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El. knyga: Project Management Metrics, KPIs, and Dashboards - A Guide to Measuring and Monitoring Project Performance, Third Edition: A Guide to Measuring and Monitoring Project Performance 3rd Edition [Wiley Online]

(Baldwin-Wallace College, Berea, Ohio)
  • Formatas: 448 pages
  • Išleidimo metai: 08-Dec-2017
  • Leidėjas: John Wiley & Sons Inc
  • ISBN-10: 1119427592
  • ISBN-13: 9781119427599
Kitos knygos pagal šią temą:
  • Wiley Online
  • Kaina: 86,65 €*
  • * this price gives unlimited concurrent access for unlimited time
Project Management Metrics, KPIs, and Dashboards - A Guide to Measuring and Monitoring Project Performance, Third Edition: A Guide to Measuring and Monitoring Project Performance 3rd EditionDidesnis paveikslėlis
  • Formatas: 448 pages
  • Išleidimo metai: 08-Dec-2017
  • Leidėjas: John Wiley & Sons Inc
  • ISBN-10: 1119427592
  • ISBN-13: 9781119427599
Kitos knygos pagal šią temą:
Wiley Online E-booksMore info about Wiley Online
Partnerių interneto svetainė: https://onlinelibrary.wiley.com/doi/book/10.1002/9781119427599
Harold Kerzners essential strategies on measuring project management performance

With the growth of complex projects, stakeholder involvement, and advancements in visual-based technology, metrics and KPIs (key performance indicators) are key factors in evaluating project performance. Dashboard reporting systems provide accessible project performance data, and sharing this vital data in a concise and consistent manner is a key communication responsibility of all project managers. 

This third edition of Kerzner's groundbreaking work, Project Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance, helps functional managers gain a thorough grasp of what metrics and KPIs are and how to use them. Plus, this edition includes new sections on processing dashboard information, portfolio management PMO and metrics, and BI tool flexibility.

 Offers comprehensive coverage of the different dashboard types, design issues, and applications





Provides full-color dashboards from some of the most successful project management companies, including IBM, Microsoft, and others Aligns with PMIs PMBOK® Guide and stresses value-driven project management PPT decks are available by chapter and a test bank will be available for use in seminar presentations and courses

