Project management metrics, KPIs, and dashboards : a guide to measuring and monitoring project performance /
Harold Kerzner, Ph.D., Sr. Executive Director for Project Management, The International Institute for Learning.
- Third edition.
- xi, 434 pages : illustrations ; 24 cm
Includes index. HAROLD KERZNER, PHD, is Senior Executive Director for Project Management at the International Institute for Learning, Inc. (IIL), a global learning solutions company offering professional training and consulting services worldwide. Dr. Kerzner's profound effect on the project management industry inspired IIL to establish, in coordination with the Project Management Institute (PMI), the Kerzner International Project Manager of the Year Award, which is presented to a distinguished PMP® credential holder or global equivalent each year.
PREFACE ix
1 The Changing Landscape of
Project Management 1
Chapter Overview 1
1.0 Introduction 1
1.1 Executive View of Project Management 2
1.2 Complex Projects 5
Comparing Traditional and Nontraditional Projects 5
Defining Complexity 8
Trade-offs 10
Skill Set 10
Governance 11
Decision Making 11
Fluid Methodologies 12
1.3 Global Project Management 12
1.4 Project Management Methodologies and Frameworks 14
Light Methodologies 16
Heavy Methodologies 17
Frameworks 17
1.5 The Need for Effective Governance 20
1.6 Engagement Project Management 20
1.7 Customer Relations Management 23
1.8 Other Developments in Project Management 23
1.9 A New Look at Defining Project Success 25
Success Is Measured by the Triple Constraints 25
Customer Satisfaction Must Be Considered as Well 26
Other (or Secondary) Factors Must Be Considered as Well 26
Success Must Include a Business Component 26
Prioritization of Success Constraints May Be Necessary 27
The Definition of Success Must Include a ?Value? Component 28
Multiple Components for Success 29
The Future 30
1.10 The Growth of Paperless Project Management 30
1.11 Project Management Maturity and Metrics 32
1.12 Project Management Benchmarking and Metrics 36
Best Practice versus Proven Practice 37
Benchmarking Methodologies 38
1.13 Conclusions 42
2 The Driving Forces for Better Metrics 43
Chapter Overview 43
2.0 Introduction 43
2.1 Stakeholder Relations Management 44
2.2 Project Audits and the PMO 56
2.3 Introduction to Scope Creep 57
Defining Scope Creep 57
Scope Creep Dependencies 60
Causes of Scope Creep 60
Need for Business Knowledge 62
Business Side of Scope Creep 62
Ways to Minimize Scope Creep 63
2.4 Project Health Checks 64
Understanding Project Health Checks 65
Who Performs the Health Check? 67
Life Cycle Phases 67
2.5 Managing Distressed Projects 69
Root Causes of Failure 70
Definition of Failure 71
Early Warning Signs of Trouble 72
Selecting the Recovery Project Manager 73
Recovery Life Cycle Phases 74
3 Metrics 83
Chapter Overview 83
3.0 Introduction 83
3.1 Project Management Metrics: The Early Years 84
3.2 Project Management Metrics: Current View 87
Metrics and Small Companies 88
3.3 Metrics Management Myths 88
3.4 Selling Executives on a Metrics Management Program 89
3.5 Understanding Metrics 91
3.6 Causes for Lack of Support for Metrics Management 95
3.7 Using Metrics in Employee Performance Reviews 96
3.8 Characteristics of a Metric 97
3.9 Metric Categories and Types 99
3.10 Selecting the Metrics 101
3.11 Selecting a Metric/KPI Owner 105
3.12 Metrics and Information Systems 106
3.13 Critical Success Factors 106
3.14 Metrics and the PMO 109
3.15 Metrics and Project Oversight/ Governance 112