting the Right Metrics | |
| |
| |
| |
| The Failure of Traditional Metrics and KPIs | |
| |
| |
| |
| The Need for Value Metrics | |
| |
| |
| |
| Creating a Value Metric | |
| |
| |
| |
| Presenting the Value Metric in a Dashboard | |
| |
| |
| |
| Industry Examples of Value Metrics | |
| |
| |
| |
| Use of Crisis Dashboards for Out-Of-Range Value Attributes | |
| |
| |
| |
| Establishing a Metrics Management Program | |
| |
| |
| |
| Using Value Metrics for Forecasting | |
| |
| |
| |
| Metrics and Job Descriptions | |
| |
| |
| |
| Graphical Representation of Metrics | |
| |
| |
| |
| Creating a Project Value Baseline | |
| |
| |
| The Performance Measurement Baseline | |
| |
| |
| Project Value Management | |
| |
| |
| The Value Management Baseline | |
| |
| |
| Selecting the Value Baseline Attributes | |
| |
| |
| |
| Dashboards | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Traffic Light Dashboard Reporting | |
| |
| |
| |
| Dashboards and Scorecards | |
| |
| |
| Dashboards | |
| |
| |
| Scorecards | |
| |
| |
| Summary | |
| |
| |
| |
| Benefits of Dashboards | |
| |
| |
| |
| Rules for Dashboards | |
| |
| |
| |
| Bitwork, Inc.: Ten Questions to Ask Before Implementing a Dashboard or Reporting System | |
| |
| |
| |
| What Are Your Needs? | |
| |
| |
| |
| What Do You Have in Place Already? | |
| |
| |
| |
| What is Involved in Integration? | |
| |
| |
| |
| How Long Does Installation Take? | |
| |
| |
| |
| How Easy Is the System to Use? | |
| |
| |
| |
| Who Will Use the System? | |
| |
| |
| |
| Can You Get Customizations? | |
| |
| |
| |
| What's Involved in Operations and Maintenance? | |
| |
| |
| |
| What Does the System Cost? | |
| |
| |
| |
| How Long Will It Last? | |
| |
| |
| |
| 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 | |
| |
| |
| |
| All that Glitters is Not Gold | |
| |
| |
| |
| Using Emoticons | |
| |
| |
| |
| Agile and Scrum Metrics | |
| |
| |
| X-Axis | |
| |
| |
| Y-Axis | |
| |
| |
| Project Start Point | |
| |
| |
| Project End Point | |
| |
| |
| Ideal Work Remaining Line | |
| |
| |
| Actual Work Remaining Line | |
| |
| |
| |
| Mashup Dashboards | |
| |
| |
| |
| Dashboard Design Tips | |
| |
| |
| |
| Pureshare, Inc. | |
| |
| |
| White Paper #1: Metric Dashboard Design | |
| |
| |
| White Paper #2: Pro-Active Metrics Management | |
| |
| |
| |
| Logixml, 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 | |
| |
| |
| |
| A Simple Template | |
| |
| |
| |
| 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 | |
| |
| |
| |
| Dashboard Limitations | |
| |
| |
| |
| The Dashboard Pilot Run | |
| |
| |
| |
| Evaluating Dashboard Vendors | |
| |
| |
| |
| New Dashboard Applications | |
| |
| |
| |
| Dashboard Applications | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Dashboards in Action: Ventyx, an Abb Company | |
| |
| |
| |
| Dashboards in Action: Johnson Controls, Inc. | |
| |
| |
| |
| Dashboards in Action: Computer Associates, Inc. | |
| |
| |
| Introduction | |
| |
| |
| Project Watchlist Dashboard | |
| |
| |
| Project Watchlist Drill-Down | |
| |
| |
| PM Alerts Dashboard | |
| |
| |
| Project Listing Dashboard | |
| |
| |
| Project Status Reports Dashboard | |
| |
| |
| Resource Planning Dashboard | |
| |
| |
| Resource Planning Drill-Down | |
| |
| |
| |
| Dashboards in Action: PIEmatrix, Inc. | |
| |
| |
| |
| 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 | |
| |
| |
| |
| Dashboards in Action: International Institute for Learning | |
| |
| |
| |
| Dashboards in Action: Westfield Insurance | |
| |
| |
| |
| Dashboards in Action: Mahindra Satyam | |
| |
| |
| |
| Measurement-Driven Project Management | |
| |
| |
| Chapter Overview | |
| |
| |
| Chapter Objectives | |
| |
| |
| Keywords | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| Measurement Concepts | |
| |
| |
| If It Matters, It Is Detectable | |
| |
| |
| If It Is Detectable, It Can Be Measured | |
| |
| |
| If It Can Be Measured, It Can Be Managed | |
| |
| |
| It Has Probably Been Done Before | |
| |
| |
| There Is More Available Data Than You Think | |
| |
| |
| You Don't Need As Much Data As You Think | |
| |
| |
| What Gets Measured, Gets Done | |
| |
| |
| You Have to Think Differently Than Most People | |
| |
| |
| |
| Definitions | |
| |
| |
| Information Requirement | |
| |
| |
| Entity | |
| |
| |
| Attribute | |
| |
| |
| Process | |
| |
| |
| Measurement | |
| |
| |
| Uncertainty | |
| |
| |
| Accuracy | |
| |
| |
| Precision | |
| |
| |
| Measure | |
| |
| |
| Indicator | |
| |
| |
| Information Solution | |
| |
| |
| |
| Measurement Process | |
| |
| |
| Preliminary Research | |
| |
| |
| Case Study: Customer Loyalty Project, Part, 1 | |
| |
| |
| Identify Information Requirements | |
| |
| |
| Case Study: Customer Loyalty Project, Part 2 | |
| |
| |
| Analyze Information Requirements | |
| |
| |
| Case Study: Customer Loyalty Project; Part 3 | |
| |
| |
| Case Study: Customer Loyalty Project, Part 4 | |
| |
| |
| Create Indicator | |
| |
| |
| Case Study: Customer Loyalty Project, Part 5 | |
| |
| |
| Integrate Measurement into Project Processes | |
| |
| |
| |
| Additional Information on Measurement Categories | |
| |
| |
| |
| Final Comments | |
| |
| |
| Index | |