Get ready to bolster your awareness of what good metrics management really entails todayand be armed with the knowledge to measure performance more effectively.
Preface ix
1 The Changing Landscape of Project Management
1(42)
Chapter Overview
1(1)
1.0 Introduction
1(1)
1.1 Executive View of Project Management
2(3)
1.2 Complex Projects
5(7)
Comparing Traditional and Nontraditional Projects
5(3)
Defining Complexity
8(2)
Trade-offs
10(1)
Skill Set
10(1)
Governance
11(1)
Decision Making
11(1)
Fluid Methodologies
12(1)
1.3 Global Project Management
12(2)
1.4 Project Management Methodologies and Frameworks
14(6)
Light Methodologies
16(1)
Heavy Methodologies
17(1)
Frameworks
17(3)
1.5 The Need For Effective Governance
20(1)
1.6 Engagement Project Management
20(3)
1.7 Customer Relations Management
23(1)
1.8 Other Developments in Project Management
23(2)
1.9 A New Look at Defining Project Success
25(5)
Success Is Measured by the Triple Constraints
25(1)
Customer Satisfaction Must Be Considered as Well
26(1)
Other (or Secondary) Factors Must Be Considered as Well
26(1)
Success Must Include a Business Component
26(1)
Prioritization of Success Constraints May Be Necessary
27(1)
The Definition of Success Must Include a "Value" Component
28(1)
Multiple Components for Success
29(1)
The Future
30(1)
1.10 The Growth of Paperless Project Management
30(2)
1.11 Project Management Maturity and Metrics
32(4)
1.12 Project Management Benchmarking and Metrics
36(6)
Best Practice versus Proven Practice
37(1)
Benchmarking Methodologies
38(4)
1.13 Conclusions
42(1)
2 The Driving Forces For Better Metrics
43(40)
Chapter Overview
43(1)
2.0 Introduction
43(1)
2.1 Stakeholder Relations Management
44(12)
2.2 Project Audits and the Pmo
56(1)
2.3 Introduction to Scope Creep
57(7)
Defining Scope Creep
57(3)
Scope Creep Dependencies
60(1)
Causes of Scope Creep
60(2)
Need for Business Knowledge
62(1)
Business Side of Scope Creep
62(1)
Ways to Minimize Scope Creep
63(1)
2.4 Project Health Checks
64(5)
Understanding Project Health Checks
65(2)
Who Performs the Health Check?
67(1)
Life Cycle Phases
67(2)
2.5 Managing Distressed Projects
69(14)
Root Causes of Failure
70(1)
Definition of Failure
71(1)
Early Warning Signs of Trouble
72(1)
Selecting the Recovery Project Manager
73(1)
Recovery Life Cycle Phases
74(9)
3 Metrics
83(38)
Chapter Overview
83(1)
3.0 Introduction
83(1)
3.1 Project Management Metrics: The Early Years
84(3)
3.2 Project Management Metrics: Current View
87(1)
Metrics and Small Companies
88(1)
3.3 Metrics Management Myths
88(1)
3.4 Selling Executives on a Metrics Management Program
89(2)
3.5 Understanding Metrics
91(4)
3.6 Causes For Lack of Support For Metrics Management
95(1)
3.7 Using Metrics in Employee Performance Reviews
96(1)
3.8 Characteristics of a Metric
97(2)
3.9 Metric Categories and Types
99(2)
3.10 Selecting the Metrics
101(4)
3.11 Selecting a Metric/Kpi Owner
105(1)
3.12 Metrics and Information Systems
106(1)
3.13 Critical Success Factors
106(3)
3.14 Metrics and the Pmo
109(3)
3.15 Metrics and Project Oversight/Governance
112(1)
3.16 Metrics Traps
113(1)
3.17 Promoting the Metrics
114(1)
3.18 Churchill Downs Incorporated's Project Performance Measurement Approaches
114(7)
Toll Gates (Project Management-Related Progress and Performance Reporting)
116(5)
4 Key Performance Indicators
121(52)
Chapter Overview
121(1)
4.0 Introduction
121(1)
4.1 The Need For Kpis
122(4)
4.2 Using the Kpis
126(2)
4.3 The Anatomy of a Kpi
128(1)
4.4 Kpi Characteristics
129(8)
Accountability
130(1)
Empowered
131(1)
Timely
131(1)
Trigger Points
131(1)
Easy to Understand
132(1)
Accurate
132(1)
Relevant
133(1)
Seven Strategies for Selecting Relevant Key Performance Indicators
134(1)
Putting the R in KPI
135(2)
Take First Prize
137(1)
4.5 Categories of Kpis
137(1)
4.6 Kpi Selection
138(6)
4.7 Kpi Measurement
144(2)
4.8 Kpi Interdependencies
146(2)
4.9 Kpis and Training
148(1)
4.10 Kpi Targets
149(3)
4.11 Understanding Stretch Targets
152(2)
4.12 Kpi Failures
154(1)
4.13 Kpis and Intellectual Capital
155(2)
4.14 Kpi Bad Habits
157(6)
KPI Bad Habits Causing Your Performance Measurement Struggles
158(5)
4.15 Brightpoint Consulting, Inc.---Dashboard Design: Key Performance Indicators and Metrics
163(10)
Introduction
163(1)
Metrics and Key Performance Indicators
164(1)
Scorecards, Dashboards, and Reports
165(1)
Gathering KPI and Metric Requirements for a Dashboard
166(1)
Interviewing Business Users
166(1)
Putting It All Together---The KPI Wheel
167(1)
Start Anywhere, but Go Everywhere
167(3)
Wheels Generate Other Wheels
170(1)
A Word about Gathering Requirements and Business Users
170(1)
Wrapping It All Up
171(2)
5 Value-Based Project Management Metrics
173(80)
Chapter Overview
173(1)
5.0 Introduction
173(2)
5.1 Value Over the Years
175(1)
5.2 Values and Leadership
176(3)
5.3 Combining Success and Value
179(4)
5.4 Recognizing the Need For Value Metrics
183(3)
5.5 The Need For Effective Measurement Techniques
186(5)
5.6 Customer/Stakeholder Impact on Value Metrics
191(1)
5.7 Customer Value Management
192(5)
5.8 The Relationship Between Project Management and Value
197(5)
5.9 Background of Metrics
202(6)
Redefining Success
203(1)
Growth in the Use of Metrics
204(4)
5.10 Selecting the Right Metrics
208(4)
5.11 The Failure of Traditional Metrics and Kpis
