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

ISBN-10: 1118524667

ISBN-13: 9781118524664

Edition: 2nd 2013

Authors: Harold R. Kerzner

List price: $75.00
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Historically, there were only two metrics used in project management; time and cost. Later, other metrics were created such as "earned-value", but these were just derivatives of time and cost.  Today, with the growth of complex projects, stakeholder involvement in projects, advances in computer technology for dashboard designs, metrics and key performance indicators for project management have become an important focus.  This is the second edition of a best-selling book from Harold Kerzner that walks through everything from the basics of project management metrics and key performance indicators to establishing targets and using dashboards to monitor performance.  The content is aligned with PMI's PMBOK Guide and stresses "value" as the main focal point.  Through extensive global training and consulting using the first edition, Kerzner has brought new content into this revision covering everything from customer relations management to project oversight and governance, agile and SCRUM Metrics to metrics pitfalls and myths.  As with the current edition Kerzner will create a set of PowerPoint slides and a test bank to assist in teaching this content in what is potentially a growing number of courses.
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Book details

List price: $75.00
Edition: 2nd
Copyright year: 2013
Publisher: John Wiley & Sons, Incorporated
Publication date: 8/12/2013
Binding: Paperback
Pages: 448
Size: 7.50" wide x 9.00" long x 0.75" tall
Weight: 2.024
Language: English

The Changing Landscape of Project Management
Chapter Overview
Chapter Objectives
Executive View of Project Management
Complex Projects
Comparing Traditional and Nontraditional Projects
Defining Complexity
Skill Set
Decision Making
Fluid Methodologies
Global Project Management
Project Management Methodologies and Frameworks
Light Methodologies
Heavy Methodologies
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
The Driving Forces for Better Metrics
Chapter Overview
Chapter Objectives
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
Chapter Overview
Chapter Objectives
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
The Need for KPIs
Using the KPIs
The Anatomy of a KPI
KPI Characteristics
Trigger Points
Easy to Understand
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
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
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
Chapter Overview
Chapter Objectives
Traffic Light Dashboard Reporting
Dashboards and Scorecards
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
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
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
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
Dashboards in Action: Ventyx, an Abb Company
Dashboards in Action: Johnson Controls, Inc.
Dashboards in Action: Computer Associates, Inc.
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
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
Information Requirement
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
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