212(1)
5.12 The Need For Value Metrics
212(1)
5.13 Creating A Value Metric
213(8)
5.14 Presenting The Value Metric in A Dashboard
221(1)
5.15 Industry Examples Of Value Metrics
221(6)
5.16 Use of Crisis Dashboards For Out-Of-Range Value Attributes
227(1)
5.17 Establishing A Metrics Management Program
228(2)
5.18 Using Value Metrics For Forecasting
230(2)
5.19 Metrics And Job Descriptions
232(1)
5.20 Graphical Representation of Metrics
232(13)
5.21 Creating A Project Value Baseline
245(8)
The Performance Measurement Baseline
246(1)
Project Value Management
246(1)
The Value Management Baseline
247(3)
Selecting The Value Baseline Attributes
250(3)
6 Dashboards
253(112)
Chapter Overview
253(1)
6.0 Introduction
253(5)
6.1 How We Process Dashboard Information
258(1)
6.2 Dashboard Core Attributes
258(1)
6.3 The Meaning of Information
259(2)
6.4 Traffic Light Dashboard Reporting
261(2)
6.5 Dashboards And Scorecards
263(3)
Dashboards
264(1)
Scorecards
264(1)
Summary
264(2)
6.6 Creating A Dashboard Is A Lot Like Online
Dating
266(1)
Finding Out The Needs of The Stakeholders
266(1)
Making A Connection
267(1)
Choosing Your Key Performance Indicators
267(1)
Selecting Your Visuals
268(1)
Building On The Momentum
268(1)
Maintenance
268(1)
6.7 Benefits of Dashboards
269(1)
6.8 Is Your Bl Tool Flexible Enough?
269(4)
A Flexible Bl Tool-What Does It Mean And Why Does It Matter?
269(1)
Why Is Flexibility So Important?
270(1)
Stay Up To Speed With Your Changing Business Needs
271(1)
Be Independent (With Fewer Tools And Users Involved To Get Your Job Done)
272(1)
Adapt To Each And Every User
272(1)
Be Ready For The Unknown
272(1)
6.9 Rules For Dashboards
273(1)
6.10 The Seven Deadly Sins of Dashboard Design And Why They Should Be Avoided
273(3)
Deadly Sin #1 Off The Page, Out of Mind
274(1)
Deadly Sin #2 And This Means... What?
274(1)
Deadly Sin #3 Right Data, Wrong Chart
274(1)
Deadly Sin #4 Not Making The Right Arrangements
274(1)
Deadly Sin #5 A Lack of Emphasis
275(1)
Deadly Sin #6 Debilitating Detail
275(1)
Deadly Sin #7 Not Crunching The Numbers
275(1)
6.11 Brightpoint Consulting, Inc.: Designing Executive Dashboards
276(9)
Introduction
276(1)
Dashboard Design Goals
276(1)
Defining Key Performance Indicators
277(1)
Defining Supporting Analytics
277(1)
Choosing The Correct Kpi Visualization Components
278(2)
Supporting Analytics
280(3)
Validating Your Design
283(2)
6.12 All That Glitters Is Not Gold
285(24)
6.13 Using Emoticons
309(2)
6.14 Misleading Indicators
311(1)
6.15 Agile And Scrum Metrics
312(2)
6.16 Data Warehouses
314(1)
6.17 Dashboard Design Tips
315(2)
Colors
315(1)
Fonts And Font Size
316(1)
Use Screen Real Estate
316(1)
Component Placement
317(1)
6.18 Teamquest Corporation
317(21)
White Paper # 1: Metric Dashboard Design
318(11)
White Paper #2: Proactive Metrics Management
329(9)
6.19 Logi Analytics, Inc.: Dashboard Best Practices
338(12)
Executive Summary
338(2)
Introduction---What's New About Dashboards?
340(1)
How Modern Is The Modern Dashboard?
340(2)
The Dashboard Versus The Spreadsheet
342(1)
Designing The Dashboard
342(1)
The Business-Driven Dashboard
343(2)
The Implications For The It Provider
345(1)
Implementing The Dashboard
345(1)
Organizational Challenges
346(1)
Common Pitfalls
347(1)
Justifying The Dashboard
348(1)
Return On Investment
348(1)
Ensuring Service-Level Agreements
349(1)
Conclusion
349(1)
6.20 A Simple Template
350(1)
6.21 Summary of Dashboard Design Requirements
350(7)
The Importance of Design to Information Dashboards
350(3)
The Rules For Color Usage on Your Dashboard
353(2)
The Rules For Graphic Design of Your Dashboard
355(1)
The Rules For Placing the Dashboard in Front of Your Users---The Key to User Adoption
356(1)
The Rules For Accuracy of Information on Your Dashboard
357(1)
6.22 Dashboard Limitations
357(3)
6.23 The Dashboard Pilot Run
360(1)
6.24 Evaluating Dashboard Vendors
361(2)
6.25 New Dashboard Applications
363(2)
7 Dashboard Applications
365(48)
Chapter Overview
365(1)
7.0 Introduction
365(1)
7.1 Dashboards in Action: Dundas Data Visualization
366(1)
7.2 Dashboards in Action: Piematrix, Inc.
366(12)
7.3 Piematrix Overview
378(30)
Piematrix Executive Dashboard
378(11)
Executive Dashboard and To-Do List---Where Does All This Data Come From?
389(3)
Project---Governing and Executing Complex Projects in A Visual and Friendly Way
392(4)
Project---Planning the Project
396(3)
Project---Breaking Down Silos
399(6)
Authoring---Where the Best Practice Content Comes From
405(1)
From Authoring Back to the Executive Dashboard
405(3)
7.4 Dashboards in Action: International Institute For Learning
408(5)
8 The Portfolio Management Pmo and Metrics
413(12)
Chapter Overview
413(1)
8.0 Introduction
413(1)
8.1 Critical Questions
414(1)
8.2 Value Categories
414(2)
8.3 Portfolio Metrics
416(3)
8.4 Measurement Techniques and Metrics
419(1)
8.5 Crisis Dashboards
419(6)
Defining A Crisis
420(5)
Index 425
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.

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2®, ITIL, Business Analysis, Microsoft® Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI® charter global registered education provider, and a member of PMI's Silver Alliance Circle and their Corporate Council.
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